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1 CURRICULUM VITAE Buffie Schmidt, MBA, Ed.S. Lecturer Of
Revision Date: 8/2019 CURRICULUM VITAE Buffie Schmidt, MBA, Ed.S. Lecturer of Management Darla Moore School of Business University of South Carolina Office: 405H DMSB Home: XXXXXXXX Augusta, Georgia 30909 XXXXXXXX Email: [email protected] or [email protected] PROFESSIONAL PROFILE Over 10 years of corporate and consulting experience with demonstrated success in strategic change, change implementation, leadership, analytics, forecasting, technological communications, and project and relationship management Over 15 years of academic experience with proven accomplishments in curriculum design, teaching innovation, improving student outcomes and motivation, formal presentations, and various contributions to the advancement of education High energy, enthusiastic, loyal, and versatile individual Thrives in challenging, fast paced, and goal oriented environments EDUCATION Augusta University, Augusta, Georgia, August 2006 to May 2009, Specialist in Education (Ed.S.) in Educational Leadership with Teacher Support Specialist certification Augusta University, Augusta, Georgia, August 1997 to December 1999, Master of Business Administration (MBA) Brenau University, Gainesville, Georgia, August 1993 to May 1997, B.S. Applied Computer Science and Mathematics with Minor in Chemistry. Graduated Cum Laude with High Honors in liberal studies. Lakeside High School, Martinez, Georgia, 1989 to 1993, College Prep High School Diploma. PROFESSIONAL EXPERIENCE ACADEMIC: Lecturer of Management, Darla Moore School of Business, University of South Carolina, Columbia, SC August 2019 to present. B. Schmidt: CV Page | 1 Revision Date: 8/2019 Senior Lecturer, James M. Hull College of Business, Augusta University, Augusta, GA. May 2016 to May 2019. Lecturer of Management Information Systems, James M. Hull College of Business, Georgia Regents University, Augusta, GA. May 2013 to May 2016. -
SERVING the UNIVERSITY SYSTEM of GEORGIA Letter from the Chancellor
ANNUAL REPORT SERVING THE UNIVERSITY SYSTEM OF GEORGIA Letter from the Chancellor As we close another year for the University System of Georgia (USG) Foundation, I am truly thankful for your support. Your generosity helps our students pursue their hopes and dreams. Dr. Steve W. Wrigley USG’s top priority is to ensure more Georgians enter the workforce with a college The Board of Regents named Dr. Steve credential, while we also seek to make college more affordable and ourselves more Wrigley the 13th chancellor of the efficient on behalf of our students and communities. University System of Georgia effective January 1, 2017. He oversees 26 public Among our highlights, I am pleased to report our institutions awarded 67,854 degrees colleges and universities with a $9.62 in Fiscal Year 2019. This represents a 2.1 percent increase over the previous year. More billion annual budget, 48,000 faculty important, since Complete College Georgia launched in 2011 to focus on attainment, the and staff and more than 333,000 number of USG students earning degrees annually has increased nearly 24 percent. students. We continue to invest in academic initiatives we believe will help increase this number The Georgia Public Library System and the Georgia Archives are also part of even more. All 26 institutions have now launched the “Momentum Year” program focused the USG, which has been recognized on our first-year students to help them start their college careers on-track. Beginning nationally for its efforts in cost savings this fall, no first-year student in the system can be undecided on their academic journey. -
1991-1992 West Georgia College Fact Book
