Mario Saad responds

JU - Almost a year has passed since the arrival of the Covid-19 pandemic in Brazil, the scenario is still uncertain regarding the resumption of academic activities in person, in its various segments. How can we face this reality without putting the health of students, teachers and staff at risk and, at the same time, preserve the progress of teaching, research, assistance and administration activities?

Mario Saad – Firstly, we would like to highlight that Unicamp has been a protagonist in the fight against Covid-19, since the arrival of the pandemic in Brazil. At the end of 2019, our health units were already monitoring the escalation of the pandemic in the rest of the world and began to outline contingency and risk plans. We cannot forget that Unicamp was the first institution in the country to place its students and employees in quarantine, even before any decision from government levels. Through the Task Force Against Covid-19 and its health care services, with emphasis on the Hospital de Clínicas and Cecom, Unicamp has stood out in the fight against the new coronavirus.

In recent months, impactful research has been rapidly developed and hundreds of people have been served, from the general population, via the Unified Health System (SUS), as well as students, faculty and staff, members of our university community. Furthermore, we had volunteering actions never before developed at the university, in the proportions we are seeing now. Collection of food baskets, loans of equipment to facilitate remote access, mental health care, and so on. We need to highlight this impeccable performance by our community in facing the pandemic, which should still take a few more months to end.

From the analysis of this scenario, considering that with some discomfort, students, teachers and staff quickly needed to find ways to continue activities at Home Office, the first step of our management will be to offer greater institutional support to the community, so that activities continue to be developed without compromising the quality of Teaching, Research and Extension carried out on our campuses, as well as the physical and mental health of our entire public. We need to look for solutions to make distance activities more beneficial and didactically effective for the professionals and students involved, both in undergraduate and postgraduate courses and in extension activities. We also need better infrastructure for equipment, internet, Information Technology, Occupational Health and Human Resources. Furthermore, we will ensure that strategies for returning to in-person activities will be the safest and most proactive possible given the pandemic scenario. We also intend to review the calendar of some activities, in order to propose greater schedule flexibility and thus offer attention to those people whose activities were irreparably damaged during this pandemic period. Furthermore, we need to listen more carefully to what local communities say in their specificities. The reality faced by all of us is the same, but the demands are often specific, and we need to be aware of these issues, so as not to perpetuate injustices within our institution.

In short, within the principles that permeate our management, we will need a lot of administrative boldness so that activities continue to flow in our daily lives with more Harmony and Responsibility. That's what we believe.

 

JU - The pandemic also drastically affected the economy, with a reduction in economic activity and a consequent drop in ICMS collection, the main source of resources destined for public universities in São Paulo. The economic recession, which was already significant before this scenario, worsened even further. How can we preserve the quality of teaching, research and services provided by Unicamp to the community, especially in the health sector, in a context of deepening budget restrictions?

Mario Saad – This is an issue that Unicamp has been focusing on for some time, without significant progress. The pandemic made this budgetary difficulty even more apparent, bringing up very difficult discussions that sometimes bring us closer together than apart. As well explained in the question statement, we are a Public University in São Paulo and, as such, our main source of resources is ICMS, which is always unstable to market fluctuations. But, that is not the problem in itself. We must ask ourselves what the alternatives are to attract new resources to our university given our reality and, faced with viable solutions, work to put them into practice. Bold management and legal responsibility are required, in order to open paths that enable greater interaction with sectors of public power and also the private sector. We need a medium and long-term plan that allows us to strengthen our institutional fundraising mechanisms in all segments of activity. This is not an easy path, and it requires a lot of detachment and willingness to dialogue.

Speaking specifically about the health sector, as proposed in the question statement, the Rectory must play a relevant role in the political process of attracting extra-budgetary resources, aiming to improve both health care activities and Teaching, Research and Extension activities. Our management’s proposals are:

• Stimulate, induce and politically and legally support new forms of financing, with maintenance or, preferably, increase of SUS service. Seek, in an active and professional manner, resources for parliamentary amendments that can have a significant participation in health financing;

• Lead, together with the FCM Board and Congregation, as well as the Management of our hospitals, the search for new forms of legal entities for the Health Area, allowing greater commitment from the State Department of Health (SES) to be achieved with the financing of our hospital complex;

• Institutionally and legally integrate the new Institute of Otorhinolaryngology into the Unicamp Health Area, and participate decisively in the search for public financing and new forms of financing for this new hospital;

