President’s Position Statement for 2011

To All Faculty, Staff and Students at Nanzan University
I. Basic Position
Recent developments in technology (the increasing use of the internet and of social media),economics (the growth of multinational corporations), and demographics (outsourcing andimmigration in the international labor market) have brought deep and lasting change to all countries
in our present-day global society. The impacts of those changes are also felt in institutions of higher
education, both public and private, and Nanzan University is no exception to the rule that problems
nowadays are global problems. Faced with globalization and its concomitant challenges, two basic
question must be addressed. One is the question of quality; the other is the question of mission. What
are the qualities Nanzan University needs as a university in order to make a real contribution topresent-day global society? And, facing the problems of this global society, what is the unique
mission of Nanzan University as a Catholic university? In this Position Statement, I will again
propose a profile of Nanzan University in order to ensure that Nanzan university, the only Catholic
institution of higher education in this Chubu region, will be recognized both in this region and acrossborders of countries and continents, as a university that continues to make a unique contribution to
Japan and to the global society.
As a Catholic university, Nanzan must continue to maintain the high standards and the qualities
required of an institution of higher education in Japan. We must make sure that the curricula of ourundergraduate and graduate programs lead toward degrees recognized both here in Japan and abroad,programs that are linked to the future career and work of our graduates. In order to accomplish thisgoal, we need to put continued efforts into careful planning and sound financial management tosupport our educational programs and faculty research activities.
Needless to say, these are the fields where we are in direct competition with other universities andhere is the point where the second question becomes important: in maintaining high standards ofresearch and a quality education, what is our unique mission as a Catholic university? Both questions
have to be considered in relation to each other because strengthening our qualifications and clarifying
our mission are two aspects of the same endeavor. Without high academic qualifications we cannot
fulfill our mission as a Catholic university; and without a clearly stated mission, our qualities (as, for1example, finding jobs for our graduates or publishing high quality research) tend to become ends inthemselves.
The Mission of a Catholic University
The wording of the title for this paragraph has been chosen with a specific purpose, namely, to showthat any mission statement drawn up by Nanzan University is not just about Nanzan. As a Catholic
university, Nanzan shares a common mission with many other institutions - here in Japan (the Japan
Association of Catholic University) the Asia-Pacific region (ASEACCU, the Association ofSoutheast and East Asian Catholic Colleges and Universities), and on all continents (IFCU, theInternational Federation of Catholic Universities). Part of our mission is to contribute to the ongoingprocess of discernment concerning the mission and the raison d’être of Catholic higher education andour frequently cited phrase “Unceasing Self-Reform” encapsulates this concept.
We have been engaged in this discernment in an environment shaped by the progressive globalization
I have outlined in the introduction to this Position Statement. Even though national borders andphysical distances are still part of our world, they are becoming less and less the kind of obstacle theyused to be; there are now few areas in daily life that do not include some kind of contact with othercountries and cultures. As I see it, two rather extreme reactions may ensue. One is an “anything goes”
attitude, where no attempt is made at discussing basic questions of human and cultural values.
Differences are played down as mere differences of opinion. The other extreme is an equally
uncritical insistence on uniformity brought about by the emergence of a new “global” culture.
In such a situation, what is the specific mission of a religion-based institution of higher education, i.e.,of a Catholic university like Nanzan? Last year, I addressed this dilemma with the concept of“Prophetic Dialogue.” The primary mission of Nanzan University’s teaching and administrative staff
is the propagation of Human Dignity as an enduring value in a globalized modern society, andthrough dialogue to expand the understanding of this principle and to deepen and widen its
application. This basic stance excludes both the uncritical tolerance of conflicting value positions,and the uncritical exclusion of differing cultural and religious beliefs. As I said last year, “Nanzan
University’s organizational responsibility, while cleaving to its principles and values, is to provide
opportunities for dialogue on culture, science and religion and to pursue our educational
responsibilities. In other words, as a way to further individual strengths in becoming a power in andfor the world, each member has the mission to engage in Prophetic Dialogue with those who havedifferent languages, cultures or religions.”

