The professor of Medicine and Life Sciences, Laia de Nadal (Barcelona, 1972), has been rector of Pompeu Fabra (UPF), a small and innovative university with a strong research and international character, for just under eight months . It is in the first places in Spain in rate of performance, graduation, employability and lower dropout rate. In research, it captures 15% of the Catalan system, when it represents 7% for students. The rector states that, despite all these data that support the innovation for which it was founded, it is time to move towards a new model. More women in power, with a visibly plural and more cohesive organization, linked to society. Teachers who come towards the development of students' transversal skills, who integrate artificial intelligence. Researchers who intensify the transfer. It calls for the increase in the university budget set by law (1% GDP) and a distribution model linked to quality results.
Is the poster for the new school year showing strong women overflowing the frame a statement of intent?
We wanted a poster that made an impact, that explained what we are and what we want to be. The author, Cristina BanBan, is young, female, innovative, transgressive. We are betting on young people and women, and we will encourage them to occupy positions of power. And we will innovate. Pompeu is 33 years old, she has been a pioneer, with exponential growth and has shown that she can be different. But he needs an internal jolt to continue one step ahead.
And what is your plan?
We have to face many challenges. In teaching, for example. Artificial intelligence, whether we like it or not, is here and we have to work with it. How? For now, get to know her. We have created a guide. In any case, we have warned teachers to make contracts with students about their use. In teaching, we want students to acquire transversal skills. Let them be creative and critical. That they know how to think, express themselves, write, dialogue... also that they have civic values. In the UPF Passport we will include all non-academic activities.
After the pandemic, is there less attention span and more communication difficulties?
They are more dynamic and active, they don't like master classes. We already offer seminars, practices, debates. You need to know how to listen to them in order to teach better. This requires a change in the teaching staff. And that's what we work on. But you can't ask the teacher everything and excellently at the same time. That they are innovative in teaching, competitive in research, transfer to society, have a high impact, disseminate... We ask them to choose and raise the quality.
Have the problems of mental health and low academic level of the pandemic been overcome?
Only 3 years ago. We have strengthened psychological services and information channels. The teachers are more attentive. Regarding the level, the UPF helps first-year students a lot.
They have had cases of abuse of power. How will they approach it?
This is a priority issue for me. Right when I arrived, I created a study group to analyze what had happened and how it could be improved. In July I already presented to the governing council the 5 axes in which we will work with specific actions in each one. Zero tolerance and lots of prevention. If we want a cohesive and strong community, we must firmly manage incidents. But above all, prevent them from happening.
You were talking about other challenges, such as research and transfer to society.
This is a key change that we are working hard on. I was transfer vice-chancellor. We will further promote the chairs, industrial doctorates, and establish alliances with social and business agents. Knowledge must reach society. And, in addition, we benefit from funds and facilitate the offer of micro-credentials, which is another topic that we will develop and for which we will have European funds (predictably, around 700,000 euros). We are studying to assess the transfer actions of the research staff as merits.
How is the template stabilization process going?
We come from years of a lot of restriction. In this term it will be crucial. We will roll out the Generalitat's shock plan and call for 30 reading positions this year. We are finishing the stabilization of the administrative staff. On the other hand, in attracting and retaining talent, we will consolidate the Tenure-Track program, which works very well. Regarding management, we need to modernize the house and hire staff with a technical qualification. These staff should have incentives.
With?
For all these challenges we need more funding. We are waiting for the state fund to raise funding for universities and we are debating the change in the funding model in Catalonia.
Resources are now distributed by student and we want it to include quality indicators. And we want them to be 2- or 5-year plans, then we'll be held accountable.
