ACADEMIC BOARDS AND COMMISSIONS STRUCTURING FRAMEWORK

The purpose of this document is to determine the basic framework of academic boards, commissions and advisory structures that can be established to direct the processes of education, research, academic human resources, quality assurance, internationalization and Turkey-Japan cooperation at the Turkish-Japanese University of Science and Technology. Academic boards will be considered as basic institutional mechanisms that ensure that the University's scientific and academic decisions are taken independently of individuals, with a participatory, transparent, evidence-based and sustainable governance approach.

TJU's academic management system will include advisory and coordination boards that will respond to the research-oriented, international and bi-national structure of the University, in addition to the mandatory boards stipulated in the current higher education legislation. In this context, the duties and authorities of the boards to be established will be clearly defined, duplication of duties between boards working on the same subjects will be prevented, and decisions will be aligned with the strategic goals of the university.

Academic boards are not only formal structures that approve certain transactions; They will operate as active governance bodies that direct the university's academic development, assess risks, set academic standards, monitor performance and support continuous improvement.

The working order of academic boards at TJU will be based on the principles of academic freedom, scientific merit, participation, transparency, accountability, ethical responsibility, diversity and institutional sustainability. It will be ensured that the Board's decisions are based on the University's academic development, scientific quality and student benefit, not personal or unit interests.

Balanced and effective participation of academics from Türkiye and Japan in the boards will be encouraged. However, the representation structure will not be reduced only to country-based numerical balance; Factors such as field of science, academic experience, gender, career stage and international background will also be taken into account. In particular, academics with expertise in the University's priority research areas will be ensured to serve on relevant boards.

It will be essential for the board's decisions to be based on scientific data, academic performance indicators, student feedback, external evaluation results and international comparisons as much as possible. Members who have a conflict of interest in the decision-making processes of the boards will not participate in the relevant discussions and votes.

The University Senate will be the highest academic body where fundamental decisions regarding TJU's education, training, research and academic structuring are discussed. Senate; It will be responsible for determining the academic policies of the university, evaluating academic proposals from faculties and institutes, discussing program opening and closing proposals, determining education and examination principles, approving the academic calendar and integrating quality assurance decisions at the university level.

The composition of the Senate will be determined in line with the relevant legislation and institutional regulations of the University. Under the chairmanship of the Rector, vice rectors, deans, institute directors, representatives of relevant academic units and other members specified in the legislation may take part in the Senate. Taking into account the bi-national structure of TJU, representation or consultancy mechanisms can be established to ensure the effective participation of Japanese academics in the work of the Senate.

The Senate will work as the main decision-making body that determines the academic identity and long-term direction of the University. Senate agendas do not consist only of routine academic proceedings; Strategic issues such as research policy, education model, internationalization, teaching quality, academic ethics and academic human resources will be discussed regularly.

Senate decisions will be clearly communicated to the relevant academic and administrative units, and implementation responsibles and schedules will be determined. The implementation of strategic Senate decisions will be monitored at regular intervals and a progress report will be submitted to the Senate when necessary.

The University Board of Directors will be one of the main boards that evaluate administrative and managerial issues related to the implementation of the University's academic decisions. Board of Directors; It will evaluate the recommendations from faculties, institutes and other academic units, academic staff planning, resource use, assignments and implementation decisions regarding the University's academic activities within the framework of the relevant legislation.

In the work of the Board of Directors, a balance will be established between academic priorities and financial and administrative possibilities. New program, research center, laboratory or academic staff proposals will be examined not only in terms of academic necessity, but also in terms of physical infrastructure, budget, human resources and sustainability.

The separation of duties between the Senate and the University Board of Directors will be clearly maintained. While the Senate makes decisions regarding academic policies and principles, the Board of Directors will evaluate the managerial, financial and administrative arrangements for the implementation of these decisions.

The Academic Planning and Development Board may be established to plan the medium and long-term development of TJU's faculties, institutes, departments, programs and research areas. The Board will ensure integrity between the University's strategic plan and academic growth decisions.

Board; It will evaluate new academic unit and program proposals, faculty member needs, student quotas, laboratory requirements and research capacity together. In opening new programs, in addition to student demand, national human resource needs, international scientific developments, cooperation opportunities with Japan and graduate employment potential will be taken into account.

