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?
Tom Joe - As we commented in the answer to the second question, it is essential to value the working conditions and well-being of the entire academic community. Furthermore, the sustainable growth of the institution and the guarantee of its excellence also involve replacing its staff, which must be guided by social and institutional responsibility. We believe, however, that recruiting qualified staff is not just an item on a financial spreadsheet. It requires an institutional effort to make the teaching career attractive in its different aspects, that is, from the material and economic to the symbolic, cultural and political. In this sense, it is worth remembering that, on several occasions in this campaign, we cited the words of the founder of Unicamp, Professor Zeferino Vaz, who said that the three priorities for a University were brains, brains and brains. It was imbued with this certainty that Zeferino Vaz sought out and brought to Unicamp the best talents he could find in the country and abroad. We cannot lose this pioneering spirit, regardless of the era and the difficulties inherent to it. Based on these principles, we would like to divide the answer to this question considering three aspects: our current situation, the main challenges that arise, and our proposed solutions in short and medium-term scenarios.
A positive situation is that, thanks to the recent replacement policy, Unicamp has teaching and non-teaching staff, with a significant number of people with less than 10 years of experience. For these people, and for the environment that surrounds them, it is essential that the budget policy clearly shows the possibility of progression in their careers, as we commented in the answer to the second question.
At the other end, we have people who have already acquired, or will soon acquire, the right to retirement. For example, among teachers, according to the S-Integra system, we currently have 1.949 permanent teachers and 28 temporary teachers. There are 428 teachers who have already reached the integrality rule with parity, which represents 22%. We also have another 63 teachers who obtained the retirement rule without parity, that is, 3,2% more. Regarding employees, we have 3.173 Esunicamp employees, of which 449 (14%) are entitled to full retirement with parity and 145 (4,5%) without parity. It is concluded that, in total, 25,2% of current teachers and 18,5% of current employees may retire, and it is unnecessary to emphasize the terrible effect that this would have on our core activities.
For those who are faced with the possibility of retiring, it is essential that Unicamp presents itself as a welcoming and collaborative environment so that, regardless of the formal decision to retire or not, the institution does not lose, from one moment to the next, these people: their brains, their talents and their history.
The main challenge comes from expenses with inactive employees, which grows rapidly due to new retirements, reaching 42,5% in 2019. There is no prospect of a reduction in this growth and, in general, such retirements require replacement to guarantee the quality of the activities provided. The share of expenses with part-time pay and additional salary for length of service on the payroll has also been increasing and reached 23,6% in 2019.
Added to these concerns is the stagnation or reduction of non-budgetary revenues. In 2019, these revenues were in the order of R$798,4 million, with emphasis on the support agencies Fapesp (R$175,9 million), Capes (R$86,4 million) and CNPq (R$56,7 million), in addition to resources from SUS (R$ 230,9 million). Funding agencies have been subjected to significant budget cuts, which compromises transfers to universities. Furthermore, the failure to readjust the amounts transferred by the SUS also compromises the financing of health activities, which is aggravated by the current critical moment of increased demand for services and rising expenses.
Finally, the tax reform being discussed in the National Congress should unify indirect taxes, including ICMS, which is the basis for universities' revenue. Diligent action is imperative to ensure the existence of compensatory mechanisms that avoid discontinuity in University funding.
Given the shorter-term scenario already described in the answer to question 2, and taking into account the restrictions imposed by Law No. 173, our candidacy sees the year 2021 as a valuable opportunity to agree with the teaching community to carry out effective actions to enhance their careers, including the discussion on replacing staff. We specifically propose the creation of discussion forums that, obviously, do not exclude or replace the important participation in councils established at the university. On the contrary, we believe that sharing ideas in such forums contributeswill to raise awareness and awaken interest, especially among younger teachers and staff, in institutional life. It is worth highlighting the importance of the presence of the representative entities, ADUnicamp and STU, in legitimizing and enriching these forums. In summary, we reiterate the relevance of a collective renegotiation of decision-making relations at Unicamp, which is reflected both in the procedures for prioritizing career progression and in discussions and solution proposals aimed at replacing staff.
For the medium-term horizon, corresponding to the period 2022-2024, as also mentioned in the answer to question 2, our proposal is clearly placed in the management program "Unicamp: building tomorrow":
- Hire 150 to 200 teachers and researchers during the period to partially replace retirements, an investment estimated at R$25 million.
- Allocate an equal volume of resources to hire technical-administrative employees.
