President’s Position Statement for 2008
To All Faculty, Staff and Students at Nanzan University
Since I started my career as a university professor, I have considered universities to beacademic communities where all members work together in the pursuit of the “creationof new knowledge.” With this in view, I would like Nanzan University to provide anenvironment that helps students as well as faculty and staff to reach this goal.
Last year marked the 100th anniversary of the arrival of the Society of theDivine Word in Japan, and the 75th anniversary of the establishment of Nanzan Gakuen.
In commemoration of these milestones, all schools within Nanzan Gakuen havedevised their respective “Grand Design” for the next 20 years. As the 18-year old
population decreases, universities face fierce competition to meet the expectations ofsociety in general, and parents and students in particular. The gap between theuniversities students choose and those that are not chosen has widened at an
unexpectedly rapid pace. The Grand Design is a chart to convey our message that, as a
Catholic university, we have “one difference” (the distinctiveness of our school), tooffer to Nagoya, to the nation, and to the rest of the world. I have been entrusted withthe crucial role of leading the university with this chart for the next three years. The
importance of the role weighs heavily on me when I think of its the importance, but tofulfill our goals, I ask for the full cooperation of every member of the Nanzan
academic community. As I assume the position of President, I would like to clarify the
University’s basic position together with my own thoughts.

I. Basic Position
Ever since its establishment, Nanzan University has aimed to become a comprehensive
university in which the humanities and sciences are integrated. In 2000 the University
took a step in this direction with the establishment of the Faculty of Policy Studies andthe Faculty of Mathematical Sciences and Information Engineering, and we intend tocontinue to enhance not only the humanities, a traditional area of strength for us, butalso the sciences.
1. Unceasing Self-Reform and Improvement from within to Bring about One
Difference
Our previous president, Hans-Jürgen Marx, often used the phrase “unceasing selfreform.” As these words suggest, many reforms were realized with the cooperation of
everyone at Nanzan during the period of his tenure. Both former President Marx and I
are deeply grateful for this. As I assume the role of president, I would like to add to theexisting phrase the expression “improvement from within to bring about that one
difference”. The gist of this message is that everyone in our academic community must1

enhance their own individual abilities in order to give substance to these reforms. For
faculty members, we must improve the capability of individuals on both the researchand education fronts, but in particular on the research front. Unfortunately, we knowthat there is a clear difference if we compare the research performance of faculties andindividual faculty members. We recognize that many different factors affect this, but
we are also well aware that the research ability of our teaching staff can be better thanwhat is currently being displayed. I ask all faculty members to strive to lift theirperformance to a higher standard both in terms of quality and quantity. Similarly, ineach of the faculties, I request that consideration be given to initiatives that add vitality
to the research and educational activities of the faculty teaching staff.
If we can achieve what I referred to here as “improvement from within to bringabout that one difference,” Nanzan will become a light that shines to the nation,
making us even more appealing to prospective students and researchers. That will leadagain to more improvement which will further contribute to Nanzan becoming a lightshining to the world. This cycle with positive feedback is essential for us to realize the
Nanzan University Grand Design.
2. Towards the Realization of the Nanzan Grand Design
As I mentioned earlier, the Nanzan University Grand Design is a chart for positioning
Nanzan as a university that will be a preferred option for students from all over theworld. In this chart is the vision and medium to long-term goals that are based upon
our University’s founding ideals and educational motto. Our vision is grounded in therecognition that various differences exist among people in terms of ethnicity, ability,
religion, culture, and gender. It is dedicated to the service of creating a new set ofvalues that embraces such diversity and, through living and working together in our
diversity, promotes respect for the dignity of all human beings. In its paraphrased form,“turning the power of the individual into the power of the world - empowering theindividual to become a power in and for the world,” has also been used from last year
in a wide range of advertising material for Nanzan University. We must see this vision
fulfilled. For that reason, I ask all faculty members and staff to read again the “Final
Report on the Future Vision of Nanzan University 20 Years Hence” since I want tomake sure that this is understood equally by everyone in the Nanzan academic
community.
The following are the medium to long-term goals for realizing this vision:
1) For research, “to respect human dignity, carry out pioneering research for theadvancement of humankind, and, as a base of interdisciplinary joint research, to create
new academic value.
2) For education, “with the establishment of a system of universal access, having
realized its vision, to become a university that is a preferred option for students fromall over the world, producing many quality graduates for the world market.
3) For social contribution, “to become the best regarded university in the region
through social contribution that gives expression to our vision.”2

