University Accreditation Results(Results for Certified Evaluation and Accreditation for University)

The International University of Kagoshima

Basic Information of the Institution
Ownership: PrivateLocation: Kagoshima, JapanAccreditation Status
Year of the Review: 2019
Accreditation Status: Accredited（Accreditation Period: April 1.2020 – March 31.2027）

Certified Evaluation and Accreditation Results
for the International University of Kagoshima
Overview
The founding principles of the International University of Kagoshima (hereinafterreferred to as the “University”) are to “harmonize Eastern and Western cultures” and“contribute to the local community.” In the Tsumagari Academy and University Midterm Vision 2017-2021 formulated based on these principles (hereinafter referred to as
the “Mid-term Vision”), the University defines its core missions as “to nurture individuals
capable of thinking from a global perspective and contribute to the local community” and“to nurture individuals capable of supporting the lives of local people throughout theirlifetime,” and currently implements education and research in line with these core
missions.
With regard to internal quality assurance, the University has established a SelfStudy Steering Committee with six Self-Study Implementation Subcommittees assubsidiary bodies. These subcommittees review the self-study activities of the secretariat,relevant committees, faculties, and graduate schools. The Self-Study Steering Committee
compiles a General Summary of the Self-Study Report Evaluation Results (hereinafterreferred to as the “General Summary”) that summarizes the subcommittees’ findings.
However, the Self-Study Steering Committee does not provide adequate support withregard to improvement measures taken in response to the self-study results. Therefore,
the University should clarify the procedures of internal quality assurance, provide theappropriate support for improvement measures in line with those procedures, andcheck/evaluate the appropriateness of the internal quality assurance system.
Regarding education, the University’s faculties, departments, and graduate
schools have established and announced their degree award policies (diploma policies)and curriculum design and implementation policies (curriculum policies) in line with thecharacteristics of their field of academic study. The current curriculum, which wasorganized in 2016, features a curriculum map that indicates the correlation between thedegree award policy and each subject, as well as a university-wide numbering code
system that indicates the position of each subject within the relevant field of academic
study. These features visualize the systematic nature and order of the subjects in thecurriculum. In terms of educational methods, the Mid-term Vision and the universitywide curriculum design and implementation policy clearly indicate the intention topromote active learning, and the number of classes adopting active learning has increased.
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It is noteworthy that the University has enhanced the quality of small-group tuition byassigning student assistants (hereinafter referred to as “SAs”) to first-year student
seminars, among other classes.
Notable initiatives have been implemented to reduce the dropout rate.
Specifically, the University has developed a learning support system for appropriately
grasping the situation of students with poor grades or who need to repeat a year, or who
wish to take leave or quit, and providing them with support and guidance. In addition,
homeroom teachers, faculty members in charge of seminars, and learning support staff
offer guidance and advice, and support is also provided in cooperation with theaforementioned SAs. The University assigns dedicated tutors and supporters to support
international students in study- and life-related matters. Furthermore, the University
encourages international students to actively participate in local exchange events, thereby
providing them with many opportunities to experience Japanese culture. Furthermore, it
is highly commendable that the University carries out seminar activities based on apartnership with Kagoshima City that contribute to the local community and offer
students an opportunity to learn practical skills.
There are, however, several issues that need to be resolved. First, the student
quota has not been met throughout the entire undergraduate program for some time. TheUniversity should thoroughly implement quota management for its undergraduate
program. All graduate schools fail to clarify the examination criteria pertaining to theresearch outcomes of special assignments. Measures to give substance to credits areinsufficient. Although a Curriculum Assessment Checklist has been created to grasp andevaluate learning outcomes, its relationship with the learning outcomes indicated in thedegree award policy should be clarified before it is utilization.
Going forward, we hope the University solves these issues through internal
quality assurance efforts, and accelerates its remarkable initiatives for further
development of its program.
Notable Strengths
Student Support
 In order to facilitate information sharing among faculty and staff members involvedin student support, the Research and Educational Development Center grasps students’credit acquisition status and attendance and provides this information to homeroom
teachers and faculty members in charge of seminar subjects, who utilize it in regular3