1991-1992 West Georgia College Fact Book Division of Budget and Research Services West Georgia College Carrollton, Georgia 30118-0001 West Georgia College Carrollton, Georgia 30118 A SENIOR COUEGE IN THE UNlVERSrTV SYSTEM OF GEORGIA During THE PAST year, West Georgia College MADE SIGNIFICANT STRIDES TOWARD THE ESTABLISHMENT OF INSTITUTIONAL PLANNING AS A way OF LIFE FOR THE CHALLENGING years ahead. The MATURATION OF THIS PROCESS SHOWS GREAT PROMISE FOR THE INSTITUTION WITH RESPECT TO ITS long-range development, AND IT HAS PROVEN TO BE A handy TOOL IN THE ALLOCATION OF RESOURCES DURING A TIME OF TIGHT bUdgets BROUGHT ON by THE ECONOMIC SLOWDOWN IN THE STATE OF Georgia AND THE CONSEQUENT EFFECT ON STATE revenues. Another IMPORTANT EVENT DURING THE PAST year AT West Georgia College WAS THE BEGINNING OF THE Institutional Self-Study AS A PRELUDE TO THE REAFFIRMATION OF ACCREDITATION by THE Southern Association OF Colleges AND Schools WHICH WILL CULMINATE IN April OF 1993. The PROGRESS IN INSTITUTIONAL PLANNING MADE by THE College IS FACILITATING AND COMPLEMENTING THE self-study PROCESS AND WILL ENABLE US TO BE A MORE EFFECTIVE institution. This DOCUMENT PROFILES THE SUM AND SUBSTANCE OF THE INSTITUTION IN STATISTICAL form, AND THE DATA AND OTHER INFORMATION CONTAINED HEREIN HELP GIVE A REVEALING PICTURE OF THE PERFORMANCE OF THE College AND ITS SUCCESS IN MEETING ITS STATED mission. For THE ELEVENTH CONSECUTIVE year, THE Division OF Budget AND Research Services, WITH ASSISTANCE FROM OFFICES THROUGHOUT THE campus, HAS collected, pUblished, AND DISTRIBUTED THIS Fact Book. The CENTRAL FOCUS OF THE pUblication IS TO FACILITATE INTERNAL INSTITUTIONAL assessment, AND A secondary PURPOSE IS TO ACQUAINT OUTSIDE CONSTITUENCIES WITH A MEASURE OF THE SUCCESSES OF THE College IN aChieving ITS GOALS AND objectives. -
E Ects of Georgia's University System Consolidations
Better Outcomes Without Increased Costs? Eects of Georgia's University System Consolidations Lauren Russell∗ November 28, 2018 Abstract Declining state appropriations for higher education have prompted consolidations within nu- merous public university systems. Using administrative data from the University System of Georgia, I investigate the eects of recent consolidations on educational quality and eciency. Comparing cohorts matriculating after consolidations to similar cohorts at non-consolidated insti- tutions reveals that consolidation increases retention rates and the fraction of students graduating on-time with four-year degrees. Spending data and conversations with USG administrators sug- gest that increased spending on academic support (advising), made possible by economies of scale in student services, are likely responsible for the gains. JEL Codes: H4, I23, L3. Keywords: higher education consolidation, college mergers, higher education nance. ∗The Nelson A. Rockefeller Center for Public Policy and the Social Sciences, Dartmouth College, 6082 Rockefeller Hall, Hanover, NH, 03755. Phone: 603-646-1291. Email: [email protected]. I have beneted from discussions with Heidi Williams, David Autor, Joshua Angrist, Sara Fisher Ellison, Glenn Ellison, Esther Duo, Amanda Pallais, and Phillip Levine as well as the MIT Labor Lunch participants. I thank Rachana Bhatt, Angela Bell, and Claire Arnold at the University System of Georgia Board of Regents for providing administrative data. This material is based upon work supported by the National Science Foundation Graduate Research Fellowship Program [grant number 1122374]. Any opinion, ndings, and conclusions or recommendations expressed in this material are those of the author and do not necessarily reect the views of the National Science Foundation or the University System of Georgia. -
THE UNIVERSITY SYSTEM of GEORGIA FOUNDATION Letter from the Chancellor
ANNUAL REPORT THE UNIVERSITY SYSTEM OF GEORGIA FOUNDATION Letter from the Chancellor As we close another year for the University of Georgia (USG) Foundation, I am truly thankful for your support. Your generosity helps our students pursue their hopes and dreams. Dr. Steve Wrigley Our top priority at the University System of Georgia is to ensure more The Board of Regents named Dr. Steve Georgians enter the workforce with a college credential, while we also seek Wrigley the 13th chancellor of the University System of Georgia effective Jan. tomake college more affordable and ourselves more efficient on behalf of our 1, 2017. He oversees 26 public colleges students and communities. and universities with a $8.8 billion annual budget, more than 48,000 faculty and Among our highlights, I am pleased to report our institutions awarded 66,441 staff, and 320,000 students. The Georgia degrees in fiscal year 2018. This represents a 2.3 percent