The Academic Planning and Development Board will work not as a structure that directly approves the suggestions coming from academic units, but as a coordination body that evaluates them in terms of the general capacity and priorities of the University. The evaluations of the Board will be submitted to the Senate or other authorized bodies for the purpose of taking the necessary decisions.

The Board will be able to prepare a development report showing the academic capacity of the University every academic year. This report will include the status of existing programs, faculty-student ratios, research infrastructure, new program needs and medium-term academic growth scenarios.

The Education and Training Board may be established to ensure the integrity, quality and inter-program harmony of undergraduate and graduate education activities at TJU. Board; It will evaluate issues such as education policies, teaching methods, measurement and evaluation systems, course loads, common courses, academic advising and supporting student success.

One of the board's primary duties will be to monitor the academic implementation of TJU's innovative three-year, eight-semester undergraduate model. The integrity of the education structure, consisting of fall, spring and summer semesters, among the course, practice, laboratory, project and internship components will be regularly evaluated by the Board.

The Board will support the development of project-based learning, research-based teaching, laboratory applications, digital learning and interdisciplinary courses in education. It will provide suggestions to academic units so that the courses are not based solely on the transfer of theoretical knowledge and that students develop their problem solving, design, research and communication skills.

The Board of Education and Training will ensure the establishment of common standards at the University level by evaluating recommendations from program committees and curriculum commissions. The decisions of the Board will be submitted to the Senate when necessary.

The Curriculum and Program Development Board may be established to evaluate the educational objectives, graduate competencies, course plans and learning outcomes of the programs at the University. The Board will ensure that academic standards are maintained during the preparation of new programs and updating of existing programs.

Board; It will examine the scope of courses, credit structure, prerequisites, balance of compulsory and elective courses, laboratory and project components, and horizontal and vertical harmony within the program. Reducing course repetitions, developing common courses between programs and enabling students to take courses from different disciplines will be among the Board's work areas.

Academic developments, industry needs, graduate and employer feedback, student opinions and international accreditation criteria will be taken into account when updating the programs. The inclusion of common competencies such as artificial intelligence, digitalization, sustainability, research ethics and entrepreneurship in appropriate programs will be encouraged.

The board will also evaluate the effects of changes made in programs on student workload, faculty capacity and physical infrastructure. This will prevent the creation of curricula that only appear strong in terms of content but are not applicable.

The Graduate Education Board can be established to improve the academic standards of master's and doctoral programs, to ensure coordination between programs and to support the integration of graduate education with research policy.

Board; It will evaluate graduate student admission criteria, course structures, qualifying exams, thesis proposals, thesis monitoring processes, consultancy standards and graduation conditions. In doctoral programs, developing students' capacities to conduct independent research, produce international publications and participate in scientific communities will be a priority.

Joint thesis consultancy from Turkey and Japan, joint doctoral programs, double degree models and having students conduct part of their research at Japanese universities can be developed under the coordination of the Graduate Education Board.

The Board will contribute to maintaining the quality of consultancy by monitoring the number of students and the consultancy load of thesis advisors. If the thesis processes are unnecessarily prolonged, student progress is not monitored regularly, or consultancy problems arise, the necessary improvement suggestions will be presented to the relevant institute.

The Research and Innovation Board will be one of the high-level academic structures that can be established to determine TJU's research policies, priority science areas and innovation targets. The Board will prepare recommendations for systematically improving the University's research capacity and directing research resources to strategic areas.

Board; It will monitor research development in priority areas such as earthquake and disaster sciences, artificial intelligence and digital technologies, energy systems, sustainability, advanced materials, robotics and smart manufacturing. In determining new research areas, national needs, Japan's scientific and technological capacity, global trends and the University's current academic competencies will be evaluated together.

The Research and Innovation Board will encourage the development of large-scale national and international research projects, the establishment of interdisciplinary research groups and the creation of joint laboratories. The Board will also support the translation of research results into patents, licenses, prototypes, ventures or public policy outcomes.

The Board will be able to prepare a report evaluating the University's annual research performance. Publications, citations, project budgets, patents, research partnerships, doctoral graduates and social impact indicators will be discussed together in the report.

The Scientific Research Projects Commission will be responsible for the evaluation, selection, monitoring and finalization of the projects that will be supported by university research resources. The Commission will ensure that project supports are distributed on the basis of scientific merit, originality, feasibility and expected impact.

Commission; will be able to create different programs such as initial research support, interdisciplinary project support, doctoral research support, Turkey-Japan joint research support, research infrastructure support and social impact projects.

