学長からのメッセージPresident's Position Paper for 2024

Following COVID-19's downgrading to the same level as flu in May 2023, the university's operations have essentially returned to normal and entered the post-coronavirus era. The President's Position Paper for 2023 states that the post-COVID-19 era requires us to strive to create a "new status quo" rather than revert to the "previous status quo." Looking at the current situation in the world, the prolonged Russian invasion of Ukraine, the clashes between Israel and Hamas, global warming, and disasters in various regions have further proved the need for efforts to create a "new status quo." In response, I would like to rethink the role our university, as a Catholic university, should play.

In Corinthians 1 of the New Testament, Jesus said, "The body is not composed of a single part but is made up of many parts" (I Corinthians 12:14). The eyes, ears, feet, hands, and other parts, each with their own roles and abilities, are joined together to make our body work as a single entity. We usually pay little attention to the functions of our bodies; however, the earth is just like our bodies, each part recognizing the other's needs and fulfilling its own role. Jesus continues, "If one part suffers, all the parts suffer together; if one part is honored, all the parts rejoice together" (I Corinthians 12:26). We should also recognize each other's needs and complement each other using our respective abilities and talents, so that we are beings who rejoice together and suffer together.

Nanzan University's mission towards a "new status quo" can be expressed as the "3Ds": Dignity, Diversity, and Dialogue - promoting human dignity, valuing diversity, and creating a place for dialogue and its practice. We have a common perception that Nanzan University is a place where dignity, an inalienable right for all people, is equally protected, where people of diverse nationalities, cultures, genders, generations, and backgrounds can exchange their opinions, share their beliefs and values, and where people complement each other to take practical actions so that we seek the truth. Universities providing such places are the ones that should play a crucial role in creating the "new status quo" of the post-COVID-19 era. Based on our continuous efforts on internationality, which we have cherished as our university's identity, and making further efforts to realize the 3Ds will lead to achieving our "Global Concern, Our Contribution."

During the COVID-19 pandemic, various plans at Nanzan University have been suspended. Last year, we were finally able to move forward to make progress, including a discussion on the Management of Teaching and Learning, the introduction of a new entrance examination system and a reconsideration of the entire entrance examination system, and new developments regarding International Collaborative Learning. This year, the university reforms need to be accelerated even further. Therefore, we have changed this year's President's Position format to clarify what is required to do. Let us make efforts to reform the university based on the 3Ds, which express Nanzan University's mission, and realize the "new status quo" in the post-COVID-19 era.

The environment surrounding universities has significantly changed in recent years; therefore, the university administration continues to face challenging conditions. To overcome these difficulties and realize the "new status quo," Nanzan University practices the 3Ds and will focus on the following items this year.

1. We enhance our efforts related to the "Human Dignity Award," which is one of the embodiments of the 3Ds, and disseminate the essence of the university's educational motto, "Hominis Dignitati (For Human Dignity)," both inside and outside Nanzan University.
2. In 2024, we acknowledge the 60th anniversary of the relocation to the Yamazato Campus. To celebrate the anniversary, we will organize and hold events to inform a broad national and international audience, mainly students, about the history and beauty of the campus composed of Raymond architecture.
3. We establish a framework for formulating public relations strategies from a university-
   wide perspective to develop effective public relations and promote the permeation of the Nanzan identity inside and outside the university.

1. We consider gender balance in recruitment, hiring, organizing meeting bodies, and decision-making processes.
2. We enhance reasonable accommodation, which has become an obligation with the implementation of the revised Act for Eliminating Discrimination against Persons with Disabilities, and to realize an environment where people from diverse backgrounds can live together while deepening mutual understanding through dialogue.
3. Following DX's promotion, we will discuss improving operations in each department, including using AI, through dialogue to create a more comfortable work environment.
4. We encourage ourselves to take environmentally friendly actions such as conserving energy and electricity. In addition, we are considering possible renovations to make the campus buildings and facilities more barrier-free.

1. We create an organizational climate in which the IR promotion office provides data that can answer the questions formulated by each department, such as faculties and graduate schools, so that we continually implement inspection, evaluation, and improvements of teaching and learning practices through dialogue.
2. To remain a university open to society, we will begin preparations for introducing a core faculty system according to the 2022 revision of the Standards for Establishment of Universities. We will formulate concrete plans for assigning core faculty members and defining major courses.
3. We continue to discuss, through university-wide dialogue, new ways for the Faculty of Foreign Studies to embody the "internationality" that is a core of the university's identity and to realize learner-oriented education.
4. We continue to prepare for the opening of master's and doctoral programs in the Graduate School of Science and Technology in April 2025 through a university-wide dialogue, keeping the 3Ds in mind.
5. We will develop the concept of establishing an alumni lounge at the university where alumni can drop in at any time for dialogue and exchange.
6. We organize and implement opportunities for current students and alumni to meet in various ways and collaborate in both research and education, for example, through collaboration with alumni associations.
   

