Incorporation of National Contents Universities in Japan First - - PDF document

SLIDE 1

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1

Incorporation of National Universities in Japan

First reactions from new national universities

OECD/IMHE General Conference 13-15 September 2004

Jun OBA Research Institute for Higher Education Hiroshima University, Japan

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Contents

I. National university corporation system

• II. Different aspects of national university

corporations – overview of the progress

• III. Stakes and the future of national university

corporations

• IV. Conclusion

3

• I. National university corporation

system

• New status from April 2004 :

– (old) a ministerial department – (new) public corporation

• Increased autonomy

– Initiative in making strategies (definition of strategic

plan)

– Organisational structure – Personnel affairs (non-public servant status) – Financing (given in the form block money)

etc.

• Systematic evaluation

4 ME X T

E v a l u a t i

• n

C

• m

m i t t e e f

• r

N a t i

• n

a l U n i v e r s i t y C

• r

p

• r

a t i

• n

s

N a t i

• n

a l u n i v e r s i t y c

• r

p

• r

a t i

• n

s

D r a f t (

• p

i n i

• n

s )

• f

MT G P r e p a r a t i

• n
• f

MT P P r e p a r a t i

• n
• f

a n n u a l p l a n P r e s e n t a t i

• n
• f

MT G A p p r

• v

a l

• f

MT P

O p i n i

• n

s

• n

MT G / MT P , e t c . I n d e p e n d e n t A d m i n i s t r a t i v e I n s t i t u t i

• n

N

a t i

• n

a l I n s t i t u t i

• n

f

• r

A c a d e m i c D e g r e e s a n d U n i v e r s i t y E v a l u a t i

• n

( N I A D

• U

E )

R e p

• r

t

• n

t h e r e s u l t s

• f

e v a l u a t i

• n
• n

e d u c a t i

• n

a n d r e s e a r c h P e e r r e v i e w

E v a l u a t i

• n

C

• m

m i s s i

• n
• n

P

• l

i c y E v a l u a t i

• n

a n d E v a l u a t i

• n
• f

I n d e p e n d e n t A d m i n i s t r a t i v e I n s t i t u t i

• n

s ( Mi n i s t r y

• f

P u b l i c Ma n a g e m e n t a n d H

• m

e A f f a i r s ) R e p

• r

t

• n

t h e r e s u l t s

• f

e v a l u a t i

• n

O p i n i

• n

s , i f n e c e s s a r y MT G : m e d i u m

• t

e r m g

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l s MT P : m e d i u m

• t

e r m p l a n ( S e e b e l

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f

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d e t a i l s ) R e c

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m e n d a t i

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s , i f n e c e s s a r y C

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s u l t a t i

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s

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MT G / MT P , e t c .

5

N a t i

• n

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• r

p

• r

a t i

• n

P r e s i d e n t

E x e c u t i v e s B

• a

r d

• f

d i r e c t

• r

s

I n t e r n a l r e p r e s e n t a t i v e s d e s i g n a t e d b y t h e p r e s i d e n t

A d m i n i s t r a t i v e c

• u

n c i l

I n t e r n a l r e p r e s e n t a t i v e s c

• n

c e r n i n g e d u c a t i

• n

a n d r e s e a r c h

E d u c a t i

• n

a n d r e s e a r c h c

• u

n c i l P r e s i d e n t s e l e c t i

• n

c

• m

m i t t e e A u d i t

• r

s E x t e r n a l e x p e r t s 6

• II. Different aspects of national

university corporations – overview

• f the progress
• First MTG/MTP prepared by former national

universities

• Objections by the Evaluation Committee

– Full of moderated, not audacious elements – Very few numerical targets

• 85 universities among 89 modified their

MTG/MTP.

SLIDE 2

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Examples of numerical targets

N a t i

• n

a l U n i v e r s i t y C

• r

p

• r

a t i

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T a r g e t Mu r

• r

a n I n s t i t u t e

• f

T e c h n

• l
• g

y I n c r e a s e e x t e r n a l r e s e a r c h f u n d s , i n c l u d i n g t h e G r a n t s

• i

n

• A

i d f

• r

S c i e n t i f i c R e s e a r c h , b y a r

• u

n d 1 % w i t h i n 6 y e a r s . T s u k u b a U n i v e r s i t y Ma i n t a i n t h e t h e r a t i