How we go about achieving these medium to long-term goals is an issue of
crucial importance for us. This year’s President’s position paper was written with thisin mind. The University executive will continue to be responsible for dealing withthese issues, but we request that everyone at Nanzan University shares this approach
when undertaking their daily duties, deepening their understanding of the Nanzan
University Grand Design and contributing their wisdom to help in its realization.
II. Priority Issues
As institutions of higher learning it is the duty of universities to achieve a balance of
research and education, so we must not forget that Nanzan University is also a research
institution. Needless to say, research is the basic premise upon which university
education is carried out. It is important that we remind ourselves that the universities
capable of producing excellent students are those that do not neglect research, so as a
research and education institution we need to focus upon and refine our distinctiveness,taking full advantage of Nanzan's points of excellence.
1. Strengthening Nanzan’s Internationalism
Also, in order to realize the goals in the Grand Design of becoming a university that isa preferred option for students from all over the world, producing quality graduates forthe world market, we must take a close look at Nanzan’s current situation ofinternationalism with regard to research, education and social contributions, deciding
what issues should be driven forward and implementing strategic initiatives to that end.
Last year, the External Evaluation Committee also pointed out the importance of thismatter. In addition to enhancing the ability of the individual, we must first confirm
what can be done using our current assets and search for measures that can be feasibly
implemented. The number of universities that include a set period of overseas study intheir undergraduate curriculum is increasing. For example, I would like an internalorganization comprising each of the faculties, the Academic Affairs Office, and theCenter for International Education to consider the feasibility of this type of program at
Nanzan in addition to the Nanzan Asia Program (NAP) in the Faculty of Policy Studies
and the overseas practicums in the Faculty of Foreign Studies. In addition, to help
create a multicultural campus, each graduate school and faculty should consider what
type of measures will become possible through enhanced individual ability. When
doing so, please also take into account the potential for qualitative improvements in
Nanzan’s internationalism through the promotion of exchange between graduate
schools and faculties and the Center for Japanese Studies, or the strengthening of links
with Catholic universities around the world.
2. Further Advancement of Foreign-Language Education
In the 2007 academic year, the Nanzan English Education Center was established at
NNC (Nagoya Campus), a system of streamed classes was introduced throughout the3University and the English language program in the General Education courses wasreconstructed. Last October, after proving its worth at NSC (Seto Campus), theconcept of a World Plaza was also introduced to NNC, being used by as many as 5,000
people in the three months following its opening. In addition to improving thelanguage learning equipment and staffing in order to support students’ self-accesslearning outside the classroom, we aim to develop the World Plaza concept evenfurther to meet the learning needs for those studying languages other than English.
For the quality of Nanzan education to be better appreciated on the global scene,
we need to consider the introduction of lecture-based courses at both the faculty anddepartment level using English or other foreign languages as the medium of instruction.
The Faculty of Foreign Studies already delivers a large percentage of its courses in thismanner and I request that other faculties take proactive and concrete steps to consider
eventually setting a fixed percentage (e.g. 10%) of courses to be delivered in a foreign
language medium. I am aware that there also needs to be ongoing discussion of issues
such as the required level of faculty development and educational support to help
facilitate this and that we must move swiftly to broaden the range not only of thosecourses teaching foreign languages, but also of courses taught in foreign languages.
3. IT Education across the Entire University
Information technology education is progressing in each of the faculties, but thecontent seems to vary among the faculties and departments. The curriculum used in the
Faculty of Mathematical Sciences and Information Engineering is adequate as it stands,
because of the specialized nature of its focus, but those of other faculties need to bereviewed to improve standardization and efficiency. In this context, it is also importantthat we build a structure for multimedia education for the IT age. Centered on theMultimedia Education Working Group set up last year, we will give consideration to
the nature of IT education, based around information ethics education, through theentire university, and the integration of foreign language education and the function oflibraries.
III. External Ties and Contribution to the Local Community
1. The University within an Alliance of Primary, Junior and Senior High Schools
With regard to the primary, junior high school, secondary and tertiary links within the
Gakuen, in “6. The Direction for each school in Nanzan Gakuen: Nanzan University”
found in the “Basic Policy Statement of the Chairman of the Board of Directors” dated
April 1, 2005, it is stated that the University “sees itself as playing a central role among
the schools of Nanzan Gakuen, and will display leadership towards allianceeducation.” The importance of this role to promote linkage amoung our educational
institutions has increased with the opening of the Nanzan Primary School. Before we
become a university that is a preferred option for students from all over the world, wemust first become a university that is the preferred option for students within the4schools of the Gakuen. Consideration of specific measures in each faculty to help
achieve this will be necessary.
Within the Gakuen alliance, we need to look beyond education and research, toalso consider links for our extra-curricular activities and social contributions. In the
After School Program to be implemented in the primary school, an active cooperation
system with our current and former college students, which is only possible at auniversity-affiliated elementary school, has been set in place. We will establish an evenstronger cooperative system and deepen our existing links.
2. Potential for Links with Other Universities and Industry
As seen in the education project “Progressive education program for IT specialist
training,” being carried out in conjunction with Nagoya University, the ties with the
Toyota Technological Institute involving exchange of credits among other things, andthe system of exchange of credits within the Presidents of Aichi Universities
Discussion Group, it is expected that there will be many opportunities to further our
education and research through links with other universities. In addition to various
types of GPs and Global COEs, I would like our graduate schools and faculties to
explore the possibilities of alliances at the post-graduate level.
With regard to links with industry, some faculties already have a track record inareas such as joint research, but I would like our graduate schools and faculties to thinkof ways to establish even more organized and university-wide links with industry.
3. Ties with the Local Community
Initiatives such as the Nanzan Extension College, research centers, and the
Anthropological Museum lectures, participation in community development projects
through the Seto Consortium of Universities have been carried out during the lastacademic year. Furthermore the Center for Legal Practice-Education and Researchcommenced a series of legal clinics, shortly after it opened last year. Through such adiverse range of activities we will continue to develop our external ties and tocontribute to the local community. The Nagoya American Studies Summer Seminar(NASSS), an initiative open to the general public, and the Lectures Series, now
marking its fourth year, will continue, giving back to the community the knowledge
accumulated to date.
IV. Education & Research
1. Enhancing the “Individual Capabilities” of Students
We have indicated that we know that individual capabilities need to be enhanced inorder to bring the Grand Design to fruition, but for students the basis of this is thestrengthening of the education they receive in their first year, career education, andlearning support.
In recent years, the basic academy ability of our new entrants has been5

