PPPs in Education May Improve Experience for Students with Autism

Emmanuel Gonsalves is an education sector executive and has taught at Cornell University and the City University of New York. In his career as a businessman and educator, Emmanuel Gonsalves has been an advocate for public-private partnerships in education.

Public-private partnerships in education can make a significant positive impact on students’ academic careers. This is especially true for students with autism. According to a book released in 2015, public schools already work with private companies in order to meet a variety of important needs, including transportation and health services for students as well as maintenance services for school facilities.

Entering into public-private partnerships with companies that could provide adequate support for students with autism would afford schools much-needed assistance. School budgets do not always make room for the resources necessary to educate these members of the student body, yet each year, the number of children diagnosed with autism continues to grow.

The aid of for-profit, private sector companies with an investment in the success of programs for students with autism could be the solution the education sector is looking for, and provide for students whose academic needs differ from the average public school pupil.

Two Budget Methods for Universities and Colleges

A professional in higher education for more than three decades, Emmanuel Gonsalves most recently served as vice president of finance and strategy at Bethune-Cookman University in Daytona Beach, Florida. Emmanuel Gonsalves was directly involved with managing budget initiatives.

In higher education, there are numerous approaches for handling a budget. Among them are incremental and zero-based budgeting. The latter requires all departments and personnel soliciting funding to resubmit new requests outlining their need and intent. While this method takes longer to prepare because it clears out all units from the previous year’s budget to start fresh, it limits discretionary spending that occurs when each department and division receives a set amount annually. Instead, every dollar requested must have a specific use that is approved.

Incremental budgeting allows for long-term planning. A popular method among institutions, it takes into consideration budget allocation of previous years and focuses on disbursement of new revenue only. When budget cuts are needed, incremental budgeting reduces funds across all departments and divisions by a specific percentage.

Three Ways to Maximize Grant Money

Most recently serving as vice president of finance and strategy, Emmanuel Gonsalves oversaw budgeting for Bethune-Cookman University. Emmanuel Gonsalves played a critical role in making better use of grants in order to enhance revenue streams.

Grants offer a valuable source of funding for universities and colleges. The following are ways to maximize grants in order to support other organizational initiatives.

Pay for research expenses.

To reduce printing and administrative research expenditures placed on higher education institutions, grant recipients can use part of their funding to pay for the fees. In order to not hinder their work, grant writers should be encouraged to include the expenses in their application prior to submission, so it can be approved.

Make better use of stipends.

Grant funds awarded to researchers, at times, can include a stipend for overload research. Used as a salary, a stipend can supplement a faculty member’s salary, thus supporting a fellow educator and research goals.

Create training opportunities.

To further academic opportunities, grants can be acquired to support the development of a new training facility, such as the Regional Technology Center at Mott Community College of Michigan. These types of centers can provide degree programs that benefit students and faculty members long term.                            

Compensatory Programs and Academic Support Services Program Overview

A change agent, Emmanuel Gonsalves has dedicated more than three decades to the field of academia. Emmanuel Gonsalves specializes in corporate turnarounds and played a crucial role in leading the Compensatory Programs and Academic Support Services program following its expansion and rebranding at the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT), where he served as president.

Commonly referred to as COMPASS, the Compensatory Programs and Academic Support Services program offers an alternative pathway for students to gain tertiary level education. It caters to students that COSTAATT deems to have the aptitude to succeed in higher education, but have not had opportunities to complete appropriate courses. Students with less than five Caribbean Examination Council (CXC) and General Certificates of Education (GCE) passes are eligible to apply. Admitted students will commit time to completing a COMPASS program that varies in duration based on proficiency in specific topics. Finishing the program gives pupils the opportunity to continue their education at COSTAATT in the program of their choice.

Public-Private Partnerships Can Increase Access to STEM Education

An experienced leader with a background in finance and strategic planning, Emmanuel Gonsalves is the former president of the College of Science, Technology and Applied Arts of Trinidad and Tobago. In addition to supporting learning institutions through multiple executive roles in the education sector, Emmanuel Gonsalves supports public-private partnerships (PPP) in higher education.

A public-private partnership is a collaboration between government and private companies in order to plan, fund, and construct schools. This method of school creation can yield more positive results for both students and countries because it broadens an institution’s curriculum, improves access to valuable learning resources, and attracts teachers with specialized talent due to a lack of operational and budget restrictions.

An example of the success that PPPs can bring to the education sector in the United States can be seen in initiatives created to help generate student interest in STEM fields. Nonprofits like Change the Equation and US2020 have appealed to philanthropic private companies in order to create STEM learning programs which appeal specifically to minorities and girls in low-income communities.

COSTAATT - Trinidad and Tobago’s First ACTT-Accredited College

Throughout his career, Emmanuel Gonsalves has made lasting contributions to a number of academic institutions. A case in point was his tenure as president of the College of Science, Technology, and Applied Arts of Trinidad and Tobago (COSTAATT) from 2008 to 2013. Emmanuel Gonsalves renewed the school’s strategic vision and helped usher the institution into a new phase of development with important initiatives.

COSTAATT is one of Trinidad and Tobago’s largest national undergraduate colleges with multiple campuses. An act of parliament created the institution as a corporate body in October 2000. COSTAATT has graduated more than 10,000 students in its first 10 years of existence.

The college offers part-time and full-time students associate’s degrees, bachelor’s degrees, advanced diplomas, and certificates. It is the leading regional institution in a number of important fields such as nursing, radiography, and business studies. Thus, COSTAATT is a strategic player in Trinidad and Tobago’s development.

