Kyoto Arts and Crafts University（京都美術工芸大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The mission, goals and educational objectives of the University are, through education andresearch related to arts and crafts, to foster specialist professionals who can serve in handing down
Japanese traditions and the creation of culture, and contribute to the development of the nation andsociety, all of which is concisely put into writing. Furthermore, the nurturing of the three strengthsof “basic strengths as members of society,” “academic strength,” and “practical professional strengths”
is clearly shown as the individuality and distinctive quality of the University through student
handbooks and the University’s website.
The mission, goals and educational objectives are incorporated in the three policies of diploma
policy, curriculum policy and admission policy, and shared by the executives, faculty and staff.
Standard 2. Students
An admission policy for student admission has been set in line with the educational objectives,
and the selection of entrants is conducted in various distinctive manners. The Department of Arts andCrafts is not obtaining sufficient enrollment quotas but the University as a whole is more or lesssecuring total capacity. Support for learning and class instruction is conducted pursuant to theUniversity’s guidance policy, interviews with all students are implemented through collaboration
between faculty and staff, and efforts are being made to provide the necessary assistance. With regard
to career development and qualification acquisition various support programs are planned andoperated centering on the Career Support Center from the first year onwards and in an integrated
manner. Issues relating to student services are dealt with by the Student Affairs Division of theEducation and Learning Committee, and student assistance is implemented through the University’s
independent financial support and other measures. The campus and buildings are spread over two
campuses but most of the usual lessons take place at the Higashiyama Campus where, according to
the type of lessons and the number of students attending classes, conference and lecture rooms are inplace to enable the management of lessons in appropriate class sizes. Student opinion and requests
concerning support for learning and class instruction and the improvement of teaching are ascertained
through student interviews and class questionnaires covering the entire University. These are utilized
in making improvements towards the educational content of the next academic year.
○ In line with the educational objective of cultivating specialist professionals, meticulous career
guidance is provided in a systematic manner, and the fact that among the results cited is the way it ispossible to obtain a second class architect’s license etc. while still at the University is worthy ofevaluation.
○ At the Higashiyama Campus that was created by renovating a prestigious primary school facility
blends in well with the surrounding environment, the University maintains a gallery in which apermanent collection of high-quality works of art can be viewed, and has spaces for active learning.
These features offer an excellence leaning environment for both the fields of arts and crafts andarchitecture, which merit evaluation.

Standard 3. Educational curriculum
In line with its educational objectives a diploma policy is stipulated for the whole University, andbased on this the standards for awarding credits, promotion to the next school year, and certifying
graduation are clarified. According to the curriculum policy the educational curriculum issystematically organized and incorporates practical professional content in its liberal arts education,specialized education and other courses. Lectures, seminars and practical training are implemented
in formats suiting each type of lesson. The mechanisms for inspection and evaluation of learningachievement based on the three policies are being developed by means of ascertaining students’volition to study through utilizing grade point average (GPA), syllabus reviews, and the provision tofaculty of feedback from class questionnaires.

In addition, hearings with companies are heldthrough the introductions of former students, and these are useful in improving educational contentand methods.
Standard 4. Faculty and Staff
In order to establish education and learning management centering on the President, various
University regulations are more or less in place. However, with regard to the important mattersconcerning education and research that should be stipulated by the President and listened to by theFaculty Council the internal regulations have yet to be prepared. As a system to support the President
the Vice President who takes charge of the University’s administration and the Vice President whotakes charge of matters related to education and research are assigned, a system through which thePresident’s leadership can be exercise has been established, and education and learning management
is functioning. With regard to the employment and promotion of faculty, a policy and regulations for
employment and promotion have been developed. The FD (Faculty Development) Promotion
Committee etc. are functioning to improve and develop educational content and methods, and facultyevaluation is carefully carried out. With the aim of improving the quality and ability of faculty andstaff, Staff Development (SD) Faculty Development (FD) Joint Workshops are held and external
training participated in. Support for research is implemented according to the University’s Research
Fund Regulations for Individuals, while Operation and Management Regulations etc. for PubliclyFunded Research have been drawn up for external funds, and the University strive towards proper
administration.
Standard 5. Management, Administration and Finance
The regulations etc. requisite for management have been prepared, centering on the articles ofendowment. The University is operated according to the University Operation Policy that isformulated each academic year by the University Operation Council, and approved by the Board ofDirectors. The Board of Directors is operated in line with the articles of endowment, and theattendance record of the directors is good. The Executive Committee has been established, andappropriately conducts decision-making about day-to-day management issues. The selection ofdirectors is carried out according to the articles of endowment, and by circulating for perusal theminutes of the Board of Directors meetings among the auditors and managers of the University's
incorporated entity efforts are made to share the decisions of the Board of Directors across the wholeof the University's incorporated entity. Communication and collaboration between the University's
incorporated entity and the University itself is conducted smoothly through the Executive Committeeetc.
With regard to the financial status of the University, although the operation income andexpenditure balance continues to be in the red, the situation has increasingly approved in recent years.
With regard to the University's incorporated entity as a whole, although the retention ratio has been
below the national average over recent years, the operation income and expenditure balance has beenin the black for the past five years, and as it has no borrowings its financial status is healthy.
Accounting Regulations for accounting procedures in line with the Accounting Standards for
Incorporated Educational Institutions have been stipulated, and the results of audits are alsoappropriate.
Standard 6. Internal Quality Assurance
A permanent organization for internal quality assurance and a mechanism to assure those
responsibilities are more or less in place centered on the Self-Inspection and Evaluation Committee,
and mutual collaboration is being achieved between the University's incorporated entity, FacultyCouncil, University Operation Council, committees, and administration center etc. Self-inspections
and evaluations for internal quality assurance are conducted independently and autonomously on anannual basis since the establishment of the University in line with the Self-Inspection and Evaluation
Committee Regulations and Self-Inspection and Evaluation Implementation Guidelines. In addition
to making the Self-Inspection and Evaluation Report public, efforts are made to share it within theUniversity.
In summary, the University’s education, in line with its mission, goals and educational objectives
as well as the three policies, is achieving results towards the fostering of specialist professionals withthe development of creativity and ingenuity in its educational content and methods. The University’scareer guidance preparations are careful and thorough. Management and administration areappropriately conducted, communication and collaboration between the University's incorporated
entity and the University are maintained, and it operates in an integrated manner. With regard to its
finances, the University is striving to achieve a healthy fiscal balance. An organization andresponsibility system for internal quality assurance revolving around self-inspections and evaluations
has been more or less developed.
Note that with regard to the University’s unique standards, the general comments on “Standard A.
Social contribution/ community contribution” should be referred to.

It should be noted that the University has cited the following remarks.
1.

Acquisition of architect qualifications while still attending the University

2.

Exhibition at Kiyomizu-dera Temple