1. To ensure sustainable university operations, we develop an individual plan for the Nanzan Corporation Mid-Term Plan (the second term: FY2025 - FY2029).
2. We will start and work on projects to commemorate the Nanzan School Corporation's 100th anniversary in 2032 and prepare a new vision for the university's 100th anniversary in 2046. Accordingly, we will organize a system to prepare the compilation of the history of the university.
3. We initiate discussions on financial support to enhance education, research, and extracurricular activities funded with donations and subsidies.
4. We discuss how to substantially respond to and implement "Objective Indicators of Educational Quality" in the ordinary expense subsidies.
   

Since its foundation, we have taken "internationality" as a core part of the Nanzan's identity and have undertaken various progressive initiatives. At the same time, many problems at home and abroad still need to be solved in cooperation and collaboration across regional and national borders. To solve these problems, both a regional and a global perspective are necessary. Therefore, in this President's Position Paper, we will use "Promotion of Globalization" instead of the previous "Promotion of Internationalization." To further evolve internationality, a core part of Nanzan's identity, we need to review our previous efforts and, at the same time, broaden the dialogue on this strategy throughout the university. This year, we aim to promote the 3Ds, and we should address the following issues across faculties, departments, and administrative organizations.

We establish a meeting body to facilitate a university-wide dialogue on the globalization strategy. The discussion includes what organizational environment is necessary for strategy implementation.

We explore universities in countries and regions with fewer partnerships and make efforts to conclude agreements with them to meet the students' various needs for international programs.

We will consider and implement educational measures to encourage students to participate in long-term and short-term study abroad programs provided by the Center for International Affairs, faculties, and departments. For example, we share ideas for effectively using on-campus international exchange facilities. In addition, we begin a university-wide discussion about financial support for short-term study abroad programs.

First, we organize alumni of the Center for Japanese Studies (CJS) to commemorate the 50th anniversary of the Center's establishment. Then, we consider the evolution of the CJS program, including the expansion of "Open Courses." Finally, we continue to develop unique short-term international inbound programs, such as the Nanzan Anime Study Tour.

We will consider specific measures to increase the number of degree-seeking international students.

We review the concept of international exchange and accordingly discuss the management of facilities such as the Multicultural Exchange Lounge (Stella), the World Plaza, the Japan Plaza, and the Janssen International Residence.

In FY2023, the university executive board started taking the initiative to discuss issues and measures relating to the internal quality assurance of education developed over the years to improve the university's education further.

In current university education, we must shift from "what was taught" to "what was learned and acquired." In other words, a learner-oriented perspective is essential. We must recognize and share this trend throughout the university and create a self-improvement system.

We are required to have a variety of curriculum contents such as new technological innovation, fusion of humanities and sciences, contribution to local communities, and international collaborative learning. In university learning, it is necessary to be open not only to university students but also to high school students, adults, and others among the public with an awareness of the high school-university connection. In FY2024, all faculty members, staff, and students will engage in dialogue to create a vibrant campus that brings together people from all walks of life to address the following issues.

1. We promote the introduction of various educational methods to realize learner-oriented education in each course.
2. We introduce a learning outcomes visualization system so that students recognize their learning outcomes and achievements. In addition, we continue to discuss the effective use of various online tools, such as learning management systems (LMS).
3. We consider introducing service-learning courses, in which students learn in the classroom and in local communities, to give back university learning to the communities.
4. We consider providing new courses related to subjects in line with current trends, such as "Mathematics, Data Science and AI Smart Higher Education."
5. Based on the policies and procedures of remote classes in FY2023, we resolve the issues, formulate a more explicit policy, and promote the realization of higher-quality remote classes.

We will further enhance the NU-COIL program, which started in FY2018 and has received an S grade, the highest evaluation, and the Open Courses, in-person classes open to students at the Center for Japanese Studies (CJS) for international collaborative learning. To this end, each faculty will steadily address the initiatives to develop these programs and new courses.

We start developing a concrete plan for an alternative program to the Nanzan International Certificate.

Each graduate school will discuss the feasibility of providing recurrent education for working adults who aim to advance their careers by developing new knowledge and skills.

To guarantee the quality of education from pre- to post-university, we will establish a framework at the university-wide level that continuously inspects, evaluates, and improves teaching and learning activities based on the three policies. Each department, faculty, and the university will then promote the development of practical initiatives to guarantee the quality of education.

We promote measures to allow high school students to take university courses and get credit. We also consider enhancing the education for students to be admitted to our university.

To make the university more attractive, providing a place where students can learn and develop themselves enthusiastically before they leave for society is essential. Enriching extracurricular activities as part of learning and career support is vital in this context. A vibrant student could help promote the university and positively impact the university in a variety of ways. In FY2023, many extracurricular activities returned to normal, bringing the student's life back to the campus. Today, extracurricular activities become more diverse, and the promotion of sports has become even more critical. We share these perceptions and address the following issues.