becoming increasingly varied. Once we have achieved the goal of the Grand Design ofuniversal access, an even greater range in the academic ability of the students whoenter Nanzan will be unavoidable. In order to further enhance the four-year
undergraduate learning experience we must have a first year education program thataims to go beyond teaching “how to” and fosters the ability to think. Therefore, weneed to further enhance the first year education program in each faculty.
Last year, we combined the Career Education Promotion Committee and theInternship Committee to create the Career Support Committee in order to give thestudents goals for the future and to create an organization to plan and implement a
career support program that supports the development of work values. The awarenessamong our students of their individual futures has risen in comparison to the past due
to the proactive efforts of the Career Support Committee and its support office. This
academic year too, centered on the Committee, I would like to see a university-wideplanning and implementation of a better career support program.
In order to improve the efficiency of the Student Counseling Sections set up
last year on both campuses to support students who struggle with aspects of learning, I
request your cooperation in strengthening the links between faculty student advisors,
student affairs committee members, academic committee members, counselors, theStudent Affairs Office, the Academic Affairs Office, the Health Center and the Career
Support Section, and to further improve the support provided in all aspects of student
life.
2. Enhancing the “Individual Capabilities” of Faculty Members
With regard to inner enhancement for faculty members bringing about difference, I
have already emphasized the importance of research, but an improvement in the ability
to educate is also important, as is appropriate evaluation of the ability of faculty
members in each of these areas.
With regard to improving the capabilities of faculty members to educate, firstof all, each individual teacher needs to renew their appreciation of the importance of
faculty development (FD). Faculty development activities often tend to be left to others,
but all faculty members need to see them as immediately relevant to themselves, andso to engage in ongoing efforts to improve the quality of our education. The SelfAssessment & Evaluation Committee and the Faculty Development Committee areleading the way and we look forward to further improvements in faculty development
activities. I firmly believe that a university-wide improvement in our educational
capabilities will result in us producing top quality graduates.
With regard to the evaluation of research and education capabilities, the reportfrom the Teacher Evaluation Project Team was presented last academic year andprerequisites for promotion of teaching staff in each faculty are being formulated. We
will continue to verify the talent, capabilities and performance of faculty members intheir duties of research, education, social contribution and involvement in theadministrative duties of the University and initiatives designed to improve these.

