3. Specific Examples of Advancements in Academy Co-creation
Based on feedback from undergraduate and graduate students collected through surveys and meetings conducted by the Student Union and student associations, key issues relating to the renewal and use of the Learning Management System (LMS) were identified through the Plenary Council Representatives’ Meeting and discussions with the Office of Academic Affairs, leading to further consideration and pilot initiatives by the University.
Similarly, with regard to the research environment, financial support, and career development for graduate students, considerations have continued to progress firmly grounded in the actual circumstances based on feedback and survey results compiled by the Graduate Student Council, including sharing issues through the Plenary Council Representatives’ Meeting and in discussions with the Research Office and other administrative divisions.
In recent years, various improvements and pilot initiatives have been advanced through five-party discussion meetings and further discussions at the faculty, graduate school, and campus levels. Sharing the outcomes of these efforts with the undergraduate and graduate students concerned has led to tangible changes in the environments surrounding learning, research, and student life. A central principle of Academy co-creation is that the University does not simply reply or present conclusions unilaterally. Instead, drawing on feedback and concerns from undergraduate and graduate students, the University and various stakeholder groups reaffirm their respective responsibilities and roles, and share information on their deliberative processes, achievements, and remaining challenges in order to lead to further pilot initiatives and improvements.
The University also sees the Kinugasa Art Village Festival (a new initiative launched by Ritsumeikan University in AY 2025) as a means of integrating student-led activities with support and cooperation provided by the University. Initiatives such as these involve more than simply staging events. Through the processes of planning, coordination, experimentation, and refinement, they also provide students with opportunities to incorporate their interests and concerns in tangible ways.
In addition, the Ritsumeikan University Graduate School All-Campus Joint Research Exchange Meeting (a new initiative launched by the Ritsumeikan Graduate Student Council in AY 2025) was developed as a means for graduate students to interact with members of other graduate schools and campuses, expanding their research and career development networks.
While these initiatives are in line with the University’s concept of Academy co-creation, it is essential to reexamine how they relate to the Academy co-creation activities promoted by the Student Union through ongoing dialogue, taking into account the operators and objectives of each.
Contents
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Chapter Ⅰ
Significance and Positioning of the AY 2026 Plenary Council
To consider the future direction of Ritsumeikan University
- 1. Changes in the social and higher education environment surrounding universities
- 2. What changes in the social and university environment have asked about undergraduate and graduate student learning
- 3. The types of undergraduate and graduate students Ritsumeikan seeks to produce in light of changes in the social and university environment
- 4. As we enter the second half of R2030
- 5. The Role of the AY 2026 Plenary Council
- 6. List of key themes and annual schedule for AY 2026
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Chapter ⅡThe Plenary Council as a Process of Academy Co-creation
—Building on Discussions Since AY 2022—
- 1. Progress Made in Academy Co-creation and the Expanding Dialogue
- 2. Division of Roles and Coordination Between the Plenary Council and Plenary Council Representatives’ Meeting
- 3. Specific Examples of Advancements in Academy Co-creation
- 4. Less Visible Issues and the Expected Role of Five-Party Discussion Meetings
- 5. Context Leading Up the AY 2026 Plenary Council
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Chapter ⅢRitsumeikan University’s Initiatives from AY 2022 to AY 2025
—Progress in the First Half of R2030 Toward Enriching Education, Research, and Student Life—
- 1. Development of the Learning Environment and Academic Reform
- 2. Advancing Research and Supporting Graduate Students and Early-Career Researchers
- 3. Expansion of International Learning and Multicultural Collaborative Learning
- 4. Enhancing Student Support Services to Support Student Life and Extracurricular Activities
- 5. Career Development Support to Foster Independent Career Choices
- 6. Developing the Infrastructure to Support the Visualization of Learning and Growth
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7. Campus Development and Initiatives to Support Education, Research, and Student Life
- (1) Campus Development Centered on Social Co-creation (OIC)
- (2) Initiatives Linking the Humanities and Social Sciences with Creativity (Kinugasa)
- (3) Initiatives Supporting Cutting-Edge Research and Science and Engineering Education (BKC)
- (4) Development of a Common Infrastructure to Support Student Life
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Chapter ⅣKey Educational, Research, and Student Life Initiatives for the Second Half of R2030
Building on Dialogue with Undergraduate and Graduate Students to Enrich the Present While Envisioning Future Developments
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1. Directions for Academic Reform in the Second Half of R2030
- (1) Articulating Integrated Education and Connecting Inquiry to Research
- (2) Reform of University-Wide Education and the Development of Learning that Connects with Society
- (3) Internationalization of Education and the Development of Multicultural Collaborative Learning
- (4) Educational DX and the Visualization of Learning
- 2. Enhancing Graduate Education, the Research Environment, and Career Support
- 3. Creating an Environment That Supports Student Life, Extracurricular Activities, and International Learning
- 4. Connecting Experiences to Meaning-Making and Career Development
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1. Directions for Academic Reform in the Second Half of R2030
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Chapter ⅤFinancial Management during the R2030 Period and Ritsumeikan University’s Student Fees and Finance Policy for AY 2027 and Beyond
- 1. Financial Structure of Private Universities and Ritsumeikan University’s Basic Approach
- 2. Financial Management from R2020 Through the First Half of R2030 and Achievements to Date
- 3. Financial Management in the Second Half of R2030
- 4. Student-Fee Policy for AY 2027 and Beyond and AY 2027 Tuition and Other Fees
- ConclusionToward the open session of the Plenary Council to Be Held in October 2026

