President’s Position Paper for 2006
To all members of Nanzan University
As we approach the age of universal access , competition among universities is becoming
increasingly fierce. This year’s entrance examination results clearly point towards anationwide polarization between preferred universities and those that are less popular. For
Nanzan to maintain its position as a university of choice and to grow into an institution that is
attractive to students from all over the world, it is crucial that we quickly gain an accurate
appreciation of what society requires of universities in these days of global turmoil and moveappropriately to meet those needs.
The 2006 entrance examination results suggest that Nanzan has positioned itself at
the starting line for further growth. This is the result of the forward-looking attitude anddevoted efforts of all those people who make up the Nanzan academic community –something for which I am grateful. I believe that the collective effort of everyone at Nanzan
invigorates the university and will manifest itself in the form of new creative energy. At thesame time as pushing ahead with unceasing self -reform we will strive to bring the
University’s inherent strengths to the fore, continuing to do our utmost as a collective body inthe areas of education, research and contribution to society.
This year we have established a Business School and created two additional
doctoral programs in the Graduate School of Humanities and the Graduate School of Policy
Studies. The first stages are now complete of the planning for the future that follows on fromthe establishment, reorganization and restructuring of faculties initiated in 2000 and thereorganization and restructuring of graduate schools that occurred in 2004. The long-awaited
Nanzan Business School has finally been established. By attracting an excellent line-up ofstaff, including world-renowned foreign researchers and lecturers with sound practicalexperience we have made a marvelous start on what is the Tokai region’s first professional
graduate school that deals in business administration. Both the number of applications far
exceeding the enrolment limit and the high level of interest shown by the media are
indications of the expectations regional society has towards Nanzan Business School.
Therefore, I expect all areas of the University, including the Business School, to continuously
work on their social contributions as well as to improve their educational and researchcontent in the context of a partnership of industry, government and academia.
Based upon the Basic Policy of the Chair of Nanzan Gakuen Board of Trustees,
released in April 2005, the Nanzan University Grand Design Working Group is playing acentral role in considering the University’s future 20 years hence. Last year the Working
Group analyzed the status quo and extracted issues to tackle. This year, we will decide a
Mission Vision and create an actual Grand Design based on that Mission Vision. We willbuild consensus through discussions with the Future Planning Committee as they are
informed on an ongoing basis regarding the progress of this process. I hope that there issufficient opportunity for discussion of the various viewpoints and within organizational
structures. An interim report will be issued in November and we intend to complete the
Nanzan University Grand Design by March 2007. I hope that by implementing the mid- to1

long-term goals and strategies of this Grand Design we can establish a clear path that leads to
Nanzan’s future growth.
Last year was seen as a period in which we reflected upon the reforms carried out todate and reviewed what has been achieved so far. Earnest debate about the strengths andweaknesses of these initiatives was part of the University accreditation process. From thisyear I would like to see us enter a two-year period in which we find new directions for growth,
indicate specific policies for reform and establish a university-wide system for theirimplementation. Before I finish my term as President, I am determined to see at least thefollowing two priority issues resolved.
I. Priority Issues
1. Restructuring of foreign-language education
For several years now I have emphasized the need to restructure our foreign-language
education. The External Evaluation Committee that met last December also pointed out that
Nanzan’s reputation of being a “college for foreign languages” should not be taken for
granted. Initiatives for reform are progressing steadily, but there are areas in which change is
not occurring as quickly as I would like. I request that we push forward with this mind andincrease the pace of the restructuring of the foreign-language education.
With regard to general education English language program on the Nagoya Campus(NNC), in the second English Education Project there has been thorough debate of specificmeasures for improvement and goals and the project’s final report has been received in
response to the President’s Position Paper for 2005. Based upon the report’s
recommendations, as part of the preparation to introduce a system of streamed classes
throughout the university, this year we will initiate a trial of the streaming of students basedon their English levels in the Faculty of Law’s general education English classes (compulsory
classes in the first year). In addition, in keeping with the report’s recommendations, in 2007
we will open an “English Education Center” (provisional name) to assume the responsibility
for the planning and operation of our English language education. Specific preparation for
the Center’s opening will be carried out this year.
We are yet to see tangible results regarding the consideration requested of basic
reform in the area of second foreign languages. There is university-wide agreement that
second foreign languages should be taught using a curriculum that matches the educational
objectives of each faculty and department. However, I do not think that the current system
satisfies those students who wish to become proficient in at least one foreign language. We
must take steps to establish whether or not the current program is capable of meeting thelearning objectives of those students who may be poor at English but are motivated to apply
themselves to a different foreign language. To this end, we need to review the foreign
language learning goals of each faculty and department and broaden the range of languages
available for enrollment to match the educational objectives. It may be possible – as isalready implemented in some departments – that enrollment in a foreign language class willbe left completely to the students, or that they will be able to enroll in several foreign
languages at once. I hope that we can create a university-wide system in which students can2