63. Enhancing the “Capabilities” of the Organization
Last academic year, the efforts of the Faculty of Humanities and the Graduate Schoolof Humanities were selected for the Ministry of Education, Sports, Culture andTechnology’s “Education Promotion Program for Professional Graduate Schools” andthe initiatives of the Graduate School of Mathematical Sciences and Information
Engineering were selected for the “Open Research Center” Project. We will continue
to apply to various programs sponsored by the Ministry of Education, Sports, Culture
and Technology, among others, to support initiatives within the University. The
enhancement of the individual capabilities of faculty members mentioned previously
will also lead to greater success in securing competitive external research subsidies
such as Grant-in-Aid for scientific research. The cumulative effect will lead to theacquisition of competitive funds for the organization, such as Global COE orDistinctive GP. We will continue to improve our support systems in order to facilitate
systematic and ongoing applications.
The Graduate School of Mathematical Sciences and Information Engineering
has actively moved to establish ties with Nagoya University and to realize projects
such as the “Open Research Center” but, as stated previously in I. Basic Position, we
need to lend further substance to the sciences, so please give consideration to specificmeasures to make the Faculty of Mathematical Sciences and Information Engineering
even more attractive to prospective students.
V. Entrance Examinations and the Admissions Campaign
In order to become a university that is a preferred option for students from all over theworld, in addition to establishing Nanzan as a university that shines out on the national
level through superior research and education, it is important that we inform thecommunity about Nanzan’s distinctive characteristics. I will close by giving my viewson the system to facilitate that, and our admissions campaign.
1. Attracting Applicants and the Admissions System
While fierce competition in the Chubu region to attract applicants continues, withprominent universities from the Tokyo and Kansai regions establishing examination
venues and admissions information desks in Nagoya, the number of applicants seeking
to sit the 2008 entrance examinations for Nanzan University was a new record of
22,191 people. Against the backdrop of the gradual decrease in the population of 18
year-olds, that we have been able to increase the number of applicants for four
consecutive years is the result of steady efforts in the admissions campaign, such as theOpen Campus and high school visits, for which I am grateful for the cooperation ofteachers and administrative staff.
To date, we have carried out proactive initiatives to attract applicants fromthroughout Japan through our nationwide entrance examination and by introducing

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new examination systems such as the subsequent Center-combined Multi-style
entrance examinations (Center 50). However, as far as can be judged from the current
situation, it is difficult to say that the level of awareness of our University or ourappeal for prospective students has risen in the regions, so we need to use new methods
to create the “Nanzan that shines out on the national level.” The linking up andintegration of the campaign promoting the university’s entrance examinations with theuniversity’s strategic public relations campaign is a pressing issue. The entrance
examination system has been the focus of ongoing review, but this year I would like to
see us commence work on realizing the universal access described in the Grand Design
to broaden the spectrum of students accepted in terms of region, age and nationality.
We must carry out further reform of the entrance examination system, which in
specific terms should manifest itself as review of preferential admissions screening forstudents from Catholic secondary schools or admissions screening for foreign students
or people already in the workforce, or the introduction of scholarship systems forstudents who gain excellent marks in the university entrance examinations. I lookforward to a broader approach being taken in which the opinions of experts or
specialist institutions outside the University are taken into account in order to find evenbetter solutions.
I request that even greater effort is devoted to discussing what type of
initiatives are required to secure applicants at both undergraduate and postgraduatelevel.
2. Admissions Campaign and Strategic Public Relations
With regard to the admissions campaign, activities such as the Open Campus, and theopen campus for parents of high school students, the bus tour, the university
experience program, the explanatory sessions for high school teachers, visits to highschools and trial lessons have produced some results, but we need to organically link
the admissions campaign and strategic PR if we are to further increase the number ofapplicants. To that end, we will actively involve the opinions of experts and specialist
organizations outside the University, reviewing our public relations with more of along-term perspective.

Michael CALMANO
President
Nanzan University8