Kanazawa Seiryo University（金沢星稜大学）
Evaluation summary
Standard 1. Mission and Objectives, etc.
The University’s mission, goals and educational objectives are, in line with its founding principleof “fostering people who are sincere and useful to society,” clearly stated in the University
Regulations and University Charter. The University sets its individuality and distinctive quality as
being the fostering of analytical, general and practical skills, emphasizes education that nurtures aglobal perspective, and reflects these in the mid-term plan aimed at “the Visionary University,
Kanazawa Seiryo: a university of dreams.” The Graduate School Regulations require amendments
as the objectives of the graduate school regarding the development of human resources are notstipulated, but the University’s mission, goals and educational objectives are reflected in the threepolicies (diploma, curriculum and admission policies), and attempts to share them among executives,faculty and staff are made. These missions, goals etc. of the University are publicized within andoutside of the University in faculty and student handbooks, as well as the website.
Standard 2. Students
With regard to student admission, an admission policy based on the educational objectives is inplace, and the selection of entrants is appropriately conducted. The number of students attending theUniversity is secured in line with the yearly enrollment quotas and total capacity. Learning and class
instruction support is implemented according to the regulations through collaboration between
faculty and staff, to meet student needs through the use of student assistants (SAs), and theestablishment of a Disabled Students Support Office. Results are achieved regarding career guidancewith the establishment of a specialized support system and programs. The relevant faculty membersand Student Support Division collaborate to provide various services for the stability of student lifeand student personnel services, and support is provided for the extracurricular activities of student
groups. The requisite staff are available for physical and mental health consultation andpsychological support. The learning environment including the campus and buildings have beenappropriately prepared. Student opinions and requests concerning learning and class instruction
support, student life and the learning environment are ascertained through various questionnaires andexchange of opinion meetings, and the University strives to make improvements.
Good points
 With regard to career guidance, the HOSHI☆TABI at-sea employment training camp, the MOON
SHOT Abroad employment training camp for those seeking entry to companies that are difficult
to obtain employment with, the Employment Training Camp and other unique employment
support programs are planned and managed, and these are worthy of high evaluation.
 The introduction of a career development program (CDP) to raise students’ awareness ofemployment and broaden students’ views on career choice, and the steady results that it isachieving merit high evaluation.
Standard 3. Educational Curriculum
In line with the educational objectives the faculties, departments and graduate school have all
stipulated diploma policies, and the awarding of credits and certifying graduation and completion areappropriately conducted according to these. In addition, an educational curriculum has beensystematically arranged in line with the curriculum policy, and is illustrated in a comprehensible
manner by a curriculum map. The Liberal Arts Division has been established as the organization
responsible for liberal arts education, and liberal arts education is appropriately implemented
throughout the entire University.
The University sets an upper limit of course credits for registration, makes arrangements tomaintain the essence of the credit system and strives to devise and develop teaching methods with
an awareness of active learning. The University inspects and evaluates learning outcomes throughascertaining the number of credits earned, grade point average (GPA), results of class evaluationquestionnaires, the number of students obtaining licenses and qualifications, and the state of theiremployment. The entire faculty is provided with feedback through the on-campus system, and thatfeedback is being linked in with improvements to educational content/methods, and learning
guidance.
Standard 4. Faculty and Staff
In conformity with the University and Graduate School Regulations education and learning
management is properly conducted with the President at the top. In order that the President’s
leadership may be exercised, a three-Vice President system is in place and their respective positions
and roles within the organization are stipulated, in addition to which the Information Strategy Officehas been established under the direct jurisdiction of the President to perform IR (InstitutionalResearch) functions, and it supports the President in decision-making. Improvements are required in
the procedures related to the disciplining of students, but the University Regulations etc. stipulate
important matters pertaining to education and research. The University and Graduate School
maintain the requisite number of full-time faculty and professors. Regulations concerning therecruitment and promotion of faculty have been stipulated, and are appropriately applied. Led by theVice President in charge of academic affairs, FD (Faculty Development) activities are systematicallyimplemented including various training programs targeting the entire faculty, and linking in withimprovements to educational content/methods etc. In order to raise the quality and ability of staff,
the University and its incorporated entity eagerly pursue SD (Staff Development) activities. Arequisite environment for the research of the faculty has been prepared, the University is striving toprepare regulations and establish research ethics, and the allocation of the requisite individual
research funds for research activities and support for joint research are conducted.
Standard 5. Management, Administration and FinanceIn order to maintain management discipline and integrity Ethical Principles have been established,notified to those concerned and are appropriately managed. In accordance with the articles ofendowment and Regulations of the Board of Directors, the requisite directors are appointed, theBoard of Directors meeting regularly convened and basic and important matters regarding theadministration of the University’s incorporated entity such as future plans discussed. With regard toissues that need to be shared or problems that need to be solved between the University and its
incorporated entity the Affiliated Universities Council has been established, which enables close
communication and collaboration between them, and conducts mutual checks on the administrative
organizations of the University and its incorporated entity.
The projects in the mid-term plan are included in the budgets for each academic year, the INAOKI
Educational Institution Mid-term Fiscal Outlook is drawn up and financial operations that seek toobtain a fiscal balance are conducted. With regard to the financial state of the incorporated entity, its
financial ratio is healthy, and a stable financial base has been established. Accounting procedures areappropriately conducted in line with the Accounting Standards for Incorporated EducationalInstitutions, Accounting Regulations etc., and a three-type audit integrated system is stringently
applied for accounting audits.
Standard 6. Internal Quality Assurance
In order to establish internal quality assurance, regular self-inspection and evaluation is carriedout, and a system is in place for the President, Vice Presidents, Deans, Department Chairs, Secretary
General, Faculty Council etc. to share reform and improvement measures in line with their results.
Self-inspection and evaluation activities are conducted centering on the Vice President in charge ofacademic affairs who concurrently serves as the Head of the Evaluation Division and Deans. A
responsibility system for internal quality assurance is clear, relevant regulations have been drawn up
and each academic year the Self-Inspection and Evaluation Report is published on the website.
The University, aiming to achieve the internal quality assurance that is based on the three policies,
conducts examinations of issues regarding education through Departmental Councils, and the FD
activities of faculties and departments, linking these in with educational improvements. The resultsof self-inspections and evaluations are reflected in the mid-term plan, which is reviewed every
academic year, and utilized in improvements to the University’s operation and education. With theseself-inspections and evaluations as the fulcrum, it is possible to judge that that the University’s
internal quality assurance initiatives are making its PDCA cycle mechanism function.
In summary, in line with its mission, goals and educational objectives the University’s educationis, in line with the three policies, displaying all sorts of creativity in educational content/methods andachieving goals towards “fostering people who are sincere and useful to society.” Management andadministration are appropriately conducted, communication and collaboration between theUniversity and its incorporated entity are maintained, and the financial base is stable. An internal
quality assurance organization and responsibility system are in place, and with self-inspections andevaluations as the fulcrum the PDCA cycle mechanism is functional.

Note that with regard to the University’s unique standards, the general comments on “Standard A.
Community collaboration” and “Standard B. International interaction” should be referred to.
It should be noted that the University has cited the following remarks.
1.

Career Development Program (CDP)

2.

HOSHI☆TABI (at-sea cruise training event)