Jenniffer Peralta Montecinos assumed the position of the first rector of the University of Tarapacá (UTA), with its main campus in Arica, on July 24, until 2030, marking a historic milestone for the state institution since its founding in 1981. A former Psychology student at UTA, with a doctorate in Social and Organizational Psychology from the Autonomous University of Madrid, she has developed her entire career at her alma mater, holding positions such as Academic Vice Rector, Vice Rector of Strategic Development, and Dean of the Faculty of Social and Legal Sciences, among others. For this reason, she knows the path that has led her university to become an example of development and management over the past two decades, combining excellence in research with a strong commitment to territorial development and financial stability. As a showcase, two milestones stand out: the current construction in Arica of the largest supercomputing center in Chile and one of the most important in Latin America, with an investment of nearly 5.2 billion pesos. And the recent recognition by UNESCO as custodians of Chinchorro culture, an indigenous people that reached high levels of material and spiritual development in that region of the country. “We want to positively impact daily life, and therefore, the hallmark of this new period of rectorship I am about to lead is precisely how we transform knowledge into social and productive innovations that benefit daily life, in agriculture, tourism, education, and health. We have grown significantly in careers that are very relevant for the extreme regions, such as medicine, for example,” the authority states in this conversation held at La Tercera’s premises. What does it mean to do university work in an extreme zone, such as the northern gateway of the country, also considering the migratory phenomenon? There are several things to comment on regarding this. We are located in an extreme zone that connects us with the Central-South Andean macrozone; that is, with all the countries with which we share the mountain range. But at the same time, we are there in terms of interculturality, with a coexistence that is everyday and effectively intercultural. And that makes the daily experience within the university quite varied. The diversity of our students in terms of their origin, both social, cultural, and also their country of origin, makes our university already sensitive to diversity and integration. We are a university with a vocation for service, collaboration with the territory, and that is somewhat broader because our territory, our reach, our research, and our training are related to this international macrozone. Regarding research, your university has managed to position itself in international rankings. How do you envision this leadership? So far, with management that has been ongoing for more than 20 years, the university in the northernmost part of the country has been consolidating itself as a serious, solvent institution that has grown academically and also institutionally with financial sustainability. Today, we want these results to have a much greater impact on daily life, and therefore, the hallmark of this new period of rectorship I am about to lead is precisely how we transform knowledge into social and productive innovations that benefit daily life, in agriculture, tourism, education, and health. We have grown significantly in careers that are very relevant for the extreme regions, such as medicine, for example. Universities need to respond to a series of diverse demands with increasingly scarce resources. What is your view on university funding? Today, the higher education system is strained by funding issues. The greatest tensions are undoubtedly related to budget cuts. As state universities and those in extreme zones, important funding programs such as regional higher education have disappeared, even though they allowed us to provide teaching and learning services based on community services through the medical center, imaging center, ophthalmology, nutritional consultations, and kinesiology. The same happens with innovation funding, which disappeared from the national budget, was closed, just like the strengthening plan launched along with the new law for state universities in 2018, and there is still no open conversation about funding for state universities. The funding of regional, state, and extreme zone universities is fundamental, and today, the way higher education is financed in terms of training and research is quite limited, and resources are being questioned. With this budget restriction, what message is ultimately being sent to the Chilean higher education system? It’s complex because, while we are very pleased with the impact that free education has had in terms of creating greater opportunities and access for our youth, it is also true that today, the analysis of free education is focused, for example, on shortening careers or reducing the percentile at which funding is allocated for those in those ranges. But beyond that, what is important is that the work of higher education, which also includes research, is not considered. Because to provide relevant training, territorial research is important. To deliver quality training, we have to consider educational trajectories, and certainly, there is a lot of heterogeneity in the entry competencies of our students. So, there are different trajectories that need to be supported. What lies behind is not just a budget; what lies behind are successful educational trajectories for many students in the country. Jenniffer Peralta, rector of the University of Tarapacá. Photo: Pablo Vásquez R. Pablo Vásquez R. “The presence of women in universities is powerful” What does having a female rector at the helm mean for U. of Tarapacá? Having a female rector is very significant at this moment. Female leadership and a gender approach in higher education institutions, and across the country, have been strengthening the idea that capacities are equally distributed between men and women. So, having the first female rector at the University of Tarapacá, in a 45-year history, means that we have evolved as an organizational culture and that we are also recognizing ourselves as legitimate peers within the university community. How do you evaluate the increasing presence of women in high positions in higher education? The presence of women in the higher education system is powerful, considering that today, 53% of university enrollment is women. And in terms of academics, the number of women engaged in research work and also in areas traditionally occupied by men is growing. It is understood that the trajectories of women and men are conditioned by factors that are cultural, such as caregiving for children, older adults, and the family in general, which is more associated with women, thus shaping the labyrinths through which academic and university careers develop. What other messages are necessary to change this? The messages relate to training and good practices in terms of equality. We address historical inequalities and generate equality, but also recognition of capacities that are well distributed, and we send this signal. The heart of the University of Tarapacá today is led by women, in the understanding that female leadership aligns closely with our values today, as defined in our university mission and our new institutional statute, which relates to quality but also to equity. Personally, what is your dream for the University of Tarapacá in 10 years? The University of Tarapacá is part of my history. I envision it as a great community embedded within a larger community. We are a group of people shaping people, conducting research, and building community. An excellent university recognized as such; and in 10 years, our consolidation in training, research, and especially the contribution we make to the territories.