「WasedaVision150」について

総長挨拶

English

2011年3月11日の東日本大震災と原発事故、その後に引き続いた国内外における集中豪雨は、その被害の甚大さによって私たちに大きな衝撃を与えただけでなく、科学技術や社会システムのあり方、研究者の社会的役割、さらには私たちの生き方そのものについて深刻な反省を迫りました。同時に、私たちがすでにグローバル経済構造の中に深く組み込まれていること、環境・エネルギー問題など地球規模で解決を図られるべき課題が想像以上に深刻な状況に達していることを痛感させました。

グローバル化が急速に進展し、環境・エネルギーのみならず貧困・地域紛争など地球規模の課題がますます深刻化する中で、原発事故の教訓等を踏まえつつ、真の世界平和と人類の幸福を実現しようとするならば、新しい価値観、新しい科学技術や社会システムのあり方を提示すると同時に、次の時代を牽引していく優れた人材を育成していくことが必要とされています。この役割を果たしうるのは、長年にわたり最高度の学問の府として君臨してきた大学を置いてほかにはありません。それだけに、大学には、いま、学問とは何か、大学とは何かを問い直し、自己改革を重ねていくことが強く求められているのです。

幸い、早稲田大学は、創立以来、自由で独創的な研究を究めることによって世界の学問に裨益し(学問の独立)、学問の活用を通じて社会の進歩に寄与する(学問の活用)とともに、個性を尊重した教育を通じて、国家社会を利済し、広く世界に活動すべき人格を養成する(模範国民の造就)という建学の理念に基づいて、最高・最新の教育・研究を実現すべく不断の努力を重ね、極めて幅広い分野に進取の気性に溢れた有為の人材を多数輩出してまいりました。さらに、近年においては、2007年の創立125周年を機に策定された中長期計画 “Waseda Next 125” の下で、グローバル化対応の促進、学部の壁を越えた全学的な基盤教育の拡充、学際研究の推進などを行い、飛躍的に発展しつつあります。

しかしながら、その一方で、わが国の経済は予想以上に長く停滞し、大学を取り巻く状況はますます厳しくなっています。そこで、私たちは、こうした状況を踏まえつつ、本学が、今日の大学に課せられた重い使命を果たすべく、これまでの歩みをさらに発展させ、アジアのリーディングユニバーシティとして確固たる地位を築くための中長期計画 “Waseda Vision 150” を策定いたしました。

“Waseda Vision 150” では、いまから20年後、本学が創立150周年を迎える2032年に、①世界中から、世界に貢献する高い志をもった学生が早稲田に集い、②世界の平和と人類の幸福の実現に貢献する研究が行われ、③早稲田大学の卒業生(校友)が、世界の至る所で、また、あらゆる分野で、グローバルリーダーとして社会を支え、かつ、早稲田大学と緊密な協力関係を築いており、そして、④早稲田大学がアジアのモデルとなりうる運営体制を確立しているという姿(ビジョン)を思い描き、そのビジョンの実現に向けて、いま何をなすべきであり、何をなすことができるかを考え、13の核心戦略とそれを実現するための具体的なプロジェクト等を提示しています。

この13の核心戦略は、入学者選抜、教育・研究、国際展開・新分野への挑戦、大学運営など広範囲に及びますが、その目指すところは、上記①から④までのビジョンと対応するかたちで、(1)人間力・洞察力を備えたグローバルリーダーの育成、(2)未来をイノベートする独創的研究の推進、(3)校友・地域との生涯にわたる連携を強化し、(4)進化する大学の仕組みの創設という4つに整理することができます。“Waseda Vision 150” の核心戦略は、大学本部の関係各部がそれぞれの現状と課題の分析に基づいて提案した改革案を基礎とし、教職員・校友等から寄せられたさまざまな意見を踏まえて、理事会としての考え方を取りまとめたものです。今後は、逐次必要な検証を踏まえながら、理事会の責任の下に、核心戦略を実現するための具体的なプロジェクトを実施するとともに、社会に対する説明責任を果たしていく所存です。

