Niigata University of Health and Welfare

Strategic Development Initiatives for Niigata University of Health and Welfare (2018-2020)

In April 2010 I became President of Niigata University of Health and Welfare (NUHW). Since then, eight years have passed.

Right from the beginning of my tenure, my first priority was to make the Strategic Development Initiatives (SDI) from 2010 to 2020. Therefore, we divided this period into three terms: the 1st from 2010 to 2013, the 2nd one from 2014 to 2017, and the 3rd one from 2018 to 2020.

In the 1st and 2nd terms, we made mid-term goals and plans across ten domains, and completed a self-inspection and self-evaluation programs of each term. At the end of the 1st term, NUHW was accredited by Japan Institution for Higher Education Evaluation (JIHEE).

We are now entering the final term of our SDI. As the president of NUHW, I am very privileged to be allowed to encourage our students to work as health professionals in the future.

Masaharu Yamamoto,MD,MPH,PhD

The Object of NUHW

The University was established in 2001. At the time of its establishment, a mission statement was declared in order to provide Quality of Life (QOL) to those who needed help accessing health and social welfare services, and to contribute to the community, and to promote international exchanges. In short, the goal of NUHW was to “Foster qualified QOL supporters for the people who need help in health and social welfare services.”

Basic Goals for NUHW

1. Long-term Goals (2010-2020)

In order to fill the shortage of qualified health care workers in Japan we plan to increase the number of students from 2800 to 5000 within the next 10 years.

2. Mid-term Goals(2018-2020)

We are going to develop a system called STEPS, which stands for; Science and art, Teamwork and leadership, Empowerment, Problem-solving and Self-realization (see the definition below). In particular, we hope to follow these STEPS in our three policies (admission, curriculum and diploma) from admission to graduation.

Furthermore, we are going to provide educational support to encourage our students to be active in many parts of the world as well as to be able to contribute to the upcoming global society in Japan.

Pursuing our ideals above, we are going to provide more supportive educational and academic services, which we define as "mendomi no yoidaigaku" in Japanese. Our mid-term goals are described based on the following ten domains in the table below.

  1. Science and art:
    Ability to utilize scientific knowledge and skills in academic discipline
  2. Teamwork and leadership:
    Ability to work together as a team and to show leadership qualities
  3. Empowerment:
    Ability to support clients by giving them powers to promote QOL
  4. Problem-solving:
    Ability to find ways of solving problems and propose better solutions
  5. Self-realization:
    Attitude towards the fulfillment of his/her potential
  1. Campus Development
  2. Enhanced Provision of Entrance Exam Information
  3. Enrichment of Education
  4. Promotion of Student Support
  5. Securing Staff Resources and Faculty Development
  6. Enrichment of Research Functions
  7. Supporting the Alumni Association and Lifelong Learning
  8. Promotion of the Collaboration with Local Communities, Industries, and Governments
  9. Promotion of International Academic Exchanges
  10. Reform of Management and Staff Development

3. Mid-term Plans (2018-2020)

  1. To promote support programs aimed at achieving a 100% passing rate on national qualifying examinations.
  2. To keep high employment rates of our graduates.
  3. To aim to stand among the Times Higher Education (THE) world university rankings.
  4. To provide educational and academic services defined as "mendomi no yoidaigaku" in Japanese.
  5. To conduct extensive research on the Private University Research Branding project granted by the Ministry of Education, Culture, Sports, Science and Technology (MEXT).
  6. In addition to the president’s leadership, the vice presidents are going to demonstrate leadership in their domains under a system so-called “middle up-down management”.
  7. To apply for an accreditation by JIHEEin 2019.
  8. To make the SDI from 2021 to 2030.