Presentation
Article 3, section I of the Organic Law, provides that the Autonomous Metropolitan University will have the power to organize itself within a functional and administrative decentralization regime; Article 41, Sections III and V of the Organic Regulations state that the Rector General’s competence is to conduct general planning tasks for the operation and coherent development of the University, as well as to issue instructions for the operation of the General Rector's Office services.
In the policy proposal that Dr. José Antonio De los Reyes Heredia reflected in his work plan, he mentions that in the dynamic and recent evolution of the University, recognized nationally and internationally as a knowledge leader for its high scientific quality and humanistic; for maintaining a successful link between teaching and research; a permanent concern for preserving and disseminating culture and the communication of knowledge; with a high social and environmentally responsible commitment, innovative and inclusive regulatory advances stand out: reforms to the Student Regulations, the University Rights Ombudsman, for acquisitions (formerly RADOBIS), transparency, RIPPPA and inclusion of cross-cutting Policies to eradicate gender-based violence.
The Academic College approved the Emerging Remote Teaching Program (PEER) and its operation in April 2020. Based on the academic experience derived from the PEER and so that, in the context of the health emergency, students have the option of starting or continuing their academic training in the classrooms (physical or virtual) of the University, in a mixed mode, The Mixed Modality Teaching Transition Program (PROTEMM Spanish) was created as a creative and temporary alternative to support the development of teaching. During the validity of the PROTEMM, which began in the 2021-O quarter, it has been possible to teach UEAs remotely, in person or using a combination of both.
The university community must develop a critical and innovative capacity to use and detect the restrictions, supports and scaffolding that circumstances put in the way, adapt actions to the contexts, take advantage of the momentum for change derived from the COVID-19 pandemic, recover our experiences, and build something new and better. It is time to look at our history, values and commitments and rethink ourselves with a high-minded vision, use the flexibility that autonomy gives us and together redraw the path we want.
We must place values as the backbone of our reflection, exemplify them and live them, because they build the character of young people and that is where we can influence. The UAM can affirm scientific and humanist values in a balanced way, to achieve them we must change in an agile, but prudent and thoughtful way; know the problems to face them with our values.
Our structural and functional complexity leads us to consider that we should not look for punctual solutions that correct symptoms, but instead embark on a complex systemic transformation, at different levels, with the support and participation of the university community. The task is vast, the capacity of our community greater. We have the right values and perspectives, we know how to recognize constraints and find the right supports. It is time to (re) think ourselves as a University and (re) build ourselves with it.