apply themselves wholeheartedly to the language of their choice, allowing them to develop
an acceptable level of proficiency in that language by the time they graduate. To this end, forexample, we may even need to take the bold step of allowing students who opt to study
foreign languages in the likes of a language education center or at the Nanzan Extension
College to include those credits in their requirements for graduation.
2. The strengthening of our system of international education
International education has been one of our traditional features since the University was
founded. The Center for Japanese Studies (CJS) plays a particularly important role and ishighly rated both at home and abroad. Noting that the number of prospective students
applying from all around the world exceeds the enrollment capacity of CJS, in order tostrengthen the admissions system, last year the International Education Working Group
reviewed the position of CJS within the overall University system. Based on suggestions
included in their final report, in addition to considering a change of name, policies will beinstituted to clarify the body responsible for its operation, improve its teaching andadministrative organization, and facilitate smoother links with faculties.
In order to build a firm, future-oriented foundation for international education, in
addition to sending our students overseas to study we must also put even greater effort into
accepting foreign students into our faculties and research programs. This will promote
Nanzan’s academic strength and attractiveness within the global market and allow Japaneseand foreign students to mix both inside and outside the classroom, thereby providing themwith opportunities to further enhance their international awareness. In the context of theincreasingly globalized nature of higher education, when considering what must be done now
to ensure that Nanzan University is still competitive in two decades time we need torecognize that our survival hinges upon the success of international education and exchange.
II. Education and Research
1. University accreditation
This year we will undergo evaluation (reaccreditation and accreditation assessment) by theJapan University Accreditation Association. Last year the University Accreditation Working
Group prepared a Self-Assessment/Evaluation Report in cooperation with various divisions
within the University. In Japan it is a legal requirement that universities undergo regular
accreditation assessment by the standards assurance bodies of the Ministry of Education,
Culture, Sports, Science and Technology, thereby providing a broad assurance to society that
our education and research systems are of an appropriate standard. We intend to release thisSelf-Assessment/Evaluation Report to the public.
Last year’s preparation identified not only strong points but also areas that require
improvement in our faculties, departments, graduate schools, research institutes and centers,
as well as in our administrative organization. We are very pleased to have been given an
opportunity to share this information about our strengths and weaknesses. This year, on top
of further developing our strengths, we also need to act efficiently and effectively to make
improvements in the relevant divisions, and where necessary, throughout the entire
University.

3In addition, this year, we start preparatory work towards our 2009 application to theJapan Accreditation Board for Engineering Education (JABEE) for the accreditation of theeducation program of the Faculty of Mathematical Sciences and Information Engineering.
This accreditation is designed to confirm that the educational activities of this Faculty aredelivered to an acceptable standard of quality and that the program succeeds in equipping
graduates with the necessary knowledge and skills to enable them to work as professionals intheir respective fields. The application for accreditation is being prepared mainly within the
Faculty but because it requires work throughout the university system I would like to reque st
the cooperation of all staff.
2. Strengthening faculty development activities, teacher quality improvement andteacher evaluation
The system of class evaluation at graduate school level commenced in the Nanzan School of
Law in the 2004 spring term and was followed by other graduate schools in 2005. I would
like those in each graduate school to move proactively in thinking of how they can carry out
evaluation in a way that fits in with the unique nature of the education they provide andcommit themselves to ongoing efforts to revise and improve current practices. We must strive
to institute a system of class evaluation by graduate school students as exists in the faculties.
At the moment, the handling of the class evaluation results is merely left to the lecturers
themselves and there is insufficient organization to ensure that this contributes toimprovement on an institutional level. As one means of resolving this, last year we organized
the Faculty Development Committee on a university-wide scale. We hope that thisCommittee will carry out specific planning and implementation of faculty development
activities and support the improvement of teaching delivery.
Evaluation of teaching staff will focus upon their duties to society comprising
education, research and social contribution, as well as on their roles as members of theinstitution, including involvement in the running of the University. Not only will thisimprove the capabilities and quality of the individual lecturers, but is essential in terms ofimproving the same aspects of the faculties and departments to which they belong, and thoseof the University as an institution. If this does not occur, neither the teaching staff nor the
University will be able to fulfill their responsibility to explain how they are carrying out theduties entrusted in them by society. On this basis, in the broader sense, evaluation thatinvolves ongoing scrutiny of the quality and capabilities of teaching staff and thereby
improves the institution, can be seen as part of faculty development. Last year, we
commenced discussion at faculty and department level to ascertain their basic position on theevaluation of teaching staff. Based on these discussions, this year we must consider how to
respond to evaluations in a systematic manner and how to create a framework to facilitate
this. If the diligence and achievements of teaching staff are appropriately rewarded they willbe spurred on to greater efforts, with the cumulative total serving, I hope, to enhance thequality of the university as a whole.