• Strengthen the Unicamp Health Area Foundation (Fascamp) aiming for its certification as a charitable entity (philanthropy title), which would enable the management of agreements and contracts with less onerous rates for health care services, given the reduction of employer charges . Such savings will be useful in qualifying the services provided and reducing costs with personnel expenses for the entire Health Area;

• Aiming to increase the number of hospital beds, add new specialty sectors, through the implementation of new hospitals with different administrative models and financed by the Department of Health;

• With the objective of maintaining excellence in teaching, research, extension and assistance activities with repercussions for serving the population, providing the expansion and modernization of technological infrastructure, incorporating new technologies, including artificial intelligence and telemedicine in the Health Area;

• Improve interaction with municipal public authorities, based on agreements for the joint administration of emergency rooms, specialized centers and/or Basic Health Units, strengthening recently implemented agreements and integrating the records of all SUS services for unified management of pathologies and limitation of repeated examinations;

• Expand Unicamp's insertion in the management of new hospitals and AMEs, linked to the SES. Understanding that health management in the region has a direct impact on the qualification of cases that will be correctly forwarded to campus hospitals. Furthermore, with expanded health campuses, the spectrum of complexity of clinical cases increases, providing more complete training for students and researchers;

• Definitively consolidate the Hospital de Clínicas (HC), the Hospital da Mulher “Prof. Dr. José Aristodemo Pinotti” (Caism), the Hemocentro and the Gastrocentro as reference structures for complex cases, reducing the referral of low-complexity cases that overcrowd the specialized services on campus;

• Stimulate Clinical Research, making every effort to ensure the proper functioning of the FCM Clinical Research Building;

• Improve physical infrastructure, adapting spaces to contemporary needs, including accessibility;

• Work so that Unicamp, through its Health area, definitively enters the era of minimally invasive surgeries, acquiring equipment for robotic surgery;

• Strengthen Family and Community Medicine activities, aiming for greater insertion of Unicamp in society in different health practice scenarios, encouraging training and professional performance.

 

JU - Universities and Science have been harshly attacked by sectors of society aligned with denialist positions with an ideological bias. In your opinion, how should Unicamp position itself in the face of these attacks and what role should it play in defending its purposes?

Mario Saad – We must start asking ourselves: “why have we come this far?”, “why do we now need to prove the real value of the University and Science itself?” As a University, we need to start with what we are responsible for as an institution that generates knowledge, that is, to reflect on our own responsibility as an Academy. We cannot stop taking our place of speaking and paving the way for scientific denialism to take hold within society. We already know this well, in places where the State is not present, other powers are instituted. It involves self-criticism, that is, knowing at what point the University loses contact with the surrounding population on a daily basis. Regarding the positioning of our management in relation to attacks against science, we are irreducible in defending the university and scientific knowledge, and we will implement the appropriate institutional mechanisms to expand the voice of our scientific community in the different segments of society. In this sense, within the current technological and communication scenario, in which communication tools and methodologies change every day, we understand that it is necessary to strengthen the fields of Information and Communication Technology at our university. In this sense, we have the following proposals:

With regard to strengthening the Information and Communication Technology (ICT) sector

• Regulate and expand the participation of technology companies in innovative projects of interest to Unicamp;

• Take advantage of the workforce of university faculty, staff and students in city, industrial and commercial projects to leverage technological and scientific innovation;

• Implement an interface equipped with artificial intelligence for interaction with the main areas of interest of society and also in internal processes

• Carry out ICT governance by defining the policies and responsibilities of Unicamp's ICT bodies and Councils;

• Make effective management of resources with technological updates for all campuses;

• Manage ICT processes;

• Expand the services offered by central ICT bodies, so that they can more effectively meet the demands that arise at all times, resulting from technological advancement itself;

• Integrate computerized, administrative and academic systems, in order to: (1) Simplify access for teachers, students and staff to the Academic Board (DAC) systems, in full operation; (2) Simplify information access to administrative systems;

• Ensure access to the global computer network through scalable, high-speed and stable data transmission links between all University campuses;

• Ensure the fully digital processing of university documents, as provided for by law. Act in accordance with the General Personal Data Protection Law (LGPD);

• Invest, consolidate and stabilize the “Unicamp Cloud” and address the effects of customer migration to the cloud;

• Study of the technological feasibility for teleworking definitively.

