Transcript HIGHER EDUCATION AT A TIME OF CRISIS Challenges

THE CASE OF PARANÁ (BRAZIL)
ZAKI AKEL SOBRINHO, RECTOR, UFPR
WORKING GROUP
LOCAL RESPONSES TO THE GLOBAL CRISIS
HIGHER EDUCATION AT A TIME OF CRISIS
Challenges and Oportunities
CBS/OECD-IMHE
Copenhagen, 29 June 2009
MAIN IMPACT OF THE
CRISIS ON PARANA
PARANA IN THE WORLD
SOURCE: www.ipardes.gov.br
GENERAL DATA ON PARANÁ
Capital City
CURITIBA (about 2 million inhabitants in
Metropolitan area)
Area
(2/3) Italy
Population Density (2007) (Inh./km2)
51.45
Number of Municipalities
399
Paraná’s Population (2007)
10,284,503 (5.6% of Brazil´s total)
Brazil’s Population (2007)
183,989,711
Urban Population (2006) (%)
84.5
Human Development Index (2000)
0.787
GDP per capita
US$ 7,378,1
GDP
US$ (million) 77,387.42
SOURCES: SEMA-PR, IPARDES, IBGE, Human Development Atlas, Banco Central
(BR= US$ 7,108.0)
GDP Brazil x Parana
Paraná´s share in Brazilian
GDP
GDPs Growth (annual)
7.00
6.6
6.00
6.4
5.00
6.2
4.00
Brazil
3.00
6
PR/BR
Parana
2.00
5.8
1.00
5.6
0.00
-1.00
5.4
2002 2003 2004 2005 2006 2007 2008
SOURCE: www.ipardes.gov.br
2002
2003
2004
2005
2006
2007
2008
BRAZIL
REAL GDP INDEX
SOURCE: IBGE- CONTAS NACIONAIS
CRISIS TRAJECTORY
Brazil and other emerging economies
OECD Leading indicators
110.00
105.00
100.00
95.00
Brazil
90.00
China
India
85.00
Indonesia
80.00
Russia
South Africa
75.00
70.00
65.00
60.00
abr-08 mai-08 jun-08
jul-08 ago-08 set-08 out-08 nov-08 dez-08 jan-09 fev-09 mar-09 abr-09
PARANA GDP COMPOSITION -2006
 Around 6% Brazilian GDP
 Metropolitan Curitiba
 (35% Parana´s GDP)
 (53% Parana´s Manufacturing GDP)
 Manufacturing
 food and beverages; oil refinery;
manufacturing and assembly of
vehicles,
54%
 Farming

poultry, pigs
 sugar cane, corn, soybean, wheat
SOURCE: www.ipardes.gov.br
PARANA
FOREIGN TRADE
SOURCE: www.ipardes.gov.br
MUNICIPALITY POVERTY -2000
(% Population < ½ Minimum Wage)
UNEMPLOYMENT
METROPOLITAN AREA CURITIBA X BRAZIL
January 2008-April 2009
10
9
8
7
6
5
4
3
2
Metropolitan Curitiba
Brazil
1
0
jan-08 fev-08 mar-08 abr-08 mai-08 jun-08 jul-08 ago-08 set-08 out-08 nov-08 dez-08 jan-09 fev-09 mar-09 abr-09
SOURCE: IBGE-PME
PARANA 2007
HIGHER EDUCATION INSTITUTIONS
Total
Curitiba
Rest of Paraná
183
54
129
22
4
18
Federal
2
2
State
17
2
City
3
Public
Private
-
15
3
161
50
111
Particular
131
34
97
Community or
Philanthropic
30
16
14
ATTENDING UNDERGRADUATE ENROLMENT
2007
Public (34%)
Federal
State
City
Private (66%)
Particular
Community or
Philanthropic
Total
Curitiba
Rest of Paraná
316,496
108,281
33,209
71,871
3,201
208,215
164,644
109,543 (35%)
28,002
26,282
1,720
81,541
56,495
206,953 (65%)
80,279
6,927
70,151
3,201
126,674
108,149
43,571
25,046
18,525
IMPACT FOR THE HEIs
 Private system
 Decrease in new enrolments; Increase in drop-outs
 Merging of organisations
 Public system
 State system
 Cut spending due to decrease in the state budget
 Federal system (UFPR, UTFPR, UNILA)
 Reduction/cancellation of projects shared with
private sector
 Expansion due to extra-budget resources (REUNI)
MAIN CHALLENGES AND OPPORTUNITIES
LINKED TO THE CRISIS
 Challenges
 Decrease poverty
 Economic growth
 Employment
 Human development (provision of health and education)
 Opportunities
 Improving social networks
 Capacity building for cooperation among organisations
 Draft a development project for Paraná
HOW PARANÁ AND ITS HEIs ARE
RESPONDING TO THE CRISIS (1)
 Paraná’s Government
 Increasing Paraná’s minimum wage
 Reducing value added tax from 18% to 12% for 95 items
 Brazilian Government
 Monetary Policy
 Reducing interest rate
 Expanding credit (Public Banks)
 Fiscal Policy
 New Public Investments (PAC)
 Automobiles, Housing, Minimum Wage
HOW PARANÁ AND ITS HEIs ARE
RESPONDING TO THE CRISIS (2)
 Millennium Development Goals as a
challenge has been taken on by private
organisations
 HEIs have a modest contribution
 Partnership with Federal and City
Governments
 Capacity building for first level education staff
 Increasing life-long learning
CONCRETE RESPONSES TO ADDRESS THESE
OPPORTUNITIES AND CHALLENGES
 Time of change: State election next year
 Federal government has been more effective
managing the crisis.
 UFPR
 Increasing relationships with stakeholders
 Business community; city government;
representatives; community in general
 Internal restructuring in order to be more effective
in building human capital