• f

s u c c e s s f u l a p p l i c a n t s f

• r

t h e N a t i

• n

a l Me d i c a l P r a c t i t i

• n

e r s Q u a l i f y i n g E x a m i n a t i

• n
• v

e r 9 %. T s u k u b a U n i v e r s i t y O r g a n i s e j

• b

g u i d a n c e a c t i v i t i e s m

• r

e t h a n 3 t i m e s e v e r y y e a r . T

• k

y

• U

n i v e r s i t y

• f

A g r i c u l t u r e a n d T e c h n

• l
• g

y I n c r e a s e t h e n u m b e r

• f

f a c u l t y m e m b e r s e n g a g e d i n c

• m

m i s s i

• n

e d r e s e a r c h

• r

j

• i

n t r e s e a r c h b y 1 % i n c

• m

p a r i s

• n

w i t h t h e m e a n v a l u e

• f

F Y 2

• 2

3 , f

• r

t h e p e r i

• d
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m e d i u m

• t

e r m g

• a

l s . S h i z u

• k

a U n i v e r s i t y D

• u

b l e t h e n u m b e r

• f

p a t e n t s

• b

t a i n e d ( 2 5 t

• 5

) b y t h e e n d

• f

t h e m e d i u m

• t

e r m g

• a

l s / p l a n . K y u s h u I n s t i t u t e

• f

T e c h n

• l
• g

y S e t u p a t l e a s t 5 r e s e a r c h p r

• j

e c t s i n v

• l

v i n g t h e w h

• l

e u n i v e r s i t y w i t h a v i e w t

• s
• l

v i n g w

• r

l d

• w

i d e p r

• b

l e m s . T a k a

• k

a J u n i

• r

C

• l

l e g e O p e n u p

• v

e r h a l f

• f

t h e c l a s s e s t

• t

h e l

• c

a l c

• m

m u n i t y .

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President of the university

• New way of selection of the president – not well

accepted by academics

– A voting system was kept in many universities. – However, the validity is varied.

• President’s post is increasingly open to external

people (academic & non-academic)

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Reinforced presidential team

• Reinforcement or reconstitution of the

presidential team

• Larger number of vice-presidents
• External experts from various fields

– Private company executives – Accountants / Lawyers – Former ministerial officers – Experts from abroad

• Reduction of the number of committees

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External members of the Administrative Council of Hiroshima University

N a m e O c c u p a t i

• n

( f

• r

m e r ) W. I m a n a k a P r e s i d e n t , C h u g

• k

u N e w s p a p e r K . I n a i P r e s i d e n t , J a p a n A u d i

• V

i s u a l E d u c a t i

• n

a l A s s

• c

i a t i

• n

( F

• r

m e r S e c r e t a r y t

• t

h e Mi n i s t e r

• f

E d u c a t i

• n

) B . J

• h

n s t

• n

e P r

• f

e s s

• r
• f

H i g h e r a n d C

• m

p a r a t i v e E d u c a t i

• n

, S t a t e U n i v e r s i t y

• f

N e w Y

• r

k a t B u f f a l

• (

F

• r

m e r P r e s i d e n t

• f

S t a t e U n i v e r s i t y

• f

N e w Y

• r

k ) M. O g a s a w a r a P r e s i d e n t , B

• a

r d

• f

E d u c a t i

• n
• f

H i r

• s

h i m a P r e f e c t u r e M. O n a m i S p e c i a l A d v i s

• r

, K y

• t
• T

a c h i b a n a Wo m e n ’ s U n i v e r s i t y ( F

• r

m e r P r e s i d e n t

• f

R i t s u m e i k a n U n i v e r s i t y ) T . S h i i k i L a w y e r S . T a k a s u C h a i r m a n , C h u g

• k

u E c

• n
• m

i c F e d e r a t i

• n

/ C h a i r m a n

• f

t h e B

• a

r d

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D i r e c t

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s , C h u g

• k

u E l e c t r i c P

• w

e r C

• .

L t d . K . T a n a b e S e c r e t a r y

• G

e n e r a l , T

• k

y

• C
• n

f e r e n c e f

• r

t h e C

• l

l a b

• r

a t i

• n

i n C h u g

• k

u ( F

• r

m e r D i r e c t

• r
• G

e n e r a l , C h u g

• k

u B u r e a u

• f

E c

• n
• m

y , T r a d e a n d I n d u s t r y ( ME T I C h u g

• k

u ) )

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Reorganisation of central offices