increase over the Public Library System and the Georgia previous year. More important, since Gov. Nathan Deal launched Complete Archives are also part of the University College Georgia in 2011 to focus on attainment, the number of USG students System. He currently serves on the Alliance earning degrees annually has increased 21 percent. of Education Agency Heads and is a member of the board of the Georgia We continue to invest in academic initiatives we believe will help increase Wildlife Federation. In the past, he served this number even more. This year, all 26 institutions launched a “Momentum on the boards of the Nature Conservancy Year” program focused on our first-year students to help them start their of Georgia and the Georgia Humanities college careers on-track. -
Catalog Template
The information in this catalog is intended for informational purposes and does not constitute a legal contract between Savannah State University and any person or entity. Savannah, Georgia 31404 1 While the provisions of this catalog will generally be applied as stated, Savannah State University reserves the right to change any provision listed in this Catalog, including but not limited to, academic requirements for graduation; without actual notice to individual students. Every effort will be made to keep students advised of any such changes. Information on changes will be available in the Offices of the Registrar, the Vice President for Academic Affairs, the Vice President for Student Affairs, and the offices of the academic deans. It is especially important that students note that it is their responsibility to remain apprised of current graduation requirements for their particular degree programs. Savannah State University, an affirmative action/equal opportunity education institution, does not discriminate based on sex, race, age, religion, handicap, or national origin in employment, admissions, or activities. The University System of Georgia operates 28 public institutions that are located throughout the state. A 16-member constitutional Board of Regents governs the University System, which has been in operation since 1932. Appointment of board members - five from the state-at-large and one from each of the state's eleven congressional districts - are made by the governor, subject to confirmation by the State Senate. Regular terms of board members are seven years. The chairman, the vice chairman, and other officers of the Board are elected by the members of the Board. -
Fiscal Year 2022 Capital Budget University System of Georgia Board of Regents
Board of Regents University System of Georgia Fiscal Year 2022 Capital Budget Request Governor's Rec. Capital Outlay: Equipment Georgia State University - Convocation Center $6,200,000 University of Georgia - Interdisciplinary STEM Research Building II 5,700,000 $5,700,000 University of North Georgia - Mike Cottrell College of Business (Dahlonega) 3,200,000 3,200,000 Equipment Subtotal $15,100,000 $8,900,000 Capital Outlay: Construction Abraham Baldwin Agricultural College - Ag Facilities Enhancement 11,800,000 11,800,000 Albany State University - Nursing and Health Science Simulation Lab Facility (West Campus) 7,600,000 7,600,000 Dalton State College - Bandy Gym Student Recreation Renovations 8,300,000 Fort Valley State University - Academic Renovation and Campus Infrastructure 12,200,000 12,200,000 Georgia Southern University - Convocation Center (Statesboro) 36,700,000 12,230,000 University of Georgia - Poultry Science Complex, Phase I 21,700,000 21,700,000 University of West Georgia - Humanities Building Renovation and Infrastructure 26,300,000 26,300,000 Valdosta State University - Performing Arts Center 12,400,000 12,400,000 Construction Subtotal $137,000,000 $104,230,000 Capital Outlay: Design Georgia Gwinnett College - Gateway Building and Infrastructure 3,500,000 Georgia State University - Research Tower - Phase IV Research Center 5,900,000 University of Georgia - Science Hill Modernization, Phase I 1,700,000 1,700,000 University of North Georgia - Cumming Academic Building Addition 1,000,000 Design Subtotal $12,100,000 $1,700,000 Capital Outlay: Other Major Repair and Rehabilitation 70,000,000 70,000,000 Other Subtotal $70,000,000 $70,000,000 Board of Regents University System of Georgia Fiscal Year 2022 Capital Budget Request Governor's Rec. -