We continue to support creative activities by students in the Nanzan Challenge Project, the Student Exchange Center (Centrum), and the Multicultural Exchange Lounge (Stella). Specifically, we discuss initiatives encouraging students to participate in volunteer activities such as disaster prevention and mitigation, community contributions, and peer support.

1. We discuss the vitalization of extracurricular activities as a part of university learning by promoting campus sports and cultural and social activities. We also consider developing an environment where students can grow through campus sports.
2. We will disseminate our university's tradition of the Sophia-Nanzan Sports Festival as attractive content. We will continue to develop the initiative to promote the event.

We encourage exchanges with other universities and junior and senior high schools as extracurricular activities. Specifically, we are considering organizing sports competitions for Catholic high schools to enhance collaboration with them.

1. We set up online interview booths and classrooms so that students on campus use them for online job interviews. We further enhance support for students, including international students, who are job-hunting.
2. We provide students with more helpful information on career events.
3. The university and faculties enrich career education for first-year students to support them from the early stage of student life, which will significantly help them in their future career development.
4. We discuss introducing an internship training program of two or more weeks in the career-related courses.

We expand entrepreneurship education and consider initiatives to support student entrepreneurship in collaboration with local start-up facilities and other organizations.

The Nanzan Extension College has helped students who studied for qualification and civil service examinations. We are considering reviewing its current structure to utilize its intellectual resources better.

Nanzan University is a nationally recognized research institution with a high grant acceptance rate and many excellent researchers. In FY2023, we hosted many academic events at Nanzan University Reiners Central Library, where undergraduate and graduate students, faculty members, and staff gathered to discuss our research. In addition, many academic events organized by the Nanzan University Museum of Anthropology, research institutes, and research centers were held to return our research outcomes to society. In FY2024, each department will address the following issues to open these activities more widely to society.

We will monitor the use of seminar rooms and the learning commons and then examine the effective use of the university's spatial resources to create places for intellectual exchange. We will establish a framework to systematically plan events at Nanzan University Reiners Central Library throughout the year. Then, we will promote dialogue among undergraduate and graduate students and staff to stimulate intellectual exchange.

We support the research activities of individual faculty members and promote educational and research exchanges with researchers at overseas partner universities.

We will promote collaboration with official Ghibli Park partners who share our environmental philosophy. We will provide university-wide support for projects related to environmental issues, such as those led by students and other education and research leading to social implementation by our university's researchers. We will further promote the dissemination of the results in various ways.

1. The staff of Nanzan University Museum of Anthropology, Nanzan University Reiners Central Library, research institutes, and research centers will work together to promote intellectual exchange. We establish a framework to disseminate the results of this exchange to society in various ways.
2. We will discuss a university-wide framework to promote social collaboration intended for possible co-creation by the university and various entities.

We will consider a university-wide framework for collecting research seeds in the humanities, social sciences, and natural sciences and using them to build collaboration with companies and others effectively.

We have promoted the university's attractiveness to prospective students and developed a campus where enrolled students can thrive. We are also reforming the admission system to enroll students with various possibilities and abilities. In FY2023, we introduced a new comprehensive entrance examination and implemented a distinctive "school recommendation-based selection (for those with long-term study abroad experience)." We have also promoted and realized collaboration with high schools to build a close relationship with them. In FY2024, we will strategically enhance these efforts, effectively implement public relations, and discuss new related initiatives. Each faculty and department should address the following issues.

Each faculty will prepare to introduce a comprehensive entrance examination in FY2025 and FY2026 to promote enrolling various students. Those supposed to introduce a comprehensive entrance examination by FY2024 continue to discuss the policies to enhance its contents.

We will expand the "school recommendation-based selection (for those with long-term study abroad experience)" and further promote the education of Nanzan University, which is featured by internationality.

We concluded an agreement to build a special partnership with four Catholic high schools, in which students can apply for the "admission screening by recommendation." We will try to conclude agreements with other Catholic high schools to share our Catholic educational philosophy and strengthen collaboration with them.

We will continually discuss how the general entrance examination, as well as new admission systems, should be developed. Specifically, discussing the content of general entrance examinations based on undergraduate studies is essential.

We will enhance our collaboration with junior and senior high schools in Nanzan School Corporation to encourage the students there to interact with the university students, allowing the high school students to experience a university education. We will also actively promote the agreements with Catholic high schools willing to collaborate with our university.

We will strengthen inter-departmental collaboration to strategically develop university-wide public relations activities. We will also strategically strengthen publicity for our various entrance examination systems, such as the "school recommendation-based selection (for those with long-term study abroad experience)" and the newly implemented comprehensive entrance examination.

In the recent President's Position Papers, I have identified the university's role with the expression "Global Concern, Our Contribution." In FY2024, I explained the significance of the university's existence in creating a "new status quo" in the post-COVID-19 era from the perspective of the 3Ds. Nanzan University will celebrate its 100th anniversary in 2046. I will forever uphold our educational motto, "Hominis Dignitati (For Human Dignity)," and would like to work with all of you to make the university meet the global community's demands and society's expectations.