We believe that the above measures are strategic to enhance the professional practice of the entire community and to guarantee the sustainable growth of the University. To implement them, together with the resumption of progressions, will It is necessary to count on a contribution of resources from strategic financial reserves of around 20 to 25%, given the expansion of expenses and investments greater than revenue in 2022. For the 2023-2024 biennium, it is possible to project a more positive scenario than that of 2021-2022, including foreseeing a recomposition of part of the strategic financial reserves.
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 face-to-face work, among many other new features.
From this context, DGRH will have a strategic role in our management, precisely by concentrating the expertise of our university 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:
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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;
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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;
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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;
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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;
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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;
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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;
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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;
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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.
Sergio Salles-Filho - This is a subject of the greatest importance and priority in our Management Program. Our commitment is to seek, from the outset, the necessary legal, political and financial means to resume progression and hiring of teachers, researchers and staff as quickly as possible and simultaneously promote the development of different careers to make them more attractive.
Our idea is to seek measures that allow us to overcome the financial crisis and the limits imposed by recent structural changes (such as changes in social security and civil service rules) and cyclical changes (prolonged financial crisis, accentuated in the last year by the pandemic and Complementary Law 173, which prohibited growth in personnel expenses in states and municipalities in exchange for federal financial support).
One of the strategies for these actions is our proposal to work with multi-year planning and budgets, which allows us a medium-term vision of investment, hiring, promotion and progression possibilities (see answer to question 2 above). In this context, we will work with concrete measures to eliminate the existing bottleneck at Unicamp for horizontal and vertical progression at all levels and to establish a systematic and regular policy for recomposing the teaching staff, researchers and employees.
Here it is also worth highlighting the importance of planning and negotiation “on the cutting edge”, so that the demands of different units and bodies are identified and so that a joint prioritization process takes place, planned for 4 years, thus covering justified demands as quickly as possible. , as pointed out in the answer to question 2.
Another way to reduce the impacts of a lack of staff replacement is to develop and implement an Integrated People Management Policy, because we believe that staying at Unicamp depends not only on an attractive career and fair remuneration for work, but also on personal projects and satisfaction to be in this institution. All of this contributes to the quality of the University as a whole and the quality of life of each of those who make up our community.
From the perspective of teachers and researchers, this involves reviewing careers, with representation from different levels and segments, aiming to make them more appropriate and rewarding for effort and performance in teaching, research and extension activities, as well as in administrative activities, through appropriate incentive mechanisms.
This also includes consideration of the different vocations and forms of dedication of teachers and researchers within the broad spectrum of the university's missions, as well as valuing the specificities of different areas of knowledge so that these missions develop in a balanced way. This obviously involves reviewing evaluation criteria.
It is also important to alleviate the excessive bureaucratic demands on teachers and researchers and create mechanisms that assist them in the search for resources, cooperation and partnerships, as well as in the preparation of agreements and contracts for the development of teaching, research and extension activities.
From the perspective of employees, the Integrated People Management Policy must include career improvement and development, creating new conditions for valuing the work carried out and each person's skills, in addition to changes in performance evaluation and the progression system . It is also important to create effective mobility mechanisms, as well as expanding opportunities to acquire and share knowledge, which promote personal and professional growth.
Our vision of the future, in addition to solving immediate problems and managing day-to-day activities with quality, has as its horizon the development of a university with broad academic and administrative leadership. To this end, it is necessary to ensure a workforce adjusted to demands. We have reaffirmed that it is necessary to contribute to the quality of life and the search for a culture of peace in all aspects, including working conditions. In this sense, we will support the implementation of the Mediation and Collaborative Actions Chamber as an essential measure to qualify people management, working to prevent and manage conflict situations.
Within this scope, it is important to highlight that we will implement an institutional policy of inclusion and appreciation of diversity that should guide hiring processes, as well as offering conditions for everyone to develop professionally. Likewise, we will be attentive to providing greater gender and racial diversity in leadership positions and that they are filled with peer consultation
We end here with our commitment to resume hiring based on multi-year planning, with allocation of resources in the budget. We will also reorganize, recover and expand the attractiveness of different careers to guarantee the permanence of the professionals we have today and reinforce two of the principles that guide our Management Program, namely:
• The permanent search for excellence and leadership in the academic environment, on all fronts, with a focus on quality, including in the management and administration of the University.
• Valuing people, their skills and perspectives, in all communities.