In project evaluations, opinions will be sought from independent referees who are experts in the field, and people with conflicts of interest will be prevented from participating in the evaluation processes. High-budget projects can be supported in phases, with subsequent budget slices tied to the achievement of specific research objectives.

The Commission will not only work as a structure that makes support decisions at the beginning of the project; It will regularly monitor the scientific, financial and calendar progress of the projects. Outcomes of completed projects such as publication, patent, new project application, researcher training or social benefit will be evaluated.

The Research Centers Coordination Board can be established to coordinate the activities of the research centers within the University, to improve cooperation between centers and to prevent resource duplication.

Board; It will evaluate the annual activity plans, budget requests, performance indicators, laboratory needs and human resource plans of the research centers. It will be ensured that the centers do not become independent structures disconnected from faculties and institutes, but are integrated with academic programs and postgraduate education.

The performance of the centers will be evaluated not only by the number of events or projects organized, but also by scientific output, international partnership, external funding, student training, industry cooperation and social impact.

The Board may prepare proposals for the restructuring of centers that have not provided sufficient academic activity for a long time or have moved away from their founding purpose, merging them with other centers, or terminating their activities.

The Quality Assurance and Accreditation Board will be responsible for creating a culture of continuous improvement in the University's education, research, management and social contribution processes. The board will determine the quality goals of academic units, evaluate performance data and monitor improvement activities.

Board; It will evaluate student satisfaction, graduation rates, learning outcomes, graduate employment, teaching quality, research performance and internationalization indicators together. It will be ensured that quality processes do not become processes carried out only during document preparation and external evaluation periods.

Necessary preparations for international program accreditations, institutional evaluations and quality certificates will be coordinated with the relevant academic units. Programs will be encouraged to take accreditation criteria into consideration from the establishment stage.

The Board will monitor the implementation of the improvement actions determined for each academic unit and report the results to the University administration. Quality data will be used not as a punitive ranking tool, but as institutional tools to identify areas for improvement.

The Academic Appointment, Promotion and Evaluation Board will contribute to the development of institutional criteria for the appointment, promotion and evaluation of academic performance of faculty members. The Board will support the execution of academic staff decisions on the basis of scientific merit, ethical compliance and the strategic needs of the University.

Not only the number of publications will be taken into account in the evaluation criteria; The quality of publications, research impact, project development capacity, doctoral consultancy, teaching quality, international collaborations, patents, social contribution and corporate responsibilities will be evaluated together.

Since there are significant differences between the publication, citation and project cultures of different scientific fields, field-based evaluation criteria will be developed. Direct application of the same numerical criteria to all disciplines will be avoided.

Board members who have a conflict of interest with the candidates will not participate in the relevant evaluations. In cases where external evaluation is required, opinions can be obtained from national and international independent academicians.

The role of the Board is not to replace the juries or decision-making bodies authorized in the relevant legislation; It will contribute to the development of consistent academic standards at the university level.

The Academic Ethics Board will be established to ensure the protection of ethical principles in scientific research, publication, education and academic relations at the University. Board; It will evaluate issues such as plagiarism, data fabrication, data manipulation, unfair authorship, republication, conflict of interest and misuse of research resources.

The principles of confidentiality, impartiality, right to defense and document-based decision-making will be essential in the Board's review processes. Allegations of ethical violations will be examined in line with relevant documents, scientific standards and applicable regulations, not based on personal opinions.

The Board will work not only as a structure that evaluates allegations of ethical violations, but also as a preventive mechanism that develops a culture of research integrity at the University. Training will be organized for academics and students on research ethics, publication ethics, authorship, data management and conflict of interest.

Separate expert ethics committees may be established for research involving human participants, animal experiments, or requiring special ethical permission. The duties of these committees will be arranged in a way that will not be confused with the general duties of the Academic Ethics Committee.

The Human Research Ethics Committee will evaluate the ethical appropriateness of research involving surveys, interviews, observations, experimental applications, user tests or personal data. The Board will ensure that the voluntary consent of the people participating in the research is obtained, that personal data is protected, and that the participants do not suffer physical or psychological harm.

In board applications, the purpose of the research, method, participant group, data collection tools, risks, informed consent process and data security measures will be examined. Research data collection will not begin without obtaining the necessary ethical approval.