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The image of the university as an Ivory Tower has sometimes been interpreted to signify an oasis intimes of turbulent change. The question before us - and the real challenge - is whether this oasis canalso become not only a meeting place for various cultures but also a stepping stone for taking that firststep outside one's own culture. As a Catholic university, Nanzan has the responsibility to preserve
ancient wisdom and to generate new knowledge. As a Catholic university, we have the responsibility
to promote human dignity through education and research. The ultimate standard to judge the value ofa university education is truth, not just expediency.
II. Top Priorities
Further Internationalization of Nanzan
Internationalization for Nanzan University means to provide “a learning place without borders.” Italso means, by organically connecting high quality research and education, to be “a preferred
university option for students from all over the world” and for Nanzan to produce “quality graduates
for the world market” as stated in our Grand Design. As a first step to promoting internationalization
and based on the discussions held at the Office to Promote Internationalization beginning in April
2010, Nanzan University should function as a locus of a richly international human resource network.
1. Enhancing Systems for Study Abroad Programs at the University Level
An important challenge that we face as we promote internationalization is the creation of a system
where students feel encouraged to study abroad. Under the current system, only a limited number ofstudents are able to study for a year abroad, find a job when they return, and complete all their studies
in four years. Therefore, we must conduct a comprehensive review of issues relating to study abroad,including our university code, curricula, credit transfer policies, job-hunting, and scholarships.
Although we have actually been reviewing these issues, we have only been able to increase thenumber of student exchange agreements and no other practical policies have been implemented.
Particularly in consideration of students who prefer to study abroad by taking a leave of absence fromschool, we will be discussing ways students can graduate in four years and will not face obstacles in
job hunting.
To promote Nanzan’s internationalization in its true sense, we must expand our view of study
abroad–from undergraduate level exchange programs to graduate student and faculty member
exchange programs. Over the past year, we established rules and regulations regarding thematriculation of government-sponsored foreign graduate students. In practice, this system presently
is available only to students applying to the Graduate School of Mathematical Sciences and3

Information Engineering. However, this system is expected to form the basis upon which exchange
programs at the graduate level can flourish. I request that all Graduate Schools discuss possibilities
for new graduate student exchange programs, including the actualization of those exchange programs
that we are currently discussing with Catholic universities’ graduate schools.
Faculty exchange with overseas universities is expected to increase the quality of education as well as
faculty members’ research capacity. As a precursory attempt, we are sending a faculty member fromthe Faculty of Policy Studies to San Carlos University in the Philippines for a half-year, starting in
April. In the future, please consider ways in which we can actualize faculty exchange for one faculty
member per year per Faculty. To accomplish this, several ways can be suggested, such as summer
intensive courses and class exchanges using remote teleconferencing systems. I request that each
Graduate School discuss a wide variety of possibilities such as these.
2. First Step to Realizing A Place of Learning without Borders
Starting in 2012, as a curriculum related initiative, we are planning to create an “International Course
Category” (tentative name) that systematically assembles the courses taught in English, particularly
within the realm of General Education courses. Students who have acquired a certain number ofcredits in this course category will receive the “Nanzan International Certificate” (tentativename).Except in a limited number of Faculties and Departments and in language courses, until now
there have not been sufficient opportunities for students to learn English or content in English. Somestudents have shown their dissatisfaction in this regard. This system attempts to address their views,
and we hope that the system will intellectually stimulate our students and that the certificate will be
accepted by those outside the University as evidence of the holder’s ability to utilize English. In
addition, this system will further Nanzan’s international education by increasing the number ofclasses that exchange faculty members can teach as well as the number of classes that CJS (Center forJapanese Studies) students can audit. Additionally, this system should benefit our career education.
For us to increase the number of our students studying abroad, we need to accept more CJS students.
To this end, we must reorganize and expand our Japanese language program for CJS students and, asmuch as possible, each Faculty needs to set up a system so that CJS students can take courses. The
Faculty of Policy Studies has been accepting foreign students without any prior knowledge ofJapanese at the undergraduate level. I request that each Faculty consider the possibility of this type of
curriculum for foreign students.