43. Learning Support
When I graduated from university 34 years ago Nanzan had a total of approximately 3,400
students, but now it has more than 9,000, and since the year 2000 we have graduated around2,000 students every year. The quality of those who matriculate from among the more than
6,000 who pass entrance examinations has changed as we have grown in size. Expanded
learning options at high school level mean that the academic ability, subject background andeven the attitudes of high school graduates have become increasingly diverse. As a result,many universities, including our own, are finding it difficult to attract students of the same
standard as in previous years. In order to cope with the broad range of abilities and aptitudes
that students bring from this diversified high school education we need to be able to offer asmooth transition to university using measures carefully tailored to match their character andacademic ability. As we enter the age of universal access, I think the time has come for us toconsider the provision of a university-wide system of ongoing support for students struggling
with their studies or in need of some form of advice, beyond the guidance given at the time ofcourse registration upon entering university and when advancing to the next year. It is ofcourse important that teaching staff deal with individual students during office hours and that
support systems are strengthened at faculty and departmental level, but in addition, we canalso consider setting up a system of learning support rooms in which teaching staff or senior
students are available for consultation on study or learning-related issues.
4. Promoting Career Education
Despite the employment situation remaining tight, Nanzan University remains the object ofgreat expectations and high evaluations from major national corporations andwell-performing companies in the Chubu region, which in turn results in an impressive
record on the national level for placing graduates in jobs. In addition to this reflecting theability of our students, I am grateful and pleased to say that this is also proof of our staff’s
efforts in giving career-oriented guidance and support. Last year we set up the Career
Education Promotion Committee, thereby commencing a university-wide initiative topromote career guidance. Career education does not stop at providing support to find a job. It
aims to encourage students to think about how they will lead their lives by creating anawareness of the significance of learning, motivating them towards their studies, fostering
independence and promoting understanding towards work.
The Career Support Program is something that should not only be planned andcarried out university-wide under a common approach, but should include initiatives that are
more effective when coordinated at faculty and department level. In this respect, the“How -to-Study Sessions” tailored for new students belonging to different faculties were wellreceived. From now, in addition to improving university-wide programs, this year I would
like to see each faculty and department initiate discussions on producing a system in which
they plan and proactively implement programs customized to their own specialties.
It goes without saying that career education does not end here. Our teaching staff
must strive to gain a firm appreciation of the circumstances of each and every one of thestudents in their charge. In this respect, I would like to see our teaching staff move early intaking steps to lift student awareness of gaining employment or starting a career and when5