With regard to communication activities carried out at the university

• Map the communication activities carried out in various sectors and teaching and research units at the university, such as journalism, advertising, public relations, web design, radio and TV, among others;

• Promote the coordinated management of press relations, journalistic communication and public relations actions, between the central administration and other sectors of the university, favoring the optimization of human resources;

• Encourage the continuous improvement of communication professionals through specific professional updating courses, given the continuous advancement and improvement of communication tools and methodologies;

• Provide physical infrastructure and state-of-the-art equipment that provides quality to communication products produced within the university, in this sense, seek extra-budgetary financing mechanisms for the acquisition of these materials;

• Provide Unicamp with updates in the execution of subscriptions and/or acquisition of software licenses and applications for image editing, electronic publishing, among others, in constant market update;

• Encourage partnerships with units and media outlets at public institutions in order to increase the university's reach to other public segments

• Provide consultancy and legal assistance to facilitate the implementation of a Community Radio at Unicamp;

• Encourage the creation of specific funding lines aimed at the production of scientific dissemination content, in different media and platforms;

• Promote continuous training of the academic community for scientific communication and dissemination activities, such as social media management, media training, communication management, crisis management, electronic publishing, among others;

• Strengthen the university's relationship with external communication sectors, as well as press vehicles and institutional bodies;

• Strengthen Public Relations activities, aiming at adequate protocol support for events held by the university and also for preserving the institutional image;

• Encourage the creation of permanent crisis offices with the participation of managers and communication professionals, aiming at joint coordination between the central administration and its respective subordinate units;

• Encourage the structuring of production services for websites, magazines, applications and other pieces of communication demanded by the university community;

• Nuclear discussion in forums to develop communication policy for the university, with the outline of standard norms and procedures, including scenario transformations resulting from the significant increase in events held on a virtual platform;

• Strengthen existing communication actions and initiatives at the university, led by units such as RTV, Labjor, Labeurb, Proec, Executive Secretary for Communication, among others; as well as local consultancies, such as HC, FCM, FCA, FOP, DGRH, Caism, Hemocentro, etc.;

• Support and offer support to units and institutes that do not have communication teams or professionals;

• Promote social media management and monitoring activities;

• Promote the production of communication indicators, as well as carrying out periodic analysis of metrics;

• Encourage communication actions with a positive agenda and risk mitigation.

 

JU - In recent years, a significant number of teachers and staff have reached retirement. At the same time, budget restrictions resulting from the economic situation make it difficult to replace staff at the same pace. How to minimize damage and maintain quality?

Mario Saad – At Unicamp we have the General Directorate of Human Resources (DGRH), which defines policies in this field. The first step to minimizing damage and maintaining the quality of the activities carried out is to resume the DGRH's leading role as an advisory body to the central administration. In the countless meetings we have held with our community, especially with technical-administrative employees, we have observed the exhaustion of work flows and processes in the face of the new reality, so that many tasks can be revised. Some activities that previously required a very large number of people to carry out can now be adapted or reinvented, without overloading work for those who remained active. The mobility of servers, without the characteristic stress that often makes our workers ill, could be carried out without bureaucracy, leaving people happier with what they do. We do have a need to replace retirement vacancies in all sectors, and we will do this with a schedule that takes into account the urgency and specific needs of each area. We also have work processes and even structures that no longer apply to our reality, including the curriculum, which could be improved. After the pandemic, for example, we will have to face a more than necessary discussion about remote work versus in-person work, among many other new developments. From this context, DGRH will have a strategic role in our management, precisely because it concentrates our university's expertise in people management. It will be up to the DGRH and bodies linked to it to offer subsidies to the collegial decision-making bodies of our university, in order to promote improvements in the organizational infrastructure of the Human Resources framework. Our proposals for Human Resources management are therefore:

• Recover the role of DGRH as Human Resources Directorate. In this sense: (1) Implement a program through DGRH with actions aimed at People Management within the scope of Unicamp; (2) Create a pro-manager program, which provides for training, qualification and updating of future managers in designated positions, on fundamental aspects of managerial activities;

• The creation of a Mentoring Program that enables the sharing of knowledge and professional experience among professionals from different sectors of the University, where employees propose to interact with other professionals at the beginning of their careers or who seek new perspectives in solving problems and proposals improvements, with the possibility of specific training, technical conferences, workshops, visits to other Units/Bodies, among others;

• Encouragement to carry out actions, programs and initiatives that aim to: support teaching and non-teaching staff in difficult moments in their lives that impact the quality of services provided, offering medical, psychological or social assistance support, when necessary, and in partnership with other bodies of the University specialized in addressing these issues;