September 2014
GHSA September 2014 ‘New Guy’ Won’t Seek Change Just for Change’s Sake The winds of change have come to the Georgia High School Association. Subtle changes in long-term tenure began with the retirement of Joyce Kay. Mrs. Kay had been a primary fixture in the GHSA for more than 35 years. Joyce’s retirement was followed, shortly, by the retirement of Associate Director Dennis Payne, an 11-year administrator in football and baseball. Ultimately, the retirement of Dr. Ralph Swearngin, Executive Director, swept in the changes you will see for this and the coming years. Dr. Swearngin served as the Commissioner of Officials for nine years and as the Executive Director for the next 13 years. Other changes within the organization have come with the beginnings of this school year: • Jay Russell, former Athletic Director at LaGrange High School has been named Assistant Executive Director. He will administer cross country, track and golf. • Ernie Yarbrough has been named as Coordinator of Officiating. Additionally, he will administer softball, basketball and baseball; a change from prior years. • Tommy Whittle, Associate Director, will administer soccer now along with his duties in football and literary events. • Denis Tallini, a third year Associate Director, has been charged with the reorganization and revitalization of our Sports Medicine Advisory Committee. • In addition, there are a total of 20 new members on the 2014-15 State Executive Committee out of the 58 representatives, bringing some new and fresh ideas to the GHSA’s rule-making board. Admittedly, these are not sweeping changes, but they are reflective of our approach through the change process. -
Richmond County Comprehensive Plan
AUGUSTA – RICHMOND COUNTY COMPREHENSIVE PLAN As Adopted by the Augusta-Richmond County Planning Commission Willie Wright, Chairman David M. Darby, Chairman, Comprehensive Plan Committee George A. Patty, Executive Director December 1, 2003 As Adopted by the Augusta Commission Bob Young, Mayor Willie Mays, III, Mayor Pro Tempore February 17, 2004 THE AUGUSTA-RICHMOND COUNTY COMPREHENSIVE PLAN Table of Contents INTRODUCTION-----------------------------------------------------------------------------CHAPTER 1 Preface ---------------------------------------------------------------------------------------------------------1-1 Public Participation ------------------------------------------------------------------------------------------1-1 The Planning Process ----------------------------------------------------------------------------------------1-2 Step 1: Inventory and Assessment--------------------------------------------------------------1-2 Step 2: Statement of Needs & Goals ----------------------------------------------------------.1-2 Step 3: Implementation Strategy ---------------------------------------------------------------1-2 Plan Elements ------------------------------------------------------------------------------------------------1-3 Population ------------------------------------------------------------------------------------------1-3 Housing ---------------------------------------------------------------------------------------------1-3 Economic Development --------------------------------------------------------------------------1-3 -
Fiscal Year 2021 Capital Budget University System of Georgia Board of Regents
Board of Regents University System of Georgia Fiscal Year 2021 Capital Budget Request Governor's Rec. Capital Outlay: Equipment Augusta University - College of Science and Math Building & Campus Infrastructure $ 6,100,000 $6,100,000 Georgia College and State University - Integrated Science Complex $ 2,100,000 $2,100,000 Kennesaw State University - Academic Learning Center (Kennesaw) $ 3,000,000 $3,000,000 Middle Georgia State University - Academic and Student Success Renovations $ 1,200,000 $1,200,000 University of Georgia - Interdisciplinary STEM Research Building $ 5,600,000 $5,600,000 University of North Georgia - Lanier Tech Campus Space Rehabilitation and Infrastructure $ 2,300,000 $2,300,000 University of West Georgia - College of