appropriate, offer detailed career guidance. On this point, there does seem to be someinconsistency in the effort devoted to this matter by staff of the various faculties anddepartments, and I am concerned that this will come to manifest itself in the form ofdifferences between faculties and departments in terms of job-placement success. I would
like to see all teaching staff adopt a more proactive stance towards career education.
5. External ties and contributions to the local community
Last year, the Center for Mathematical Sciences and Information Engineering led the way
with such activities as joint research with corporations, funded research and reeducation
courses for people already in the workforce. This year, in addition to delivering the Advanced
Business English Course as part of a series of courses funded by Toyota Financial Services,
we will continue to hold a range of lectures and seminars. Teaching staff from the Faculty of
Policy Studies will also deliver a course called Special English Lectures at the Toyota
Technological Institute. In addition, joint research projects to help introduce relationshipbuilding into school education will commence in the “Laboratory-style hands-on learning”
selected for the Teaching-Training GP. This will be carried out in conjunction with 12
elementary and junior high schools that have agreed to cooperate with our University. A
unique initiative going back many years is now bearing fruit in the form of an activity
contributing to society. While I cannot list all of them here it is reassuring to know that manysuch projects are planned.
I hope that by striving to ascertain the needs of industry and local society and byorganically binding those needs to our human and material resources we will see an increasein the number of joint research projects based in our University and the number of funded
research projects. We will work to see this further invigorate our research activities, allowing
us to return the fruits of the research to society and thereby to further contribute to thecommunity.
From last year, as one of the coordinated projects within the Gakuen we have beendelivering an English course for Nanzan International High School at our Seto Campus(NSC). In terms of promoting links with high schools, I hope that this will continue and that
we can increase the number of schools involved and broaden the range of faculties anddepartments offering such courses. In addition, I sense that we need to improve our systems
to enable us to respond effectively to increasing numbers of requests for the dispatch ofteaching staff for trial lessons.
6. Systematic and ongoing applications for external funding
Last year, the following were successful in being selected for GPs: the Faculty of Policy
Studies for its “Contemporary Education Needs Support Project” (Gendai GP) and theMaster’s Program in Education Facilitation, Graduate School of Humanities and the Centerfor the Study of Human Relations for its “University-Postgraduate Teacher Development
Promotion Program” (Teacher-Training GP). This year, we are planning to make multiple
applications. Among those will be “Practical Integrated Career Education Promotion
Program” (Gendai GP) focusing on career education and “Linking with the Community
Through the University Museum” (Gendai GP). The program for “Fostering of young

6linguistic science researchers of international standards” will apply to the “Appealing
graduate school education initiatives” and the Graduate School of Mathematical Sciences
and Information Engineering’s “Design and Implementation of OJL Projects,” (a joint
initiative with Nagoya University and Aichi Prefectural University) will apply to the“Advanced IT Specialist Development Program.”
We must not forget that success in the area of education support programs attributedon a competitive basis serves as an important indicator for evaluating a university’s
educational capability and for this reason we intend to continue to proactively apply to arange of such programs. Therefore, utilizing our current application support system we needto establish what our most promising educational and research activities are and create astock of prospective applications. We will strive to create a system to enhance the strategicplanning functions of educational and research activities by taking such steps as preparing anapplication plan stretching several years into the future. We must recognize that theacquisition of outside competitive funding such as the Grant-in-Aid for Scientific Research isa significant indicator for judging a university’s research capabilities and is important interms of invigorating our research activities and strengthening our research capabilities.
Therefore we will encourage applications on a systematic and ongoing basis, working to
expand the number of applications, projects adopted and the amount of subsidies received.
We are also considering taking steps towards competitive research conditions, such as theintroduction of a competitive system for the distribution of internal research funds. The
improvements in the quality of the research of our teaching staff that result from these efforts
will enhance the reputation of the University. Also, I hope that the results of this high quality
research will benefit students and society through educational activities and social
contribution.
III. Entrance Examinations and the Admissions Campaign
1. Policy for attracting applicants
The number of applicants for the entrance examinations – the combined total of applicantssitting the University entrance examinations, the Center-combined Multi-departmental
entrance examinations (Center 50), and Center entrance examinations (Center 100) – was20,109, the second successive increase, and up 10.4% on the previous year. With many
universities in the Tokai region experiencing decreases in the number of applicants thesefigures come as a relief. This can also be seen as a result of the revision of some aspects of theentrance examination system, such as the change of name to Center 50 and the establishmentof the Nagoya examination venue, as well as the tireless visits to high schools and theongoing admissions campaign, all efforts for which I am sincerely grateful. The Faculty ofMathematical Sciences and Information Engineering deserves particular commendation for
gaining its results through initiatives such as high school visits, changing the Faculty name,increasing test-taking opportunities for the applicants and accepting applications as a faculty
rather than as two separate departments, all allowing it to buck the nationwide trend towards
large decreases in applicants for science and engineering faculties. I look forward to yourcontinued efforts to attract applicants.
This year’s increase in the number of applicants is predominantly due to large

