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

Ohara Graduate School of Accounting
Basic Information of the Institution
Ownership: Private

Location: Tokyo, Japan

Accreditation Status
Year of the Review: 2012
Accreditation Status: accredited (Accreditation Period: April 1, 2013 – March 31, 2020)

Related Links
Ohara Graduate School of Accounting: http://www.o-hara.ac.jp/grad/(in Japanese)

Full Text of the Accreditation Results (in Japanese):
http://www.juaa.or.jp/accreditation/university/result_2012.html
Accreditation Standards, Process and other related information (in English):http://www.juaa.or.jp/en/accreditation/university.html

2Certified Evaluation and Accreditation Results
for the Ohara Graduate School of Accounting (OGSA)
Suggestions for Improvement
Faculty and faculty organization


The Ohara Graduate School of Accounting (hereafter OGSA) lacks acomprehensive effort to enhance the quality of faculty members. Measures toenhance the capacity of faculty are limited to the publication of the annual Research
Gazette and faculty development (FD) sessions. The FD sessions have only been
held twice since the establishment of OGSA, with off-campus specialists aslecturers. The situation should be improved.

Student support
Support for students looking for jobs from student affairs staff in the OGSA
administration is insufficient, and is underutilized by students. OGSA should
develop career guidance systems to meet students’ needs.

Education and research environmentThe library collection is small. There is a lack of books and academic information
services for students that would enhance study. Library services should be furtherdeveloped.

The individual offices for full-time faculty members don’t meet functional
standards. This might hamper faculty offering advice and guidance to individualstudents. This should be improved, so that faculty can fulfill their professionalresponsibilities.

Administration and financeSince the establishment of OGSA, the student enrollment cap has never beenfulfilled. Even so, a mid- to long-term plan has not been determined for the futureof school management. The OGSA should have its faculty united to enact effective
reforms.

Following the decline in student enrollment, there have been budget cuts. Thisshould not affect the quality of education at the OGSA. Because of the disparity
between revenue and expenditures, the budget is supplemented by internal funds,
which is perhaps necessary for the time being. However, there should be a limit to
the amount of money that may be drawn from those funds. This makes the need todesign a mid- to long-term financial plan for the development of OGSA all themore urgent.

Internal quality assurance
The OGSA has not conducted regular and voluntary self-studies, and thus lacks asystem to ensure internal quality assurance for its activities. This situation should beimproved.

The OGSA website does not publicize its financial documents. It does not make theinformation about the faculty’s academic degrees available, even though3

information disclosure is required by law. These should be open to the generalpublic, including prospective students.
Area of Serious Concern
Enrollment
In the last five years at OGSA, the average of ratios of enrolled freshmen to the
freshman admission cap is 0.42 and the ratio of enrolled students to the student
enrollment cap is 0.30. These figures are low and must be improved.