Business Building $ 1,900,000 $1,900,000 Equipment Subtotal $ 22,200,000 $22,200,000 Capital Outlay: Construction Dalton State College - Bandy Gym Student Recreation Renovations $ 8,300,000 $0 Georgia Institute of Technology - Expansion of Tech Square - Phase 3 $ 30,700,000 $30,700,000 University of Georgia - Interdisciplinary STEM Research Building II $ 42,800,000 $42,800,000 University of North Georgia - Mike Cottrell College of Business (Dahlonega) $ 19,500,000 $19,500,000 Construction Subtotal $101,300,000 $93,000,000 Capital Outlay: Design Abraham Baldwin Agricultural College - Ag Facilities Enhancement $ 1,100,000 Albany State University - Nursing and Health Science Simulation Lab Facility $ 800,000 Fort Valley State University - Academic Renovation and Campus Infrastructure $ 1,000,000 University -
Cr Oss Creek High School
Belief Statements 1. Student learning is the main priority and should be the primary focus of all decisions impacting our school. 2. Each student is a valued individual who learns in different ways and should be provided with a variety of instructional approaches and assessments to support his/her learning. 3. Students should be actively involved in solving problems and producing quality work with meaningful contexts. 4. Students learn best when they are actively engaged in the learning process, are given challenging expectations, and have appropriate opportunities for success. 5. Students learn to make appropriate decisions given a supportive, challenging, and safe learning environment. 6. A student’s self-esteem is enhanced by positive relationships, as well as mutual respect among and between students, parents, and staff. 7. Cultural diversity can increase students’ understanding of different peoples and cultures. 8. Special services and resources are required to challenge exceptional students (e.g., special education, limited English proficiency, gifted and talented, etc.). 9. Teachers, administrators, parents, and students share the responsibility for advancing the school’s mission by working together as a community of learners. 10. The commitment to continuous improvement is imperative to enable students to become confident, self-directed, lifelong learners in our rapidly changing world. 11. The result of a quality education is a blend of academic knowledge, technological/career CROSS CREEK HIGH SCHOOL skills, social awareness, and commitment. 3855 Old Waynesboro Rd. Augusta, GA 30906 Phone: (706) 772-8140 | Fax: (706) 772-8153 CREEK HIGH SCHOOL CROSS “Creating Tomorrow’s http://cross.rcboe.org Successes Today” SCHOOL SNAPSHOT Academic Excellence, Leadership, Service PECIAL ROGRAMS S P EXTRACURRICULAR Cross Creek Academy of Military Science Cross Creek High School has over 30 (NJROTC Magnet Program) extracurricular activities that meet on a STUDENTS College Prep & Differentiated Courses regular basis. -
Georgia High School Association
GEORGIA HIGH SCHOOL ASSOCIATION VOL. 112 NUMBER 1 CONSTITUTION and BY-LAWS 2018-2019 A Member of the National Federation of State High School Associations P.O. Box 271 151 South Bethel Street Thomaston, Georgia 30286-0004 706-647-7473 FAX 706-647-2638 www.ghsa.net GEORGIA HIGH SCHOOL ASSOCIATION Revised BEGINNING AND ENDING DATES FOR 2018-2019 7/17/18 DATE FOR FIRST FIRST MAXIMUM LAST GHSA STATE PLAYOFF DATES AREA/REGION ACTIVITY PRACTICE CONTEST GAMES/DATES PLAY DATE First Round/ Second Round Quarterfinals Semifinals Finals QUALIFIERS Sectionals DETERMINED FOOTBALL July 25 (Conditioning) Feb. 1 or later (Spring) Aug. 17 10 (7 JV) Nov. 3 Nov. 3 Nov. 9-10 Nov. 16-17 Nov. 23-24 Nov. 30-Dec. 1 Dec. 7-8 CHEERLEADING July 30 Aug. 4 6 (4 JV) Oct. 27 Nov. 3 Nov. 3 Nov. 9 Nov. 10 Feb. 1 or later (Spring) (Class A & Coed) (Coed & A Finals) (2A through 7A) SOFTBALL (FP) July 30 Aug. 3 26 (18 JV) Oct. 6 Oct. 6 Oct. 10-12 Oct. 17-19 Oct. 25-26 Oct. 27 SOFTBALL (SP) Feb. 18 Feb. 23 16 March 30 March 30 April 3-4 April 10-11 VOLLEYBALL July 30 Aug. 6 18 (13 JV) Dates Oct. 13 Oct. 13 Oct. 20 Oct. 23-24 Oct. 27 Oct. 30 Nov. 3 CROSS COUNTRY July 30 Aug. 6 10 (7 JV) Dates Oct. 27 Oct. 27 Nov. 2-3 ONE ACT PLAYS July 30 Aug. 3 – Oct. 27 Oct. 27 Nov. 3 & Nov. 10 LITERARY July 30 Aug. 3 – March 5 March 5 March 16 RIFLERY July 30 Oct.