• The DGRH's coordinated action will involve collaborative actions with other bodies specialized in receiving and forwarding complaints and reports that compromise the physical, emotional and psychological safety of employees, such as: Ombudsman's Office, Executive Directorate of Human Rights and Mediation Chamber;

• Propose actions aimed at worker health, well-being and quality of life, as well as events aimed at engaging and motivating employees in their activities;

• Develop a periodic interaction program between DGRH and local HR, with the aim of strengthening actions, processes and workflows, promoting professional development, improving communication and providing support to teams;

• The creation of a specific and periodic Human Resources update program, aimed at training and qualifying managers and HR teams from the various Unicamp units, on new developments in the sector, legal guidelines, occupational health, among others;

• The promotion of debates, working groups and technical-legal monitoring and/or professional associations, which can support employees in matters of interest, such as regime change, remote work, among others.

 

JU - One of the most sensitive issues for technical-administrative employees concerns the career framework in different segments. How can we handle this topic in a way that reduces internal tensions?

Mario Saad – Based on the meetings we have held with technical-administrative employees, we believe that not only listening, but also the active participation of employees in consolidating their careers is what can minimize internal tensions in this sense. In fact, much of the climate of dissatisfaction in the category, related to the last Paepe Career Progression process, has to do with this lack of listening and involvement of employees by collegiate bodies, in the construction of adequate evaluation mechanisms, whose criteria were not even disclosed with the necessary clarity and objectivity, even before candidates register. We reinforce the need for employees to listen and actively participate in consolidating their own careers. Our management’s proposals for employee careers are:

Regarding assessment and career progression

• The annual provision of resources for Paepe Career Progression and Assessment, with a model that is based on performance, trajectory, the search for improvement and the achievement of the goals and objectives set;

• The appreciation of titles obtained during the professional journey is important, must be recognized, and included with promotions for titles within each segment;

• Improving the career and progression process currently in force, aiming for improvements;

• Valuing the trajectory and professional experience of workers;

• The institutionalization of awards for Paepe Career professionals, as a way of recognizing and valuing professional performance and the development of practices and initiatives that have been used to improve the university;

• Encouraging the participation of Paepe professionals in teaching, research and extension activities, in notices, programs and other internal initiatives, with the possibility of salary supplement compensation, as long as there is legal security;

• Implementation of a Paepe Server monitoring committee.

Regarding internal mobility

• Define clear and objective rules related to the processes of internal mobility of employees, including the creation of a transparency portal so that employees are aware of existing opportunities;

• Work on developing and strengthening an organizational culture that understands the internal mobility of employees as an opportunity for renewal and professional growth for professionals interested in changing areas, units and sectors;

• Propose, with legal certainty, the study of alternative mechanisms to the current model of unit certification, which conditions the internal mobility of employees to the availability of vacancies and resources in each location;

• Promote continuous training of employees on issues of internal employee mobility, moral harassment, human rights, conflict mediation, among others.

With regard to training and qualification

• Expand the courses offered, with a greater number of places and time availability, including at night;

• Encourage the offering of courses and training that are aligned with the strategic needs of the University;

• Encourage the creation of partnerships with other universities and educational institutions, in Brazil and abroad, including government bodies, in order to expand the offer of courses, the exchange of expertise between institutions, including the international mobility of employees to carrying out and/or offering training and courses;

• Maintain and expand the offering of language courses, fundamental to the university’s internationalization process;

• Offer training and qualification courses at all levels of activity, aiming for excellence in activities and professional achievement;

• Promote the offering of university management courses and training to all interested employees, without restriction to management positions;

• Provide for the implementation of new communication technologies to carry out distance training.

 

JU - On a global scale, the emphasis on research quality assessments has been shifting from mere attention to productivity to issues of impact and relevance. How should Unicamp respond to this cultural change?

Mario Saad – Unicamp is one of the best universities in Latin America and we also want to include it in the ranking of the best universities in the world. To do this, it is not enough to publish. It is necessary to seek impact and demonstrate the relevance of the research activities carried out at our university. Let this not be confused exclusively by publications in high impact factor journals. Publications in large quantities, with a high number of citations and in journals with high international visibility are important and should be encouraged, but they are not the only indicators of impact and relevance in research. We need to go further. We need to value research results that have a comprehensive impact on the scientific community and society. There are several indicators that show that we are on the right path, but we believe that we can further expand Unicamp's space in society by combining research activities with extension activities.

