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

Kyoto Tachibana University

Basic Information of the Institution
Ownership: Private

Location: Kyoto, Japan

Accreditation Status
Year of the Review: 2023
Accreditation Status: accredited （Accreditation Period: April 1, 2024 – March 31, 2031）

Kyoto Tachibana University

Certified Evaluation and Accreditation Resultsfor Kyoto Tachibana University

Overview
Kyoto Tachibana University, founded on the spirit of “Devote your effort to vocational
education to acquire the ability to be financially independent in the future” defines its
educational philosophy as “Independence, Coexistence and Practical Knowledge,” andconducts educational and research activities based on this principle. To realize thefounding spirit, educational philosophy, and other objectives, the University has
formulated its Master Plan as a medium- to long-term plan. In the Second Master Plan
starting in AY2019, the University laid out its long-term vision with six objectives,
including strengthening educational effectiveness, enhancing research capabilities, andpromoting industry-academic-public-community cooperation. The Third Master Planfrom AY2023 sets forth the activity goal of “changing the world through learning.” Basedon its educational philosophy and past achievements, the University aims to implement
various reforms to remain ahead of the times without the constraints of preconceived
notions.
Regarding the University’s internal quality assurance, the Internal Quality
Assurance Promotion Committee was established in AY2019 as a university-wideorganization responsible for promoting internal quality assurance, with a university-wide
self-study carried out in a three- or four-year cycle. Specifically, the Faculty Self-Study
Committee and the Graduate School Self-Study Committee conduct self-studies on theappropriateness of their educational activities, with the results compiled by theUniversity-Wide Self-Study Committee and reported to the Internal Quality Assurance
Promotion Committee. The promotion committee checks the results from a universitywide perspective, and issues instructions for improvement to the organizations. The
improvement items that do not fulfill the basic requirements of the Japan University
Accreditation Association’s (JUAA) evaluation and accreditation, along with items
related to internal quality assurance and student learning outcomes, are classified as highpriority items, and their progress status is monitored by the promotion committee. Under
this internal quality assurance system, the University strives to enhance its educationaland research activities by identifying issues to be addressed and sharing the future
direction of its initiatives throughout the school.

1

Kyoto Tachibana University

As for education, the University has designed curricula based on the diploma
and curriculum policies, and introduced curriculum maps and subject numbering systems
that systematically illustrate the relationship between groups of lesson subjects anduniversity-wide goals to ensure the curricula are organized in a systematic and sequentialway. To support students’ self-directed learning, the University has developed a crossfaculty support system through the Writing Support program in which upper-year
students serving as learning assistants give writing and other advice to lower-year
students in Academic Links, a learning facility open to students.
The University has undertaken outstanding student support initiatives bycontinuously operating an academic advisory system in all faculties and departments.
Faculty members in charge of seminars for first-year to fourth-year students play a central
role in cooperating with organizations and administrative staff members involved instudent support throughout the four-year period to provide comprehensive support
according to the characteristics of the faculties and departments. The Faculty of Nursing
and the Faculty of Health Sciences, whose courses involve qualification exams and otherrequirements for professional certifications, provide specifically designed guidance andadvice to students who need many credits, and help them develop their professional careerplans.
Furthermore, based on the industry-academic-public-community cooperation
stated in the long-term vision of the Second Master Plan, the University has built trustwith the local community over a long period of time through sustainable community
contributions and other initiatives led by the Center for Regional Collaboration, and isactively involved in community outreach activities in cooperation with a wide variety ofstakeholders. The Department of Nursing and the Department of Occupational Therapy
incorporate community contribution activities in their courses as regular lesson subjects.
These are outstanding initiatives that combine and enhance educational activities withregional cooperation and contribution, and contribute to the realization of the University’s
educational philosophy of “Independence, Coexistence and Practical Knowledge.”
There is an area of improvement the University should address, however, interms of student enrollment. The Master’s Program in Management in the Graduate
School of Contemporary Business has low ratios of student enrollment to the student
enrollment cap, and should appropriately manage its student quotas.
In the years ahead, the University is expected to operate the internal quality
assurance system more effectively as it plans to establish a new educational and researchorganization, carry out general education reforms, and take other steps aimed atcultivating human resources in response to social needs. The University is also expected

2Kyoto Tachibana University

to resolve the above issue and enhance its distinctive initiatives, thereby progressing
further.

Notable Strengths
Student Support
 An academic advisory system is continuously operated in all faculties anddepartments. Faculty members in charge of seminars for first-year to fourth-year
students play a central role in cooperating with organizations, including theAcademic Affairs Committee and the Career Center, and staff members involved instudent support to provide comprehensive support for academic counseling, campus
life, and employment according to the characteristics of the departments. The
consultations and guidance provided by academic advisors are accumulated in thefunctions of student portfolios on the University’s portal site introduced in AY2021,
and shared at departmental and other meetings based on the characteristics of thefaculties and departments. It is commendable that this information sharing facilitates
student learning with faculty and staff members working together to provide students
with specifically designed support throughout their four years of study toward their
desired career paths.
Social Cooperation and Contribution
 The University has long been engaged in community contribution activities rooted in
Kyoto’s Yamashina and Daigo districts, with the Center for Regional Collaboration
playing a central role in collaborating with local government agencies, businesses,
and residents for student engagement programs aimed at revitalizing depopulatedareas and developing products. These ongoing activities are also linked to lesson
subjects. For example, the Department of Nursing offers the Primary Care Practicum
to deal with the aging population in Daigo Nakayama public housing, while theDepartment of Occupational Therapy has introduced Community Comprehensive
Care Training to promote the health of residents in Yamashina public housing. TheUniversity has been selected for Kyoto City’s Gakumachi Collaboration Universitypromotion projects. It is commendable that the University has successfully combinedand enhanced its educational activities with regional cooperation and contribution,

3

Kyoto Tachibana University

and is making meaningful efforts to realize its educational philosophy of“Independence, Coexistence and Practical Knowledge.”
Suggestions for Improvement
Student Enrollment
 The ratio of student enrollment to the student enrollment cap is low at 0.42 in theMaster’s Program in Management in the Graduate School of Contemporary Business.
This ratio should be improved with the graduate school’s student quotas thoroughlymanaged.

4