4III. Future Planning
1. Nanzan University as an Appealing Research Institution
Since 2004, 16 of Nanzan’s initiatives have been accepted for GP (Good Practice) sponsored by the
Ministry of Education and Science, suggesting the appeal of Nanzan as an educational center.
Unfortunately, none of our initiatives have been accepted as COE (Centers of Excellence) thatdesignates a research center. If we assume that the quality of a university is supported by the research
capacity of its faculty members, it is our mission as academicians to endeavor in research activities
within the extant conditions and environments. The management of the University will make efforts
to improve our research environment and I request that you publish research studies that are highly
evaluated externally as a way to establish Nanzan University as an appealing research institution.
In addition to improving individual faculty members’ research activities, the improvement ofGraduate Schools with a view toward internationalization is an urgent matter in order to establish
Nanzan University as an appealing research institution. This year, the Ph.D. program in the Graduate
Program in International Area Studies of the Graduate School of International Area Studies will start.
With students in all four years of undergraduate study starting in 2012 at the Faculty of Information
Sciences and Engineering, the Graduate School of Mathematical Sciences and Information
Engineering will consider reorganization and name change this year so that it can initiate a newprogram in 2013.On the whole, Nanzan’s Graduate Schools are facing a serious problem filling theirapplication quotas; particularly, the following social science Graduate Schools need to consider theiroperations, including the possibility of reorganization and/or merger: Economics, Business
Administration and Policy Studies.
2. Nanzan’s Integrated Education
This year is the completion year for Nanzan Primary School, as it will have students in all six grades.
This completes the foundation of Nanzan Gakuen’s Integrated Education from elementary school
through graduate school. At the same time, with Nanzan Junior College moving to R Building andbecoming the equivalent of a Nanzan University Faculty, we are taking another step in further
reinforcing the relationships between and among the constituting members of Nanzan Gakuen. The
University has played a leadership role in Nanzan Gakuen’s integrated education and with theintroduction of the Junior College Faculty the University aims to improve the quality of its language
education by integrating Nanzan Junior College’s focus on practical English usage with the
University’s traditional academism. Further, as was pointed out by the External Evaluation
Committee on December 12, 2009, the University must play a leading role in the alliance between
5Nanzan Gakuen high schools and the University. To this end, I request that each Faculty consider
what problems exist in accepting all graduates of Nanzan Gakuen high schools who desire to attend
Nanzan University and how those problems may be solved.
IV. Education and Research
1. Fifteen Class Weeks
Starting this year, we will offer 15 class weeks per semester (not including the final exam week). In
last year’s President’s Position Statement, I had requested preparations for 15 class weeks, but
because of short preparation time, I understand that the burden on faculty members andadministration staff was increased. This being the first year of its implementation, various problems
may occur, but I hope that everyone makes their best effort to solve those problems and that they
endeavor to improve our educational quality.
To the faculty members, I request that you and your Faculties devise innovative ways to use the extra
class that will be added this year. For example, it may be possible to take up higher level discussions
that were not possible due to time constraints, or to create a class in your specialized area that
integrates the issues of internationalization or career development. I hope you take advantage of thisopportunity to improve the quality of our education.
2. Promotion of Student Support
While the birth rate continues to decline, the number of students with mental or physical problems isincreasing on a national level. In recent years, some students have had difficulty adjusting touniversity life even with first-year courses facilitating their acculturation into the university. To
address this situation, advisory faculty members at our University are extending individual support.
In addition to providing guidance in thesis writing, overseas study opportunities and job-hunting,these faculty members address the students’ every day issues, functioning as a mentor to theiradvisees. I request that the advisory faculty members keep in contact with the Office of Student
Affairs, the Office of Academic Affairs, and the Student Advisory Center, which will be expanded
this year, and support students’ adjustment to the University environment. The advisory faculty
members in charge of students who are engaging in job-hunting should keep in contact with the
Career Support Office and provide information to students at appropriate times and also provide
psychological support.

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The worsening economic environment is increasing the importance of our scholarship programs.