また、本資料には、“Waseda Vision 150” の策定にあたって各学術院(学部・大学院・附置研究所)・附属校・芸術学校等に提出を求めた将来構想の概要も掲載しています。それらの中には大学全体としてさらなる検討を要するものもありますが、今後議論を深め、必要性と適切性が認められるものについては、所要の手続きを経て、順次実行に移していくこととなります。

“Waseda Vision 150” に盛り込まれた改革を実施する際には、徹底的な経費削減を行い、全学の資源を有効活用しなければなりませんし、現下の厳しい財政状況を考慮すれば、財政構造それ自体の改革を図ることも必要となります。ただし、厳密な将来予測と公正な評価基準に照らして、教育・研究の質の向上のために真に必要性が認められる新規事業については、これを積極的に実行してまいります。

“Waseda Vision 150” は、これを策定することで終わるのではなく、毎年の評価を通じて、不断に改善し、より良いものへと進化させ、実現していかなければなりません。改革が抜本的であればあるほど、それを実現するためには、理事会と関係各箇所が、また教職員・校友・学生の一人ひとりが、改革の目標や問題意識を共有し、一丸となってこれに取り組むことが必要となります。教職員・校友・学生をはじめとする関係各位の改革への積極的なご協力を期待しています。

TOPへ戻る

The Great East Japan Earthquake which struck on March 11, 2011, the nuclear reactor disaster it precipitated, and the torrential downpours which fell in many parts of Japan, and in neighboring Asian countries, will undoubtedly leave a lasting impact on all of us who were touched by these events to some degree. The sheer magnitude and disruption caused to our modern societies when taken together, represents what may one day be described as a watershed moment for societies around the world, including Japan’s.

These unprecedented disasters have called into question the very purpose of science and technology, our societal systems and infrastructure, the role of scholars in society, and even our way of life. At the same time, these events also brought to fore the stark realities of not only how critical Japan is to the overall global economy, but also how seemingly domestic issues such as those related to the environment and energy have reached in many respects, a critical juncture beyond what many of us could have imagined and which require global solutions.

As rapid globalization of our society continues to gain momentum, and perennial global issues such as poverty, regional conflicts, in addition to the environment and energy continue to cast a shadow on human society’s future, all of us now face the responsibility of drawing lessons from the Fukushima Daiichi Nuclear Power Plant. If it is the ultimate goal of human society to work towards achieving real peace and contentment throughout the world, then now more than perhaps at any other time in recent modern history, we must rebuild our system of values, spur new and original advances in science and technology, and establish new societal systems. Furthermore, such a complex undertaking can only take place while simultaneously answering society’s need to provide human resources with the specialized skills and leadership capability to bring this to fruition.

Only one societal institution is capable of and has proven itself over the centuries to be able to fulfill this critical role of providing such human resources; these are society’s seats of learning and knowledge, or in other words, its universities and advanced institutes of higher education and research. For this reason, universities find themselves at a crossroads, having to redefine what scholarship and learning is, their role as universities, and the need to constantly apply reforms on an institution-by-institution basis.

Fortunately, Waseda University has, since its very establishment, always maintained an educational mission composed of three founding principles: (a) the “Independence of Learning,” a dedication to free and creative scientific inquiry for the advancement of civilization; (b) the “Practical Utilization of Knowledge,” the practical application of knowledge for the public good; and (c) the “Promotion of Model Citizenship” by contributing to the welfare of the state through educational opportunities which respect individuality and which cultivates leaders who will be active throughout the globe. It is a testament to our founding principles that have guided our relentless pursuit of the most advanced and modern education and research programs available, resulting in the cultivation of generations of human resources representing the expansive range of human endeavor and endowed with a strong sense of enterprise.

Furthermore, instituted in 2007 to mark the 125th-year anniversary of Waseda’s founding, the University embarked on a mid- to long-term strategic plan known as Waseda Next 125. This comprehensive plan includes various strategies that tremendously expanded the University’s ability to better compete in this era of globalization, as well as expand academic core curricula which transcends individual undergraduate program boundaries, strengthening our interdisciplinary research activities.