Unicamp has opinion leaders and scientific and artistic references in different areas of knowledge. Many may not know, but every year, researchers from Unicamp are invited to nominate names of candidates for the Nobel Prize. This is an important indicator of our institution’s global research relevance. The voices of Unicamp researchers need to be echoed and heard more continuously. Unicamp employees need to be more recognized for the influence they actually have. Interlocution with society through the media or through participation in bodies that define public policies needs to be more valued. To achieve this, we need to promote scientific dissemination and communication initiatives, in addition to encouraging the participation of Unicamp members in scientific, academic and, why not, political entities. Unicamp's impact will also be fostered by the exchange of ideas and research through interinstitutional partnerships and internationalization. Unicamp's museums will also be valued and used to transmit the knowledge generated at the university to the population of all ages.

In addition to ideas and fundamental research, Unicamp stands out for being the birthplace of innovative concepts whose applicability transforms society. These concepts will be promoted by INOVA, promoting the generation and licensing of new patents, partnerships with companies and public or private institutions, incubation of startups, etc. Furthermore, we will create the Secretariat for the Development of Research, Innovation and Extension (SDPIE), with the aim of creating conditions to bring together Unicamp's research, innovation, arts and extension skills, and companies and institutions interested in partnerships. With this, we will encourage another important activity to increase Unicamp's impact and relevance: attracting extra-budgetary resources. By promoting Unicamp's visibility, demonstrating the impact that the university has on people's daily lives and reducing bureaucratic constraints that discourage the establishment of partnerships, more resources will be attracted. On the other hand, with more resources and more efficient management, Unicamp will prove to be even more influential and relevant to society.

HIDS (International HUB for Sustainable Development) is an example of a public-private partnership that brings Unicamp closer to society and places it in a protagonist position in building a better future. The Unicamp Task Force Against COVID-19 is yet another example of a successful initiative involving Unicamp's interaction with other institutions and whose social impact has been enormous. These and other initiatives with a mixed research and extension nature will be encouraged and, as far as possible, perpetuated. Also, there is no way to forget Unicamp's role in the field of Health Care. As an example, HC serves a population of 6,5 million inhabitants in cities in the interior of São Paulo and southern Minas Gerais. Research that increases the capacity, scope and quality of care will be encouraged. Unicamp also has partnerships with the Public Ministry and other entities to support populations at social, economic or health risk. Again, research that promotes this interface will be valued. Unicamp must also be committed to reducing inequalities. Therefore, research carried out in this sense or by individuals from ethnic-racial minorities will be prioritized.

 

JU - Still within the scope of research quality assessment, are the usual impact and relevance measures the most appropriate, considering Unicamp's mission?

Mario Saad – Recently, Unicamp underwent an institutional assessment in which it was well evaluated in terms of research and innovation. The evaluation criteria were comprehensive and relevant, exposing Unicamp's clear vocation and prominence in research in different areas of knowledge. However, there are challenges to be overcome, one of which is precisely increasing Unicamp's transformative potential and the university's impact and relevance on the international scene. The part of Planes dedicated to research activities was largely directed towards the search for greater insertion. Some of the planned actions aim to meet these needs, but it is up to the new management to continually evaluate the progress of the strategies proposed in Planes and create ways to make them viable. It is also up to the new management to adapt the evaluation mechanisms and planned actions based on new ways of perceiving impact and relevance. Our commitment is precisely this. And, as previously stated, we think that a way to better assess the impact and relevance of Unicamp's research activities is to promote the visibility and extramural reach of these activities in conjunction with Extension.

 

JU - What should be the role of the Rector in situations of conflict in the internal community, involving students, staff and teachers, taking into account the history of occupation of the Rectorate in the recent past?

Mario Saad – Dialogue always, in all situations, as many times as necessary. Regarding the recent past mentioned in the question statement, in which the Rectory was occupied, we deeply regret that the situation has escalated to such a violent scenario. And we are not specifically referring to the depredation of public assets, but rather to the fact of weakening a relationship that we consider a pillar for our institution, which is the teacher-student relationship. There was a lack of dialogue. In crisis situations, the rector and vice-rector have the role of leading dialogue with representative entities, be they students, teachers or staff. We are all members of the university community. We often occupy different positions in the organizational structure and defend diametrically opposed positions, but that does not mean we should see each other as enemies. Our struggles can often be disparate, other times complementary, and this is a natural process in the context of democracy. Having held the positions of Director of the Faculty of Medical Sciences (FCM) and Institute of Chemistry (IQ), both Zezzi and I have already faced tough clashes, always respecting everyone involved until a decision could be made with the consensus of the majority.