Under these circumstances, we will consider more efficient ways of operating the current scholarshipsystems, for example, through introducing a more thorough assessment system of the economic
difficulties of scholarship applicants, as well as, by reconsidering the weighted allocation ofscholarships to foreign students.
3. Acquisition of External Competitive Funds
In 2010, none of our new initiatives were accepted for the various grants and subsidies offered by the
Ministry of Education and Science. This was the first time in recent years that this has happened andit serves as a tremendous alert.
Needless to say, in recent years the number of accepted initiatives for external competitive funds andthe amount of monies provided are critical indicators of a university’s evaluation in terms ofeducation and research. In that sense, it is increasingly important to actively engage in efforts to be
accepted for GP, COE, and Grants-in-Aid for Scientific Research.
While understanding that application preparation for various initiatives increases administrative work,
I encourage you to apply more actively. The past record of applications suggests that Faculties andGraduate Schools are not equally applying to such programs. I encourage faculty members to increase
their everyday communication and encourage each other to apply to obtain external funds. I requestthat Deans of Faculties and Directors of Graduate Schools play a stronger leadership role.
4. University Accreditation Application in 2013
Consistent self-assessment, evaluation, and improvement are invaluable in advancing faculty
members’ education and research through which the overall educational quality will improve. Last
year, we established our “3 Policies”: Admission Policy, Curriculum Policy, and Diploma Policy,
which need to be consistently reviewed for the purpose of improving educational content.
The importance of FD/SD (Faculty Development/Staff Development) activities goes hand in handwith the maintenance of educational quality. Unless these activities contribute to students’ increased
learning and to faculty member motivation, our purposes have not been achieved. The University
engages in various efforts to increase our educational quality, such as the self-assessment andevaluation conducted by the Self-Assessment and Self-Evaluation Committee and theimplementation of the Student Course Evaluations by the FD Committee. I request that all faculty7members assume a sincere attitude and re-recognize the importance of providing a high quality
education.
As a way to assess a university as a whole, university accreditation systems by external organizations
are available once every seven years. The accreditation assessment our University will apply for in2013 will utilize a system that is significantly different from the last assessment we went through. As
a concrete example, assessment standards, assessment items, and assessment angles have beensignificantly simplified. However, the PDCA (Plan Do Check Action) cycle is required as amechanism for self-assessment and improvement. The PDCA activities being implemented inindividual projects need to be raised and expanded to the University level. In 2011, we will begin our
preparations for the accreditation and assessment. I expect faculty members to deepen theirunderstanding of the PDCA cycle.
Simultaneously, I request that Faculties and Graduate Schools carry out a strict review of the Faculty
Member Assessment policies that were implemented in 2008 and the way they were implemented.
V. Contributing to and Working with Society
1. Returning Research Results through Working with Society
University operations are possible not only through student tuition, but also through financial support
and cooperation from the national government and local communities. In this regard, the knowledge
that we have gained through our research should be returned broadly to society. We will continue toreturn our research results to society through projects based in our community such as seminars forthe general public, projects at university festivals, and seminars sponsored in cooperation withexternal organizations, etc.
As part of the collaboration project between Nanzan University’s Anthropological Museum and the
Meiji University Museum which started in March 2010, we will continue to offer joint workshops andsymposiums. Further, starting this year, we will exchange exhibit materials and each museum will
exhibit those exchanged materials. These initiatives are expected to enhance public recognition of the
Anthropological Museum, which will be expanded and moved to R Building in 2013.
2. Strengthening Business-Academia Collaboration
The University has been encouraging collaborations with other universities including National
University Corporations. Specifically, the “Leading IT Professionals Fostering Program” and the8credit exchanges between law schools and the joint lectures and credit exchange with Toyota
Technological Institute are some examples of collaborations with universities in the region.
Looking toward the future, in addition to collaborating with universities, we will be discussing ways
to expand our collaboration with the business world. I request that Faculties and Graduate Schoolsthat have deep involvement with the practical aspects of business (for example: Graduate Schools ofBusiness Administration, Mathematical Sciences and Information Engineering, and Law) work
together and consider the possibility of carrying out projects in which requests by the business world
and the knowledge and technology offered by our University can be organically combined.
