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

Kurume University

Basic Information of the Institution
Ownership: Private

Location: Fukuoka, Japan

Accreditation Status
Year of the Review: 2020
Accreditation Status: accredited （Accreditation Period: April.1.2021 – March.31.2028）

Kurume University

Certified Evaluation and Accreditation Resultsfor Kurume University
Overview
Kurume University (hereinafter referred to as the “University”) states “Our principal
purpose is: To search for truth and justice, To aim for human love and respect, To fosterpeople who will have practical knowledge, noble ideas and a deep sense of humanity, To
brighten the regional culture and show its brilliant results to the world, and to contributeto the peace of the world.”. The University also states, “The purpose (of the University)
is to conduct comprehensive professional education and research based on theFundamental Law of Education and the School Education Act. The mission is to train
academic and well-educated people with skills, and contribute to the academic
advancement and the improvement of social culture.” In addition, the “Future Plan” wasformulated as a medium-to-long-term plan following the “Basic Plan” to achieve thefounding spirit and the purpose of the University. These efforts to enhance education andresearch activities are commendable.
Regarding internal quality assurance, the University established a Universitywide policy with the “Dean's Committee” and the “Council for Future Planning” as thepromotional organizations for internal quality assurance. The “University Check andReview Committee” (the “University Committee”), the “University Expert Check andReview Committee” (the “Expert Committee”), the “Discrete Check and ReviewCommittee” (the “Discrete Committee”), and the “External Evaluation Committee” wereestablished as the main bodies for checks and reviews. These Committees prepares the“Check and Review Sheet”, “Improvement Activity Sheet” and “Summary” developedby the University for the activities of each faculty and graduate school every year. By
implementing the checks and reviews using these resources and applying management ofteaching and learning, the internal quality assurance system is functioning effectively.
Regarding education, each faculty and graduate school appropriately designs its
own curriculum according to its degree award policy (diploma policy) and curriculum
design and implementation policy (curriculum policy). Faculties have devised curriculum
trees and curriculum maps to depict the overall framework of the curriculum, therelationships between subjects, and relevance to the degree award policy, as well as anumbering system of subjects that number each subject according to the content and levelof the course, so that students can take courses systematically and sequentially. Graduate
schools also make it easier for students to take courses in a systematic and sequential
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manner by allocating subjects to the appropriate category and allotted year. Educationthat appropriately combines course work and research work is being provided. In addition,
the schools offer active learning classes and other methods to encourage students toproactively participate. Moreover, the “Policy on Evaluation of Learning Outcomes” hasbeen formulated, and preparations are underway for measuring learning outcomesthroughout the University.
The Student Support Center plays a central role in creating the relationshipdiagram of each support facilities. The list summarizes the ideal support (reasonableaccommodation) for students with developmental disabilities or social anxiety whorequire support, with the position of the faculty members in mind. This list is publishedon the University website. Not only is this information common knowledge to faculty
members, but also students, guarantors, etc., which leads to reduced anxiety among theparties concerned. From the fact that many of the students who received support withreasonable accommodation have graduated within the specified period and some arehighly valued by the companies where they work, it can be said that the support system
is functioning effectively, and this is an excellent initiative.
In addition, each social cooperation and social contribution policy wereestablished based on the “promotion of cooperation with local communities” and“cooperation with industry, academia, and government” set out in the future plan. The
Regional Liaison Center is striving to develop various regional activities by entering intoagreements and collaboration with local governments, universities, and companies,utilizing the mechanisms of education, research, and medical care. In particular, efforts
that contribute to the promotion and development of traditional industries in the region
through the Institute of Comparative Studies of International Cultures and Societies, theCultural Properties Conservation Science Research Group, and student-centered planningand projects are distinctive.
However, there are several issues that should be addressed. First, to improve andenhance the University, policies must be set to specify methods and approaches to achieve
objectives. Second, the degree award policy and the curriculum design andimplementation policy in some graduate schools are flawed. Third, in some faculties,
measures to substantiate credits are not sufficient, and improvement is required in lightof the purpose of the credit system. Furthermore, some departments are accepting more
students than the quota, so improvements are needed to ensure thorough quota
management for departments.
Moving forward, in addition to resolving these issues through internal quality
assurance, the University is expected to make greater strides by further developing its
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distinctive initiatives.
Notable Strengths
Student Support
 The Student Support Center plays a central role in creating the relationship diagramof each support facilities. The list summarizes the ideal support (reasonableaccommodation) for students with developmental disabilities and social anxiety who
require support, with the position of the faculty members in mind. This list ispublished on the University website. The information is shared so that the list offacilities is common knowledge, to faculty members, but also students, guarantors,etc., which leads to reduced anxiety among the parties concerned. Support is being
offered using the list of support facilities. Many of the students who have received
support with reasonable accommodation have graduated within the specified period,and some are highly valued by the companies where they work. It can be said fromthis fact that the support system is functioning effectively, and this is an excellent
initiative.
Social Cooperation and Contribution
 Each social cooperation and social contribution policy were established based on the“promotion of cooperation with local communities” and “cooperation with industry,academia, and government” as set out in the future plan. The Regional Liaison Centeris striving to develop various regional activities by entering into agreements andcollaborations with local governments, universities, and companies, utilizing themechanisms of education, research, and medical care. In particular, the University is
actively promoting the introduction and dissemination of traditional industries in theChikugo region. The Institute of Comparative Studies of International Cultures andSocieties and the Research Committee for the Conservation of Cultural Properties
are giving back research results to the public through open lectures and workshops.
In addition, in FY 2018, with the support of the Japan Foundation, the University
carried out a project to introduce traditional industries of Kurume City internationally.
In addition, students voluntarily hold or participate in events and projects to promoteand develop the distinct industries of the region, such as Kurume Kasuri, Yamecha,and Kurume Shima Ori. This initiative helps the students understand the local
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Kurume Universityindustries and is commendable as it contributes to the realization of the basic missionof the University “to shine a light on local culture and share its brightness with theworld.”
Suggestions for Improvement
Educational Program and Learning Outcomes No degree award policy is set for each degree conferred for the Masters and Doctoral
Programs in the Graduate School of Comparative Studies of International Cultures
and Societies and the Masters and Doctoral Programs in the Graduate School ofMedicine, so improvement is required.
 The basic approach for curriculum implementation is not indicated in the curriculum
design and implementation policies of the Master’s Program and the Doctoral
Program of the Graduate School of Comparative Studies of International Cultures
and Societies, so improvement is required.
 Although the Faculty of Human Health has 48 credits in the first to third years and44 credits in the fourth year, a considerable number of students have registered formore than the maximum number of credits since the establishment of the Faculty.
Since there are no other measures and the credits are not substantiated sufficiently,improvement is required in light of the purpose of the credit system.
Recommendation
Student Enrollment
 Regarding the ratios of student enrollment to the student enrollment cap, the ratios
are as high as 1.36 for the Department of International Politics in the Faculty of Law,
1.25 for the Department of Economics in the Faculty of Economics, and 1.07 for theSchool of Medicine. Moreover, in the last five years, the average ratio of freshmanenrollment to the freshman enrollment cap has been as high as 1.01 in the School ofMedicine. For this reason, the University should make improvements to ensurethorough faculty quota management.

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