Unfortunately, as Japan’s economy has yet to recover from its long economic malaise, its universities are themselves facing ever-stiffer headwinds as each plots a course for the future. In the face of such adversity, Waseda University is embarking on the next phase of its long-term strategic development; one that all of today’s universities are beholden to accept in order to remain globally competitive. Designed to firmly establish Waseda as Asia’s leading university, this next phase will be executed as Waseda Vision 150.

Vision Statement
Waseda Vision 150 was named to mark the 150th-year anniversary of the University’s establishment twenty years from now in 2032 and is a composite of the following four visions:
1. Attract students of the highest caliber and character from around the world to Waseda University who show promise in being able to contribute to the world;
2. Conduct research that will ultimately contribute to real world peace and happiness in human society;
3. Cultivate graduates (alumni) who, in all corners of the globe, and in every academic field, will contribute to the public good as global leaders, and who will continue to support an active and intimate collaborative network with Waseda University; and,
4. Establish an organizational and management structure that will transform Waseda University into Asia’s premier “model university.”
Essentially, Waseda Vision 150 serves as our road map as we think about “What do we need to accomplish at present?” and “What can we accomplish?” It details thirteen (13) Core Strategies, as well as specific Vision 150 Projects and other initiatives that are aimed at achieving these strategies.

Core Strategies
The thirteen (13) Core Strategies encompass the entire range of topics upon which universities are operated, including the admissions process, education, research, international initiatives, pioneering new fields, and university management. We can group these Core Strategies into four (4) strategic objectives: (1) the cultivation of global leaders with a strong sense of humanity and wisdom; (2) the advancement of original research that leads to future innovations; (3) the creation of robust lifelong networks between alumni and regions; and (4) the establishment of a dynamic organizational framework adaptable to a changing world.

The Core Strategies in Waseda Vision 150 were formulated from a compilation of reforms proposed by the University’s various administrative offices, based on analyses of current needs and issues of each organization. Following a draft review and further input from faculty, staff, alumni, and other stakeholders, this plan was officially finalized and adopted by the University’s Executive Board as a long-term policy statement. In the coming months and years, as various initiatives of Vision 150 are instituted, audits and thorough reviews will also be implemented as necessary. It will ultimately be the responsibility of the Executive Board to not only oversee specific Vision 150 projects which are designed to realize Core Strategies but also to promote and report on Vision 150 to the university’s stakeholders and the public-at-large.

The Waseda Vision 150 Strategic Plan also outlines various proposals and frameworks for the future submitted by the various Faculties (undergraduate and graduate schools, affiliated research institutes), affiliated schools, art and architecture schools, etc. As many of these proposals include broader topics which require further consideration by the University at-large, the Executive Board and relevant administrative offices will carefully debate the merits and needs behind each proposal. After being properly processed, successful proposals will in turn be prepared for actual adoption.

In addition to the reforms implemented in Waseda Vision 150, the University will also employ organization-wide cost-cutting measures, as well as raise consciousness of the need to make more effective use of the University’s resources. Considering the University’s current fiscal situation, organization-wide reforms must also include comprehensive fiscal reform initiatives as well. As we push forward with new programs aimed at addressing much sought-after improvements in the quality of our educational and research opportunities, we will rigidly apply fair standards of performance and future projections for each endeavor.

The formulation of Waseda Vision 150 is not an end onto itself but part of a continuous process of implementation, evaluation, and refinement. The more drastic the reform proposal, the more urgent is the need for the Executive Board and all relevant parties need to be in agreement on the issues of concern, as well as on reform objectives. On behalf of the University, I sincerely ask for the full cooperation and support of all stakeholders, including the entire faculty, staff, alumni, and the student body, in implementing Waseda Vision 150.

以上

ページ最上部へ戻る
  • Waseda Vision 150について
  • 早稲田のVision
  • 早稲田の核心戦略
  • ロードマップ
  • 数値目標
  • 核心戦略の関連プロジェクト一覧
  • 学術院、高等学院、芸術学校の将来構想
  • 早稲田大学リンク
  • サイトポリシー