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increases through Center 50 (formerly the National entrance examination) and with 96% of
the applicants through Center 50 and the University entrance examinations being from thefour prefectures of Aichi, Mie, Gifu and Shizuoka we can say that we have established a solid
footing in our local area. However, I must admit that this does engender somewhat complex
feelings for me in that since my inauguration as University President I have been calling fordevelopment on a national scale. The need to stabilize our core base and at the same timedevelop nationally remains an ongoing issue for us.
2. Admissions Campaign and Strategic PR
To allow us to develop a strategic PR campaign, each faculty and department needs to make it
doubly clear what kind of student they are seeking and it is important that this information isthen utilized within the admissions campaign and the University’s overall public relations
activities. We also need to recognize that the most effective public relations are actually suchthings as highlighting GP selection and the appeal of faculties and departments, or clearlyspelling out the difference between our education and research and that of other universities,
producing results through partnerships of industry, government and academia or contribution
to society and, of course, the good work of students, both within the University and beyond
the campus. In this respect, I look forward to each individual faculty member assuming aproactive stance towards his or her involvement in society.
From this year, the high school visits within the neighboring region that werepreviously undertaken by the admissions campaign staff and some selected faculty members
will be carried out under a system involving faculty members and staff in all departments
across the entire University. I request that each faculty and department commit itself tobecoming even more proactively involved.
We will continue to hold the bus tour and the university experience program, both ofwhich are growing every year in terms of participation levels and popularity. Such events not
only attract increasing numbers of parents, but also lead to student applications. This year, asa new trial event, we are now preparing an explanatory session that might be best described
as an open campus for the parents of high school students. The aim is not just to give an
explanation of our University, but to provide information about recent trends in higher
education, general information on tertiary pathways as well as options that exist after
graduation, and, in the process, heighten the level of trust towards our University.
Also, this year we will continue effective public relations activities in key regions tohighlight our educational, research and student services. By projecting the Nanzan “brand”
on a national scale beyond the local region where it is already well-established, we willdevelop a strategic promotions campaign that will earn positive attention for our entrance(student recruitment) and our exit (job placement).
We also intend to improve our website - an increasingly important means of public
relations - by analyzing visitors’ access patterns to gain an accurate picture of what
information they seek. Our University pamphlets still serve an important PR function, butwhen we consider that these days potential examinees make great use of the internet tosource information about entrance examinations, or universities themselves, it is clear that
there is much to be done to improve our faculty and department web pages. I would like each8

of our faculties and departments to think of ways to enhance their internet presence andsimultaneously I request that steps be taken quickly on the University level.
IV. Campus Facilities
1. Seto Campus
In order to further enhance the NSC amenities, we will establish a sports ground on the site of
the former Nagoya Seirei Junior College for use from this autumn term. It will be amulti-purpose ground capable of being used as a venue for official soccer matches and lights
will be added to allow club-activity use at night. We will also refurbish two of the old juniorcollege buildings: one to provide rooms for sports club use and the other for rooms for
cultural clubs added on to the existing Christian Center as well as training facilities that
include accommodation. In the construction and refurbishment process, priority will be given
to providing our students with user -friendly facilities. I sincerely hope that they will be usedby as many students as possible and will help enrich their campus life.
2. Nagoya Campus
At NNC we will construct a new classroom building (Building B) and a newcafeteria-administrative office building (Building C) for use from 2007. This enhanced
capacity will provide us with the facilities to cope with a steady increase in student numbers
due to increased official enrollment capacities. We will also construct a new university gate
on Yamate-Dori and a new approach road leading from the Divine Word Seminary past the
Nanzan School of Law and the new teaching building to the East Gate. The main aim is toprovide safe access to the University from the closest subway stations via Yamate-Dori, so
we want it to be used by students. To this end, not only do we need to advise students not touse back streets and we must think of ways to encourage them to want to use the approachroad. In addition, this route will be a n easily understandable route for visitors to follow and so
in future we may consider the possibility of using the new gate as the main entrance to the
University.
The construction may cause some inconvenience but I look forward to yourcooperation.

Hans-Jürgen Marx
President, Nanzan University

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