総長選挙規則施行規程 様式３ 2018年総長選挙

Vision for the Future

Making Waseda a stellar world-class university together - Beyond Waseda Vision 150 to the Next Stage -

Encouraged by the voices of many colleagues calling for further development, I have decided to stand as a candidate in the election for university president. Waseda’s mission is not only to produce people who will support Japan’s future and contribute to the world. Another important part of our mission is to change Japan: changes at Waseda create changes at many of Japan’s other universities, and these changes transform Japan as well. The President of Waseda University must be aware of this and be prepared to accept the accompanying responsibilities. Building upon my experiences of directing educational reform on the Executive Board of Waseda University and running an international organization, I shall stand at the forefront of Waseda, discuss issues with university presidents from around the world, dramatically raise the quality of research and education, and at the same time strengthen Waseda’s international competitiveness. I am fully prepared to devote all my energies as President to making Waseda a stellar world-class university.

Let us return to Waseda’s traditional progressive spirit, work towards shared values, and with resilient intellect and flexible sensibility, bring a breath of fresh air to Waseda!

Aiji TANAKA

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総長選挙規則施行規程 様式３ 2018年総長選挙

A. Waseda is Research: conducting world-leading research at Waseda B. Waseda is Education: educating students who shine on the world stages C. Waseda is Service: nurturing global leaders with resilient intellect and flexible

sensibility

★ The numerical targets of Waseda Vision 150 were clear and new, but they have taken on a life of their own, and so I shall clarify the purpose of these targets as we develop the Next Stage.

★ I shall reformulate both the “hard” and the “soft” elements of the new Waseda Grand Design and, as necessary, discard those elements that no longer fit.

★ Rather than governing “top-down from the center,” I pledge to create opportunities to listen to the opinions of a great many faculty, administrative staff, alumni, and students, in order to realize a governing style based on our shared values.

★ Let all of us faculty and administrative staff act according to each one’s belief that “this is in Waseda’s best interest.”

★ Let all those who support Waseda feel that their aspirations for Waseda can be achieved.

Ⅱ．Necessary steps to make Waseda a stellar world-class university

Ⅰ．New ideas that will make Waseda a stellar world-class university

The thirteen Core Strategies detailed in Waseda Vision 150 are each clear, but the impression remains that consistency between them is lacking. As Waseda Vision 150 is a University-wide project, I think that the headquarters of the University and faculties need to share common values and goals. Building on my experience as Dean of Academic Affairs and Senior Executive Director for Academic Affairs on the Executive Board, I shall create a new “soft dimension” to the Grand Design and, from a broad point of view of strategic continuity, move it forward to the Next Stage.

Because Waseda is a research university, research and education are essential. To separate where faculty do their research from where students spend their time not only makes it difficult to apply research to teaching, it also weakens the relationship between both graduate and undergraduate students and essential research—research which is the lifeblood of the university. In order to build an environment that emphasizes the importance of the continuity between research and education, I shall create a specialist “town planning” team that will

f l h G d D i f ll W d h l I h ll

The three pillars that will make Waseda a stellar world-class university (for details see below)

◆ Re-think the "hard dimension" of Grand Design for the refurbishment of the whole of the Waseda campus

◆ Build a new Grand Design for the Next Stage of Waseda Vision 150

Ōkuma Shigenobu wrote, “It is not enough to work for yourself, your family, your country; you must contribute to the larger world.” Indeed, we must not allow ourselves to be held back by existing values; rather, holding firm to a spirit of freedom and broad-mindedness, we must produce global leaders who uphold belief in resilient intellect and flexible sensibility and by so doing make Waseda a stellar world-class university.

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総長選挙規則施行規程 様式３ 2018年総長選挙

◆ Create a system that rewards Waseda’s researchers: What pleases researchers most is feeling that their research is valued by their peers, both within Japan and without. What is most important to researchers is adequate time for research. In order that faculty members can concentrate on their research, I shall reduce the number of unnecessary meetings and preserve time for research.

◆ Create an environment that encourages the world’s leading researchers to come to Waseda: I shall create an environment at Waseda that is consistent with international research standards so that the world’s leading researchers want to come to Waseda to conduct joint-research projects with Waseda-based researchers. As a result, those with the potential to conduct stellar world-class research will gather at Waseda.

◆ Strengthen international competitiveness: I shall strengthen support for those who publish the results of their research in English and do their utmost to ensure that Waseda research is highly valued by the international scholarly community.

◆ Appreciate the value of research results in languages other than English: I shall emphasize the continuing stellar research conducted at Waseda and an environment in which researchers from other countries congregate at Waseda to learn about Waseda research in languages other than English, such as Japanese studies, research on Asia, theater studies, and other research in the humanities.

◆ Maintain the offices of full-time faculty members: The offices of full-time faculty will not be abolished. Time spent alone thinking is essential for research. At the same time, in some fields, I believe it is important to encourage connections between labs engaged in joint research projects.