In research conducted through artificial intelligence, big data and digital platforms, new ethical issues such as algorithmic bias, data privacy, automatic decision-making and data ownership may also be included in the Board's evaluation area.

The Publication, Open Science and Research Data Board may be established to improve the University's policies regarding scientific publications, institutional archives, open access and research data management.

The Board will support academics to publish in reliable and qualified journals; It will inform you about predatory publishing, misleading publishing practices and unethical journal activities.

Standards regarding the collection, storage, sharing and long-term protection of research data will be developed. Data will be encouraged to be discoverable, accessible, interoperable and reusable to the extent possible; Personal data, trade secrets and intellectual property restrictions will be protected.

The Board will support the development of the University's institutional academic archive, making publications open access and increasing the visibility of scientific outputs.

The International Academic Cooperation Board may be established to evaluate TJU's internationalization policy and the academic partnerships it will develop with foreign universities. Board; It will develop recommendations on joint and double degree programs, student and academician mobility, joint research projects, international summer schools and participation in academic networks.

When evaluating new collaborations, the academic quality of the partner institution, research capacity, program compatibility, sustainability and reciprocity principles will be taken into account. An internationalization approach based solely on increasing the number of signed protocols will be avoided.

The Board will regularly monitor the level of implementation of existing cooperation agreements. The continuation of agreements that do not produce student or faculty mobility, joint publications, joint courses or projects may be re-evaluated. Visa, cost, academic recognition, credit transfer and student security aspects of international academic activities will also be discussed with the relevant administrative units.

Türkiye-Japan Joint Academic Coordination Board is a unique board that can be established to ensure the systematic implementation of TJU's academic cooperation mission between the two countries. The Board will operate with the balanced participation of Turkish and Japanese academics.

Board; The contribution of Japanese universities to TJU programs will coordinate joint courses, joint thesis supervision, faculty assignments, research projects, laboratory collaborations and student mobility.

It will be aimed that the duties of Japanese faculty members at TJU will not only consist of short-term lecture visits, but will also include regular participation in program development, research, student consultancy and academic quality processes.

The Board will be able to prepare a Türkiye-Japan joint academic activity plan for each academic year. Joint courses, faculty visits, student mobility, joint projects and expected outputs will be clearly stated in the plan.

The Board will monitor the execution of collaborations in line with the principles of reciprocity, sustainability and measurable output and report the results to the Senate or relevant governing bodies.

The Faculty Board will be the academic body that discusses basic issues regarding the education, research and academic structuring of the faculty. Board; It will evaluate the suggestions from departments and programs, course plans, curriculum changes, academic calendar applications, research priorities and the development plan of the faculty.

The dean will chair the board and its composition will be determined in accordance with the relevant legislation. Department heads, elected academic representatives and other members deemed necessary may take part in the Board.

The Faculty Board will ensure coordination between departments, plan the use of common courses and laboratories, and monitor the quality of education of the faculty. It will be ensured that decisions at the faculty level are compatible with the general academic policies of the University.

At board meetings, not only routine procedures such as opening courses and assigning assignments, but also the faculty's research performance, student success, internationalization and academic human resource needs will be discussed regularly.

The Faculty Executive Board will evaluate managerial and administrative issues regarding the implementation of the academic principles determined by the Faculty Board. Course assignments, academic staff requests, student procedures, resource use and other application decisions will be handled within the framework of the relevant legislation.

The board will ensure harmony between the academic activities of the faculty and the budget, space and human resources opportunities. The faculty's strategic goals and student needs will be taken into consideration when prioritizing requests from departments.

The Institute Board will be the main board that evaluates the academic merits of graduate programs. Board; will discuss new master's and doctoral program proposals, course plans, student admission criteria, thesis and qualification processes, and inter-program coordination.

The Institute Board will support the integration of interdisciplinary graduate programs with faculties and research centers. Programs will be developed not only according to the current interests of the faculty members but also in line with the research priorities and scientific capacity of the University. The Board will regularly evaluate the student progress, time to graduation, publication production, consultancy capacity and internationalization performance of graduate programs.

The Institute's Board of Directors will evaluate the implementation decisions regarding student admissions, advisor appointments, thesis juries, qualifying exams, permits, assignments and graduation processes of graduate programs in line with the relevant regulations.

The Board will ensure that postgraduate processes are carried out in a transparent, timely and standard manner. In case different practices emerge between programs, the Institute may make suggestions to the Board to develop common principles.