COSTAATT made history by becoming the first institution in Trinidad and Tobago to be given accredited status by the Accreditation Council of Trinidad and Tobago (ACTT). The college was granted the seven-year maximum period.

Basic Equipment for Table Tennis

With over 25 years of experience in the higher education sector, Emmanuel Gonsalves most recently served as the vice president of fiscal affairs at Bethune Cookman University in Daytona Beach, Florida. When he has time away from campus, Emmanuel Gonsalves enjoys the sport of table tennis.

Table tennis made its official Olympic debut in 1988 at the Seoul Olympic Games. Regulation table tennis equipment includes only four pieces: the net, the ball, the table or court, and the racket. These pieces of equipment, however, are stringently regulated.

1. Net: the net divides the table in half and the top of the net, along its whole length, must be six inches above the surface. The base of the net must rest as close as possible to the table surface.

2. Ball: weighing only 2.7 grams, the ball, which is made of a celluloid plastic material, must be round with a 40-millimeter diameter.

3. Table/Court: nine feet long and five inches wide, the table can be made of any material, and its horizontal plane must measure two feet and six inches off the floor.

4. Racket: the blade of the racket must have a wood composition of 85 percent but may be any size, weight, or shape. The racket is covered with a rubber material with a pimpled surface. The pips (pimples) can face outwards or inwards, and under the pimpled rubber lies one layer each of celluloid and sandwich rubber.

Public-Private Partnerships in STEM Education

A corporate turnaround specialist, Emmanuel Gonsalves has more than 25 years of experience helping institutions of higher education improve their image and boost student performance. Emmanuel Gonsalves has been particularly successful in promoting public-private partnerships to help maintain school facilities and programs.

In the last few years, organizations from the private sector have become increasingly involved in improving educational programs and institutions across the United States. This is especially true in the area of STEM (Science, Technology, Engineering, and Math) education, which can be greatly enhanced by mentoring services and somewhat costly technological tools.

Nonprofit organizations like Change the Equation are currently working to build business/education partnerships that will help improve the quality of STEM programs and prepare students for future careers in a variety of industries. Many groups, including the MacArthur Foundation and the Digital Youth Network, are also helping create community learning spaces to promote skills such as creativity, collaboration, and critical thinking.

SACSCOC Holds 120th Annual Meeting in Houston

For more than 25 years, Emmanuel Gonsalves has been helping colleges and universities carry out strategic plans that enhance their overall performance. An involved professional, Emmanuel Gonsalves maintains memberships in several organizations, including the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), which works to improve educational quality throughout the southern United States.

SACSCOC recently held its 120th Annual Meeting December 5-8, 2015, at the George R. Brown Convention Center in Houston. The four-day event explored the theme “New Energy for Higher Education” through five educational tracks and a series of sessions on a range of topics, including strategic planning, accreditation, and online learning.

In addition to learning activities, the meeting featured networking events, musical performances, and the Educational Excellence Expo, where attendees had the opportunity to browse the latest products and services in higher education. With the 2015 event behind them, SACSCOC members and leaders are already looking ahead to the 2016 Annual Meeting, which will be held December 3-6 in Atlanta.                            

Universities Must Adopt Business Thinking to Execute Turnarounds

An experienced higher education professional, Emmanuel Gonsalves has held leadership positions at Bethune-Cookman University; the College of Science, Technology, and Applied Arts of Trinidad and Tobago; and Medgar Evers College. Noted for acting as a change agent in these roles, Emmanuel Gonsalves has expertise in applying corporate turnaround principles in higher education. As institutions across the nation face drops in enrollment coupled with the need to raise funds for key capital projects, many institutions must execute financial and operational turnarounds to ensure their survival.

Achieving a successful turnaround requires a balance between business thinking and regard for the educational mission of the institution. Depending on their specific needs and pressures, institutions may need strategies for boosting enrollment, increased discipline in their marketing or admissions functions, or reductions in overhead costs. Institutions may also need to realign or modernize their curriculum to increase appeal among prospective students.

Today's universities must simultaneously cater to the needs of both young, technology-savvy students and older, career-focused students. Institutions must also adapt to meet the demands of a fast-paced, globalized environment, while receiving less direct funding. As these and other pressures escalate, university leadership must respond by adopting a business-like approach to operational management while maintaining focus on their core academic mission.

Public Private Partnerships Can Help Universities Meet Core Objectives

An educational leader with more than 25 years of experience, Emmanuel Gonsalves has held strategic roles at several institutions of higher learning, including serving as vice president for finance and strategy at Florida's Bethune-Cookman University. Through these roles, Emmanuel Gonsalves has developed strong professional interest in public private partnerships (P3) in education. Since universities are facing increasing financial pressures, the P3 model has gained traction as institutions strive to meet their strategic goals.

A P3 is a project in which public and private sector entities cooperate to execute a project that serves defined public needs. Since the 1980s private sector firms have developed an increasing number of services and programs that specifically align with the aims of higher education institutions. Private entities may become involved in many aspects of campus operation and student life, such as managing enrollment, operating online courses, or administering dining services. In certain scenarios, P3 arrangements can allow institutions to reallocate their internal resources and outsource certain non-core tasks to a private firm with focused areas of expertise.

Hallmarks of successful P3 arrangements include open communication between both parties and clear delineation of responsibilities and expected outcomes. With a P3 model, public and private participants must strive to understand the goals of the other party. While each entity's goals may be different, there should be a defined framework for measuring progress and ensuring participants track to desired objectives.