• Restructuring the secretariat

– Abolition of the post of the secretary-general, par

example

– Creation of the president’s office – Staffing to vice-presidents’ offices

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P r e s i d e n t

P r e s i d e n t ’ s b u r e a u B

• a

r d

• f

D i r e c t

• r

s A d m i n i s t r a t i v e C

• u

n c i l E d u c a t i

• n

a n d R e s e a r c h C

• u

n c i l

V i c e

• p

r e s i d e n t ( a t t a c h e d s c h

• l

s ) A t t a c h e d S c h

• l

s O f f i c e V i c e

• p

r e s i d e n t E x e c u t i v e ( e d u c a t i

• n

a n d s t u d e n t s ) E d u c a t i

• n

O f f i c e V i c e

• p

r e s i d e n t E x e c u t i v e ( r e s e a r c h a n d i n t e r n a t i

• n

a l r e l a t i

• n

s R e s e a r c h O f f i c e V i c e

• p

r e s i d e n t E x e c u t i v e ( c

• l

l a b

• r

a t i

• n

) C

• l

l a b

• r

a t i

• n

O f f i c e V i c e

• p

r e s i d e n t E x e c u t i v e ( I C T ) I C T P

• l

i c y O f f i c e V i c e

• p

r e s i d e n t E x e c u t i v e ( f i n a n c e s ) O f f i c e

• f

F i n a n c e V i c e

• p

r e s i d e n t E x e c u t i v e ( p e r s

• n

n e l a n d g e n e r a l a f f a i r s ) P e r s

• n

n e l a n d G e n e r a l A f f a i r s O f f i c e V i c e

• p

r e s i d e n t E x e c u t i v e ( h

• s

p i t a l ) O f f i c e

• f

t h e H

• s

p i t a l

C e n t r e s f

• r

c

• m

m

• n

u s e F a c u l t i e s G r a d u a t e s c h

• l

s U n i v e r s i t y h

• s

p i t a l

C

• r

d i n a t i

• n

C

• m

m i t t e e

• f

d i r e c t

• r

s

• f

F a c u l t i e s , G r a d u a t e S c h

• l

s a n d R e s e a r c h I n s t i t u t e s

A u d i t

• r

s R e s e a r c h i n s t i t u t e s

C

• n

t r

• l

B u r e a u

E v a l . C

• m

m i t t e e New organisational structure of Hiroshima University

SLIDE 3

3

13

Personnel : Academic staff

• Increased participation of university managers

and external experts in the selection process

• Replacement of a retiring faculty member not

being assured

• Increased contract-based employment

– 90% of faculty members on contract-based

employment in Tokyo Medical and Dental University

14

Personnel : Non-academic staff

• Recruitment not relying on the national public

service examination

• Experts from non-university areas

Increased conflicts

• Recognition of full labour rights
• Problem of overtime

15

Financing

• Operational grants will be reduced by 1 % per

year from 2005 (except faculty members’ salary).

• Students’ payment may rise in the future.
• Investment in peripheral activities, especially in

TLO

• Increased competitive funds

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Other aspects

• Evaluation

– An evaluation committee in universities – Systematic data collection

• Education

– Courses of multidisciplinary modules / liberal arts vs.

Disciplinary approaches

• Student services
• Student enrolment

17

• III. Stakes and the future of national

university corporations

• University governance reform – really good for

education and research?

• Management techniques from private sector vs.

democratic management (collegiality)

• Increasing disparity among institutions

18

Multiple evaluations

• Evaluation of teachers
• Institutional evaluation

– Influence on the next operational grants allocation – Feasibility in doubt – Accreditation every 7 years

Where are national universities going ?

• M. Kaneko’s model

SLIDE 4

4

19 State Facility Model State Management Model State Trust Model Corporate Model

Based on the model presented by M. Kaneko

US (state universities) United Kingdom Germany France Japan (former national universities) China ? US (private universities) Japan (private universities)

Government control Strong Weak Financial autonomy Weak Strong

? ? ? ? 20

• Continuous discussions on the privatisation of

national universities

• Increasingly blurred distinction between public

and private sectors

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Principal differences between national and private universities can be seen in

1)Nomination of the president and the auditors by the Minister of Education; 2)Presentation of medium-term goals and approval of the medium-term plan by the Minister of Education; 3)Systematic institutional evaluations by the evaluation committee; 4)Evaluation as Public corporation 5)Development and maintenance of important facilities; 6)Regulations on tuition fees and other important regulations; 7)Some programmes restricted to national universities.

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Functional differentiation among universities being more important

• Functional differentiation will be more important

than the sectorial difference.

• Multiplication of government programmes

according to functions

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Conclusion

• Unpredictable future of national universities
• What orientations?

– Make a real institutional policy – Participation of the largest number of actors – Professionalisation of the management – Training time for new practices – Redefinition of the government roles – Construction of the university community