# How each national university corporation has been making efforts after becoming incorporated

## 1 ) Cases that became possible after becoming incorporated (Before, these were impossible from an institutional standpoint)

○ Recruitment of top researchers at special pay rates

Recruit world top-level researchers by offering special pay

(University of Tokyo)

○ Introduction of a discretionary labor system

Introduced a professional system of flexible working hours where instructors are free to determine their hours for education and research

(Tokyo Medical and Dental University)

(Tokyo Medical and Dental University)

Investment in TLO

• With the purpose of giving back the achievements in research to society in an organized and efficient way, five million yen was invested in Niigata TLO Inc.

## (Niigata University)

• In order to promote university-industry cooperation (technological transfer), 170 million yen was invested in Todai TLO, Ltd. and over 50% of the total shares issued was acquired, with the aim of integrating business operations with the on campus industry-academia main office. (University of Tokyo)

## ○ Introduction of an annual salary system

Apply annual salary system to professors by special invitation whose appointments start in 2006 or later.

Annual salaries reflect the result of a performance evaluation which the president makes every three years. (Japan Advanced Institute of Science and Technology, Hokuriku)

O Exemption of school fees for top students

(Before, students needed to have financial difficulties)

Introduced a full-scholarship system for students who achieve top grades

(Yamaguchi University and others)

○ Employment of business executives with the president’s discretionary budget

Recruited Risona Bank Saitama branch manager as an administrative councilor, whose position is equivalent to the head of a department. (Saitama University)

## ○ Liberalization in budget implementation

Construct a system of internal advance payments until the scheduled distribution of outside funding. (University of Tokyo and others)

## 2 ) Cases that were possible with certain restrictions before, and are now at the complete discretion of the university after becoming incorporated

○ Hold concurrent posts with enterprises – Side business

• Approve taking positions as executives or external auditors at companies that the university conducts technology or transfers with, subject to proper regulations (University of Tokyo)

• Regard the side business as an official work when the business is offered from local autonomous organizations which is beneficial to the education and research activities of the university, and also that is unpaid. (Miyagi University of Education)

Done by all national university corporations

## 3 ) Cases that were progressed faster after becoming incorporated (1)

Strategic and important resource allocation made under the president's leadership

Set a discretionary budget for the president 87 universities (all universities)

Set a discretionary limit of personnel and budget to the president 71 universities

• Distribute strategic spending allocated to each department based on actual records of activities into three areas: spending to strengthen activities of each department based on the number of applicants for admission and on the contribution to standard education (education part), spending to strengthen activities of each department based on grants-in-aid for scientific research (research part) and discretionary spending of each head of department. (Kanazawa University)

• Regarding expenditures incurred when implementing the fiscal year plan, based on evaluations of progress from each administration officer the president will make decisions on how to ensure that the fiscal year plan is realized in an effective and efficient way and review the allocation of resources (Kochi University)

• To use the wide-ranged knowledge of society to the benefit of the university, appoint business management professionals or local top businessmen as members of the management committee (Hokkaido University)

## Active promotion of university-industry cooperation and the acquisition of external funding, etc

☐ Flexible recruitment of outside personnel

Joint research: FY2001 5,264 cases 11.2bn yen

FY2006 12,405 cases 30.3bn yen

Commissioned research: FY2001 5,701 cases 35.1bn yen

FY2006 10,082 cases 110.2bn yen

Push forward patent registration (FY2001 → FY2006)

University ventures (FY2001→ FY2006) 3.4 times

• As a result of efforts to actively contact companies utilizing internal database on research funds and information in order to expand joint research, commissioned research, donations etc., the number of cases and the income received have increased.

(Shinshu University)

## ○ Introduced/expanded tenure system for instructors

## 4 ) Cases that were progressed faster after becoming incorporated (2)

FY2000: 44 universities 516 tenured instructors

FY2004: 77 universities 6,957 tenured instructors

In order to increase the mobility of instructors and activate the university, switched to a tenured system in 2005 after gaining agreement from 87% of existing instructors. All new instructors are hired on a tenure basis. (Shiga University of Medical Science)

## ○ Focus on researches that meet the characteristics of the university and society’s needs

• Under the cooperation with local mold-related companies, created the Major of Die-Mold and Casting Engineering in the graduate research course on engineering. Actively take in working people and increase practical education. For that major, invite experienced personnel from local companies to give instructions, thereby building a close relationship, and award masters degrees. (Iwate University)

• Created the Department of Tourism Sciences in April 2005. In addition to receiving offers of a “Donation course,” implement the “Short-term Overseas Study Program for Senior Citizens” in cooperation with travel agencies and the “Tourism and Enterprise Support Course” in cooperation with Okinawa Industry Support Center, the Employment Activation Organization, and others (University of the Ryukyus).

• Based on proposals by members of the management committee who come from outside of the university, establish the “University education – Student services organization” aiming to improve the student service system and ensure smooth operation (Gunma University)

### ○ Established new organizations on campus (research center, administrative organization, university-industry cooperation center, overseas administrative office, etc.) and allocated personnel

Regarding human resources, revised the policy on the number of regular staff and introduced a point system where the heads of departments can decide the jobs and number of people within the points allocated to each department. (Gifu University)

(%) 350

Growth in university-industry cooperation

## ○ Improve career support

A head of the career section invited from the private sector through the nationwide open recruitment promotes organized career support activities, working together with full-time staff at the Student Support Center in cooperation with academic departments. (Ehime University)

○ Improve education quality and examine the results of education

• Students, instructors and staff work together to reform the curriculum in the future (Okayama University and others)

• Conduct survey on educational outcomes from alumni and employers and examine the results of education (Akita University and others)