◆ Initiate new mechanisms to enable us to share our values The voices of students, mid-career as well as young academics, and administrative staff—all those who work at the university—are not sufficiently reflected in university management. So that I know what your aspirations are and what you are thinking, I shall create informal opportunities to listen to everyone.

The process of working together on a project enables faculty and administrative staff to understand one another better and cooperate more effectively, and thus I shall support such projects.

The separation of the organizations to which faculty members and students belong would destroy Waseda traditions, and thus I do not believe that we should consider any fundamental reorganization of the faculties. Nonetheless, I am willing to consider flexible reforms and reorganization within faculties—so long as they have the support of those affected.

Ⅲ．The three pillars that will make Waseda a stellar world-class university

Ａ Waseda is Research: conducting world-leading research at Waseda

◆ Sustain real collaboration between faculty and administrative staff

◆ Preserve the existing faculties

reformulate the Grand Design for all Waseda campuses over the long term. I shall pay particular attention to plans for areas around the Nishi-Waseda Campus, as well as remote campuses. It is essential, I feel, that the university president is prepared to negotiate with regional public organizations whenever necessary.

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総長選挙規則施行規程 様式３ 2018年総長選挙

◆ Provide systematic teaching: Each of

the subjects we offer is a public asset for students. Increased cooperation and collaboration between professors will lead to greater systemization of the curriculum, reduce burdens on faculty, and improve the quality of education. As a result, student learning will be more effective.

◆ Promote international exchange: I shall create an environment where students will benefit from leading international scholars who come here to teach.

◆ Promote students’ international exposure: Waseda students study alongside a great many students from abroad, and it is my aim to make further improvements to this diverse learning environment. At the same time, I shall increase the number of scholarships for Waseda students so that they all have the opportunity to go abroad once during their university careers and see Japan from the outside.

◆ Enable faculty to teach their field of expertise: There is no need for all teaching at Waseda to be conducted in English. It is more important that professors provide high-level education in their fields of expertise, using the language and methods they are best at, and my aim is that we all share these values.

◆ Promote real collaboration between high schools and the University: It is extremely important that students at our attached high schools really understand what it means to study at university; and that we foster the feeling that what they want to study at our University. Many of the teachers at Waseda University Senior High School and Waseda University Honjō Senior High School have the experience of postgraduate study, and, together with university professors, can help students become motivated regarding university study. Let us promote real collaboration between the high schools and the University.

◆ Integration of research, education, and service: To make the most of Waseda’s research and education, both resilient intellect and flexible sensibility are essential. In order to foster these, I will promote the following policies.

◆ Volunteer activities: Students who have the experience of participating in volunteer activities even once experience a dramatic change in their understanding. Through this experience, students put into action Okuma’s words: “It is not enough to work for yourself, your family, your country; you must contribute to the larger world.” I shall increase opportunities for students to engage in volunteer activities.

◆ Leadership education: “Leadership without authority” is not something that we are born with. It is something that is

fostered with appropriate education. With this philosophy in mind, I shall nurture future global leaders among Waseda students.

◆ Educational projects developed by administrative staff: Volunteer activities, internships, and other educational projects developed by administrative staff, such as professional workshops, Kōhai Navi (“help your juniors navigate the world”), Fumidasu・Tsunagaru (“take the first step and connect”), “Hello Waseda” and the like have had a great impact on students. Enabling administrative staff to contribute all the many strengths they have to offer, I want both administrative staff and faculty members to nurture global leaders.

Ｂ Waseda is Education: educating students who shine on the world stage

Ｃ Waseda is Service: nurturing global leaders with resilient intellect and flexible sensibility

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総長選挙規則施行規程 様式３ 2018年総長選挙

◆ Promotion of diversity: It is only by studying in an environment in which discrimination based on sex, nationality, religion, beliefs, and so on has been eliminated and diversity has been achieved that students can go out into the world as true global leaders.

◆ Sharing educational resources with the community: Another of Waseda’s important missions is the provision of spaces—such as the lifelong learning of the Extension Center and “Waseda NEO” at our Nihonbashi campus—where educational resources can be shared with and returned to members of the community who have the desire to study.

Ⅳ．Future initiatives to make Waseda a stellar world-class university

� Develop new methods of raising funds: In order to strengthen our financial base so that we do not rely so heavily on tuition fees, in addition to donations from alumni, we need to study successful examples of fundraising from philanthropists both inside and outside Japan and put them in place.

� Establish better ways of publicizing our achievements: In order to attract first-rate human resources to Waseda, we need to make our high-quality research and education better known both inside and outside Japan. To do that, we need actively to develop new publicity strategies.

� Consider the possibility of a medical faculty: In order to make Waseda a stellar world-class university, we must greatly expand our research and education in the life sciences and medicine. To establish a new faculty of medicine at our university would require permission from the Association of Japanese Medical Colleges, and it is often said that that is probably impossible. Therefore, we need to narrow our strategy to absorbing or merging with a medical college, although we also need the mettle to ascertain the likelihood of success.

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