The Department Board is the main academic structure that ensures the coordination of the department's education, research, academic staff and student activities. Working with the participation of faculty members working in the department, the Board will discuss course planning, faculty assignment, research areas, student counseling and academic development.

The Department Board will create the annual course opening plan and teaching load distribution in a balanced manner. Care will be taken to ensure harmony between the expertise of faculty members and the courses they teach.

The board will also evaluate the department's research performance and human resource needs. Requests for new academic staff will be prepared by taking into account the course needs of the department, as well as strategic research areas and graduate consultancy capacity.

The Department Board will encourage the opinions of young academics and, when necessary, research assistants. The long-term development of the department will not depend solely on the decisions of the department head.

A Program Board can be formed for each undergraduate or graduate program. The Program Board will evaluate the program objectives, graduate competencies, course structure, and students' academic development in a holistic manner.

The committee may include the program coordinator, faculty members teaching relevant courses, quality representatives and, when necessary, student or external stakeholder representatives. Student representatives will be able to participate in program development issues other than personal student transactions or confidential evaluations.

The Program Board will prepare program improvement suggestions by examining course evaluation results, the level of realization of learning outcomes, graduate data and employer opinions.

The board will prepare a program evaluation report at the end of each academic year and submit the necessary curriculum changes to the relevant department and faculty boards.

The Teaching and Learning Board can be established to improve the quality of teaching at the University, to disseminate innovative education methods and to support the pedagogical development of faculty members.

Board; It will develop institutional recommendations on project-based learning, research-based education, flipped classroom, digital education, laboratory education and measurement-evaluation methods.

Development programs will be planned for faculty members on educational design, teaching in English, student participation, inclusive teaching and the use of digital tools. A basic teaching orientation can be created for newly appointed faculty members.

The Board will not use student course evaluations alone as indicators of teaching performance; will recommend the combined use of different data sources such as peer assessment, course files, teaching portfolios and learning outcomes.

The Digital Education and Academic Technologies Board may be established to improve the academic standards of online, hybrid and technology-supported educational activities.

Board; It will determine the quality standards of the learning management system, online course design, digital measurement and evaluation, use of artificial intelligence tools in education, course recordings and digital content.

Ethical and pedagogical principles will be developed regarding the use of generative artificial intelligence tools in student assignments, exams, research and academic writing processes. Students and faculty members will be clearly informed about what uses are acceptable. Technical and academic coordination of online or hybrid course contributions from Japanese universities may also be included in the remit of this Board.

The Industrial and External Stakeholder Academic Advisory Board can be established in order to strengthen the relationship of academic programs with industry, public and social needs while maintaining their scientific independence.

The board may include industry representatives, research institutions, public institutions, alumni and professional organizations from Türkiye and Japan. The Board will make recommendations to the University on the competencies sought in graduates, technology trends, internship opportunities, joint projects and laboratory needs.

The board's recommendations will not constitute a binding academic decision; It will be evaluated according to academic criteria by program boards, faculty boards and the Senate. The impact of industry needs on the curriculum will be balanced with the long-term scientific and educational goals of the University.

The Student Academic Advisory Board can be established as an advisory mechanism that ensures that students' opinions about education and academic life are regularly obtained.

The board may include representatives selected from different programs, classes and student groups. Care will be taken to ensure balanced representation of international students and graduate students.

Board; It will evaluate general opinions on course schedules, academic advising, laboratories, libraries, digital learning systems, exam practices and student workload. The Board will not be a structure that decides on individual grades, discipline or personnel complaints. Individual cases will be referred to the relevant official application and objection mechanisms.

The Academic Calendar and Legislation Commission will contribute to the preparation of the academic calendar and academic regulations appropriate to the University's educational model.

Due to TJU's eight-term undergraduate model consisting of fall, spring and summer semesters, it will be important to prepare course, exam, practice, internship, registration and mobility calendars in harmony with each other.

The commission will evaluate the implementation problems arising in academic regulations and submit the necessary changes to the Senate. It will be possible to develop common interpretation and application principles in order to prevent different practices on the same subject in different academic units.

The Academic Award and Incentive Board may be established to recognize outstanding scientific research, teaching, innovation, social contribution and international cooperation performances.

The Board will determine the award categories and evaluation criteria; It will ensure that the candidacy and evaluation processes are carried out in a transparent manner. In the awards, not only the number of publications and citations, but also scientific quality, research impact, student training, patent, technology transfer and social benefit will be taken into account.