counseling meetings. Furthermore, senior students are assigned to seminars as student
assistants to make it easier for new students to seek advice. Former faculty members
are assigned to the Student Affairs Division as learning support staff, who provide
support to students who have taken leave, who have re-enrolled, or who have beenabsent for an extended period of time. Such thorough and meticulous support has led
to a decline in the dropout rate, which is a commendable achievement.
 As the University is focused on promoting the enrollment of international students, it
assigns staff capable of offering support in foreign languages to the International
Student Support Office. As part of a system for mutual support between students,
current students act as individual tutors who provide international students with studyand life-related support. The University also assigns supporters to the Support Office
who offer advice to international students on an as-necessary basis. Students act astutors and supporters to provide advice and support, and international students areencouraged to actively participate in exchange meetings with local residents and otherlocal events. This makes it easier for international students to get used to university
life and has led to cross-cultural understanding, which is a commendable achievement.
Social Cooperation and Contribution
 As part of seminars, based on a comprehensive cooperation agreement withKagoshima City, the University carries out fieldwork in the Kiire Motofumoto areain the southern part of the city and holds exchange events with local residents. As partof a comprehensive cooperative regional revitalization program with Akune City,
among other municipalities, the University is involved in selling local specialties invacant stores located in front of the station. Aiming to work hand in hand with thecommunity and consistently contribute to society, the University has formed
partnerships with local municipalities and businesses and carries out a wide range ofactivities. It is especially commendable that the University integrates theaforementioned activities into its classes in order to contribute to local revitalization
through employing its educational and research outcomes in the local community andprovide students with opportunities to engage in practical learning in the community.
Suggestions for Improvement
Internal Quality Assurance4 With regard to the self-study results of the secretariat, relevant committees, faculties,
and graduate schools, the Self-Study Steering Committee, the organization
responsible for internal quality assurance, only describes matters that require
improvement in the General Summary and does not provide sufficient support for
improvement measures. The University should clarify the procedures of internal
quality assurance, provide the appropriate support for improvement measures in linewith those procedures via the Self-Study Steering Committee, and check/evaluate theappropriateness of the internal quality assurance system.
Education and Research Organization
 Although a limit is set on the number of credits students can register for in a singleyear, students in the Department of Child Studies, Faculty of Welfare Society, areallowed to register for credits in excess of the limit for subjects related to obtaining
qualifications, etc. For this reason, there are many students who actually register for
many credits in excess of the limit. Though the syllabus describes the procedures for
preparation and review, measures to give substance to credits are insufficient.
 The Economics Master course, Welfare Society Master course, and Intercultural
Studies Master course fail to clarify the examination criteria pertaining to the research
results of special assignments.
 Although a Curriculum Assessment Checklist has been created as a specific indicatorfor measuring the learning outcomes of each degree course, the relationship between
each benchmark and the learning outcomes indicated in the degree award policy isunclear. The University has failed to grasp and evaluate the learning outcomes in adiversified and appropriate manner, and should therefore improve the situation.
University Management and Finance The net income from business activity (imputable net income) ratio of both thecorporation as a whole and the university division has been below the average ofprivate universities with multiple faculties, and the ratio of the financial assets to therequired reserve fund is trending low. Therefore, the University does not have thenecessary financial base for performing educational and research activities in a stable5manner. The University should formulate a mid- to long-term financial plan providing
a projection for overall revenue and expenses, including in it the plan for renovationof old school buildings that is stated in the Mid-term Vision of the entire corporation,for example. The University should implement the financial plan in a consistentmanner and improve its financial situation.
Recommendation
Student Enrollment
 In the last five years, the average of ratios of freshman enrollment to the freshmanenrollment cap is high at 1.22 in the Department of Child Studies, Faculty of Welfare
Society, low at 0.77 in the Faculty of Economics, 0.77 in the Department ofEconomics, Faculty of Economics, 0.78 in the Department of Business
Administration, Faculty of Economics, 0.84 in the Department of Social Welfare,
Faculty of Welfare Society, 0.72 in the Faculty of Intercultural Studies, 0.70 in theDepartment of Intercultural Studies, Faculty of Intercultural Studies, and 0.78 in theDepartment of Music, Faculty of Intercultural Studies, respectively, and low at 0.84
in the undergraduate program as a whole. The ratio of student enrollment to thestudent enrollment cap is low at 0.78 in the Faculty of Economics, 0.79 in theDepartment of Economics, Faculty of Economics, 0.77 in the Department of Business
Administration, Faculty of Economics, 0.78 in the Department of Social Welfare,
Faculty of Welfare Society, 0.73 in the Department of Intercultural Studies, 0.74 inthe Department of Intercultural Studies, Faculty of Intercultural Studies, and 0.71 inthe Department of Music, Faculty of Intercultural Studies, respectively, and low at
0.82 in the undergraduate program as a whole. The University should improve thesituation by thoroughly implementing undergraduate quota management.

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