JU - The State government's recent relationship with the academic community has been tumultuous, with threats of cuts to institutions' budgets, which required great mobilization to avoid measures that, if approved, would put teaching and research activities at risk. In your opinion, how should the rectory behave in the face of these threats and what is its policy on interaction with the state government?

Mario Saad – Our policy regarding threats and also interaction with the state government will be the same towards our internal community and all other segments of society, that is, dialogue. We cannot, while occupying the position of representatives of a public institution the size of Unicamp, close ourselves off from dialogue with anyone, no matter how difficult this dialogue may appear. Unfortunately, Unicamp has reaped bitter fruits resulting from its lack of interaction with sectors that many consider intractable or incommunicable. As we said before: when we stop occupying certain spaces, others take our place and our right to position ourselves. The political activity of a rector (understand the term derived from the Greek politiké) should never be confused with party political or ideological action.

 

JU - How do you assess the importance of affirmative action and social inclusion policies at Unicamp and how to deal with the challenge of retention and student support policies, taking into account the growth of students with lower income?

Mario Saad – Affirmative action and social inclusion policies are a reality at Unicamp, which for some years now has been implementing a series of initiatives through its collegiate bodies aimed at expanding access for students with greater social vulnerability. We value these initiatives and will reinforce them, always taking care to provide adequate conditions for student retention. Many initiatives that already exist today need more institutional support. As an example, Student Housing is the focus of our attention, as we understand that the space is an extension of our campuses that should receive greater attention from the central administration. As in other segments of our university, other sources of financing will also be sought for permanence policies, which allow better conditions for our students to continue their studies. The following are proposals from our management:

With regard to affirmative policies

• Encourage the actions of the Ethnic-Racial Diversity Commission (CADER) and discuss the feasibility of transforming it into a body with more autonomy and institutional insertion;

• Robustly increase the number of SAE scholarships and create new sources of financing, facilitating access and use of these scholarships;

• Expand initiatives aimed at public school students, still restricted to the municipality of Campinas, to cities in the Metropolitan Region;

• Refine socio-economic support and periodic evaluation mechanisms, aiming at students’ permanence at university and excellent performance;

• Strengthen and expand current provisions relating to the granting of social benefits;

• Strengthen and expand student access to health services offered to the community, on all Unicamp campuses;

• Encourage student participation in artistic, cultural, sporting and leisure activities that must be offered by Unicamp, on all campuses

• Propose the creation of the Afro-Brazilian Studies Center;

• Establish partnerships with Unicamp’s daughter companies to offer internships to undergraduate students;

• If there is legal security, establish partnerships with private companies to act as financial guardians for quota holders, as an option to guarantee their permanence at the university;

• Invest in strategies to disseminate the importance of affirmative actions, within the scope of Unicamp, to the three main audiences that make up the academic community: students, teachers and staff.

With regard to the Student Housing Program

• The revitalization of the Housing's spaces, with structural improvements and aesthetic enhancement of common areas, with the aim of providing a better quality of life;

• Install structured cabling (internet via Unicamp cable) in student homes, allowing access to the virtual environment, with the aim of improving connection quality, internet stability and access to the university's information systems;

• Stimulate, together with ME resident students, collective management projects for spaces and improvements to be implemented;

• Encourage, within the scope of the ME, the carrying out of university extension and solidarity projects, in collaboration with associations and NGOs, in order to bring Unicamp Student Housing closer to the neighborhoods in its surroundings;

• Highlight the basic services that can be provided to residents of Student Housing, with the support of local businesses in offering more accessible conditions to students;

• Create mechanisms that provide greater integration between ME and Unicamp, with improved management (more intelligent and participatory) and provision of general services;

• Encourage the participation of ME resident students in cultural and sporting practices offered on the Unicamp campus, in Campinas, especially on weekends;

• Propose a study to implement a tracking system to control vacancies (with vacancy allocation and validity control).

Regarding the Student Support Service (SAE)

• Review the connection of the SAE, today at PRG, whose operations are broader and today permeate numerous areas of the University;

• Improve and update SAE’s ICT system;

• Replace, with financial responsibility, the loss of employees from recent years, reducing the workload of SAE employees.