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

Takushoku University

Basic Information of the Institution
Ownership: Private

Location: Tokyo, Japan

Accreditation Status
Year of the Review: 2021
Accreditation Status: accredited （Accreditation Period: April.1.2022 – March 31, 2029）

Takushoku University

Certified Evaluation and Accreditation Resultsfor Takushoku University

Overview
The founding spirit of Takushoku University is “to produce talented and enterprisingindividuals possessing the cultural sophistication and personal character to makethem worthy of the respect of all peoples,” and on this basis, it has defined its
philosophy and purpose as “to develop individuals who will contribute to the culturaldevelopment of Japan and the world, based on the guiding principle of international
friendship.” To fulfill this philosophy and purpose, the University has been enhancing
its educational and research activities through the “Takushoku UniversityRenaissance Project” in 2000 and the “Takushoku University Educational
Renaissance 2020 Grand Design” in 2015. Currently, the University is implementing
the “Takushoku University Medium- to Long-Term Plan ‘Educational Renaissance2030,’” drawn up in AY2020, and is working toward further development.
For internal quality assurance, an “Internal Quality Assurance Committee”
chaired by the President was established in AY2018 to organically collaborate at thethree levels of the University, faculties/graduate schools, and classes. Based on selfstudy conducted by all organizations and faculty members, a PDCA cycle is in place
to check and evaluate their adequacy and effectiveness, present measures forimprovement, and report progress and results to the Internal Quality AssuranceCommittee. Activities to address every detail are carried out from a university-wide
perspective, with the university-wide “FD Committee” working with faculties toencourage improvements on the part of individual faculty members, and the“Takushoku University External Evaluation Committee” (hereinafter the “ExternalEvaluation Committee”) improving the objectivity and validity of evaluations.
However, given that the Internal Quality Assurance Committee has only just been
established, it is hoped that the PDCA cycle will be steadily implemented and thatthe effectiveness and appropriateness of the internal quality assurance system will beexamined at that time.
Regarding education, the university-wide degree award policy (diplomapolicy) specifies an international outlook, specialized expertise, and humanity asqualities and abilities that students should possess. On this basis, degree award
policies and curriculum design and implementation policies (curriculum policies)
have been established at both the undergraduate and graduate levels, curricula have1

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been systematically organized appropriate to the characteristics of each field, anduniversity-wide “curriculum maps,” “curriculum trees,” and subject numbering havebeen implemented. For example, by establishing “Key Words for DP AttainmentGoals” and indicating the relationship between these and course numbering on thecurriculum map, curriculum tree, and syllabus, students can develop an awareness ofthe educational curriculum system and can take courses with a full understanding of
the relationship between the diploma policy and each course. The University also
provides fine-tuned educational guidance to students by establishing university-wide
grading methods and standards, and conducting student interviews using the GPA
standard. These initiatives were implemented under the Educational Renaissance
Project, and other reforms have also been steadily undertaken, leading to improvesatisfaction levels in the Student Fact-Finding Survey and the Graduation Survey.
Regarding student support, it is commendable that a cooperative system
between faculty, staff and related administrative departments, centering on theStudent Support Center and the Career Center, provides support from the perspectiveof students. For example, the assignment of several professional Students Counselor
in charge of general consultations to the Bunkyo Campus and Hachioji International
Campus in order to provide strong support for various student activities is anexcellent initiative that not only creates opportunities to gain the strong trust of bothstudents on the one hand and faculty and staff on the other, but also fosters student
independence and leads to the development of the “Takushoku Talent” that theUniversity is seeking. In addition, the “Ritakukai”, to which all students, faculty, andstaff belong, has a variety of functions, including support for students’ extracurricular
activities and volunteer work, fostering a sense of humanity and sociality awareness.
With respect to “internationalization,” one of the University’s strengths, the“International Exchange and Foreign Students Center ” plays a central role in thiseffort by concluding exchange agreements with overseas universities and institutions,developing and improving various programs such as short-term study abroadprograms, long-term study abroad programs, and exchange programs, as well as
student dormitories, etc. In addition, the International Office has established a contact
desk that offers multi-lingual support provided by people with relevant practicalexperience, which is highly commendable as an ideal study environment forinternational students.
However, there are several issues that should be improved. First, the systemthat allows students who have been held back from progression to the next year orfrom graduation to retake examinations should be examined alongside the maximum
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number of credits and other examination requirements from the viewpoint of
substantiating credits and rigorous grading. There are some graduate schools that are
not able to meet their capacity. Therefore, this should be improved to ensure proper
graduate student quota management. In addition, the FD Committee, which has awide range of roles, should be reviewed, and efforts should be made to enhanceeducation on information ethics.
In the future, the JUAA hopes to see the University make further progress as
an attractive institution by resolving problems through the steady implementation ofimprovement and enhancement measures under the Internal Quality AssuranceCommittee and the further development of its distinctive and outstanding initiatives.
Notable Strengths
Student Support
 The system of Student Affairs Officers in charge of general student consultations
and the Reitaku-kai organization that supports students’ extracurricular activities
are functioning effectively. It is commendable that the Student Affairs Officers
serve as a one-stop contact point for a range of student support services, and that
the Reitaku-kai, with over a century of history, supports students’ various
extracurricular activities, thereby fostering a sense of humanity and socialawareness.
Under the University’s “Internationalization Promotion Policy, the International
Exchange Student Center plays a central role in sending many students abroadas international exchange programs, while maintaining clear numerical targets.
It is commendable that the University provides generous support forinternational students in terms of study, daily life, and employment, including
strong promotion of educational support programs for international students andthe establishment of a contact point in the International Office that multi-lingual
support provided by people with relevant practical experience.

Suggestions for Improvement
Educational Program and Learning Outcomes With regard to the appropriateness of grading, the University takes measures toerase final grades for failed courses by using a passing score only for retakes ofthe semester-final examinations. Since there are several departments andfaculties that award credits to a certain number of students who retake3

Takushoku Universityexaminations, the granting of credits through retakes has become the norm overtime. From the perspective of substantiating credits and rigorous grading, thesystem of retakes should be examined and improved to ensure its proper
operation.
Student Enrollment
 The ratios of student enrollment to the student enrollment cap are low at 0.37 for
the Master’s Program at the Graduate School of Local Government, 0.25 for theDoctoral Program at the Graduate School of Commerce, and 0.18 for theDoctoral Program at the Graduate School of Engineering. This should beimproved to ensure proper graduate student quota management.

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