Categories such as Türkiye-Japan joint research award, young researcher award, outstanding teaching award and social impact award can be developed.

Written working principles will be prepared for each board, explaining its duties, authority, membership, term of office, frequency of meetings, decision-making method and reporting relationships. The duties of the boards will be clearly separated and unnecessary re-discussion of the same issue in more than one board will be prevented.

Boards will determine their regular meeting schedules before the start of the academic year. The agenda and documents will be shared a reasonable time before the meeting so that members can review the issues. Except for emergencies, the topics added to the agenda during the meeting will be limited.

It will be aimed for decisions to be taken by consensus as much as possible, and in cases where this is not possible, the majority rules specified in the relevant working principles will be applied. The reasons for opposing views can be recorded in the meeting minutes upon request.

Meeting minutes and decisions will be archived regularly. Board decisions other than confidential personnel, student, ethics and intellectual property issues will be shared with relevant stakeholders.

Board members will be expected to attend meetings regularly, and their membership status may be re-evaluated in case of unexcused and continuous absence. Members whose term of office has expired will be ensured to transfer board documents and ongoing business to new members in an orderly manner.

Board members will disclose this situation before the meeting if there is a conflict of interest in matters related to themselves, their relatives, students, co-researchers or institutions with which they are directly affiliated. Although the relevant member may participate in the meeting to provide information, he or she may be excluded from the evaluation and voting processes.

Conflict of interest rules will be applied in more detail in academic appointment, project support, award, ethical review and resource allocation processes that constitute tenders. External evaluators will be used when necessary to prevent decisions from being influenced by personal, academic or institutional relationships.

Board members will not be able to share confidential information and documents they access with unauthorized persons during their duties. Student, personnel, project, patent and ethical investigation information will be used only for mission purposes.

Increasing the number of boards at TJU should not cause decision processes to slow down and duplication of duties. For this reason, it will be clearly determined to which body each board will report, from which boards it will receive opinions, and by whom its decisions will be implemented.

Academic recommendations prepared by the Program Boards and Department Boards will be forwarded to the Faculty Board and, when necessary, to the Education and Training Board or Curriculum and Program Development Board. Issues requiring academic policy or regulation at the university level will be submitted to the Senate.

Regular information sharing will be ensured between the Research and Innovation Board, Scientific Research Projects Commission, Research Centers Coordination Board and intellectual property units. Thus, research policy, project support, infrastructure and technology transfer processes will be carried out in integrity.

The line of duty between the Türkiye-Japan Joint Academic Coordination Board and the International Academic Cooperation Board will be clearly determined. The former will focus on special and strategic partnerships with Japan, while the latter will drive the University's broader portfolio of international collaborations.

The performance of academic boards will not be evaluated solely on the number of meetings they hold. The nature of the decisions taken, the rate of implementation, the duration of the decision processes, the participation of relevant stakeholders and the contribution to the academic development of the University will be taken into account.

Each board will be able to prepare a short activity report at the end of the academic year. The report will include the issues discussed, main decisions taken, implementation status, problems encountered and priorities for the next period.

The job descriptions of boards that do not operate functionally for a long time, whose duties largely overlap with other boards, or whose decisions do not translate into implementation may be re-evaluated. When necessary, the boards may be merged, transformed into temporary commissions, or their activities may be terminated.

TJU's academic boards system should bring the University's education, research, quality, academic human resources and internationalization processes into a participatory and institutional structure. Boards should not only be formal bodies established in accordance with legislation, but also active management mechanisms that determine the scientific direction of the University and protect academic standards.

In addition to basic academic bodies such as the University Senate, Faculty and Institute Boards; Structures that respond to TJU's unique mission, such as the Research and Innovation Board, the Education and Training Board, the Quality Assurance and Accreditation Board, the Turkey-Japan Joint Academic Coordination Board and the International Academic Cooperation Board, will be needed.

In order for the boards to work successfully, their areas of duty must be clearly determined, decision-making processes must be carried out on the basis of data and expertise, active participation of academics from Turkey and Japan must be ensured, and the implementation results of the decisions taken must be monitored.

Thanks to this structure, TJU will be able to carry out its academic decisions through strong institutional mechanisms, without depending on individuals or temporary practices; will be able to sustainably develop a university management model that is research-oriented, international and based on quality assurance.