VI. Entrance Exams and Post-Graduation Employment
1. Entrance Exams
The total number of applications, combining the General, Center 50 and Center 100 Entrance
Examinations (first and second application terms) was 20,329, a decrease of 2,012 compared to lastyear’s 22,341. The population of 18-year-olds continues to decline, which indicates that student
solicitation will continue to be a challenge. In terms of securing students, we will consider modifying
the Entrance Exam systems, including requiring five subjects for Center 100, and we will deepen thealliances with schools within the Gakuen.
Historically, our University has kept the Student/Faculty Ratio relatively low. To further secure highquality education, we will study the appropriate Student/Faculty Ratio (appropriate applicant quotas)
as well as our ability to realize that ratio.
2. Post-Graduation Employment
Considering the frenetic job-hunting situation in recent years, the Japan Economic Federation has
issued an advisory to corporations regarding the starting date of their publicity activities and of theirselection processes. However, this will not change the fact that job-hunting starts in the fall semesterof the third year. The post-graduation employment situation of last year was sobering. We expect thatstudents’ job-hunting efforts of the fall semester of their third year and the spring semester of theirfourth year will interfere with their learning and research. Granted, we are expected to support ourstudents in their job-hunting efforts, however, unless they have acquired the necessary abilities
through their everyday classes and extra-curricular activities prior to starting their job-hunting efforts,
they will naturally face a difficult time finding employment. I request that individual faculty members
in each Faculty discuss ways to deliver classes where students learn to take initiative, become
9competent in communication, and gain critical thinking abilities, i.e. qualities expected of college
graduates, and not simply deliver classes that impart knowledge.
VII. Publicity
Last year we held joint University explanation sessions for high school students with Sophia
University at Nanzan’s Nagoya campus during the Sophia-Nanzan Interuniversity Competition, as
well as in Shizuoka and Hamamatsu. We received positive feedback from the attendees and, in fact,
the number of applicants from the Shizuoka and Hamamatsu regions increased. However, the total
number of applicants decreased, which suggests that last year’s publicity efforts failed to bear
sufficient fruit. We will investigate the reasons for this decrease in the number of applicants for the2011 Entrance Exams and based on the result of this investigation, we will strategically conduct
appropriate publicity activities.
Under the Environmental Declaration of Nanzan Gakuen, a paperless policy has been implemented
and last year, we discontinued the paper publication of the “Nanzan no Sensei” (introduction of
Nanzan professors for high school students) and only published it on-line. However, this change was
not positively received by the high school teachers in charge of helping students choose universities.
Although the extent of the influence of this on the decreased number of applicants is not clear, it isspeculated that this may have contributed. Although the Environmental Declaration of Nanzan
Gakuen is the underlying principal, each department and section needs to consider the appropriate
publicity materials that suit their target market, including social networking sites and other on-line
tools.
VIII. Campus Physical Property Management
To accommodate the change with Nanzan Junior College, R Building was built, which will include
the Center for International Education, Nanzan English Education Center, and the World Plaza.
Starting this year, preparations will be made to move the Anthropological Museum to this newbuilding.
Despite the decreasing population of 18-year-olds, some of the universities that have been actively
working to reorganize their faculties and departments as they return to city centers have seemed to begaining new applicants. Nanzan University, from the perspective of student solicitation, will consider
how our campuses should be. Following the completion of the construction of R Building, we will
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start to rebuild the old buildings and create lecture rooms and faculty/graduate student offices. As partof this process, we will also review the reorganization of Faculties and Departments that we
implemented in 2000, and discuss the appropriate Student/Faculty Ratio.
From the perspective of student support, the focus of campus physical plant management will be
expanded to include facilities in addition to classrooms and faculty/graduate student offices. For
example, to address students’ increasingly serious physical and psychological issues, the Student
Health Center and the Student Advisory Center will be expanded and moved to a new location.

Michael CALMANO
President
Nanzan University

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