MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1975-1976

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1976-1977

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1981-1982

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1982-1983

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA ANNUAL SECURITY REPORT 2015

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1970-1971

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1971-1972

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1972-1973

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

MEDICAL UNIVERSITY OF SOUTH CAROLINA Annual Report 1973-1974

Each year the Medical University of South Carolina produces an annual accountability report for the South Carolina General Assembly and the Budget and Control Board. Included is an executive summary, agency discussion and analysis, and strategic planning documents.

Memorando de Entendimiento -Parte II Florence University of the Arts reúne: APICIUS: Escuela Internacional de Hostelería Apicius. DIVA: Imagen Digital y Artes Visuales. FAST: Estudios y Accesorios de Moda y Tecnología. IDEAS: Escuela de Diseño de Interiores, Arquitectura y Sostenibilidad Ambiental. ISB: Escuela Internacional de Negocios. J SCHOOL: Escuela de Periodismo, Comunicación y Edición. SAS: Escuela de Artes y Ciencias. sQuola: Centro de Estudios Contemporáneos italianos

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Administrative Placement of the Information Systems Discipline in Universities - A SWOT Analysis of Queensland University of Technology

In some Queensland universities, Information Systems academics have moved out of Business Faculties. This study uses a pilot SWOT analysis to examine the ramifications of Information Systems academics being located within or outside of the Business Faculty. The analysis provides a useful basis for decision makers in the School studied, to exploit opportunities and minimise external threats. For Information Systems academics contemplating administrative relocation of their group, the study also offers useful insights. The study presages a series of further SWOT analyses to provide a range of perspectives on the relative merits of having Information Systems academics administratively located inside versus outside Business faculties.

An innovative learning model for teaching architectural technology using building information modelling : a Queensland University of Technology perspective

In architecture courses, instilling a wider understanding of the industry specific representations practiced in the Building Industry is normally done under the auspices of Technology and Science subjects. Traditionally, building industry professionals communicated their design intentions using industry specific representations. Originally these mainly two dimensional representations such as plans, sections, elevations, schedules, etc. were produced manually, using a drawing board. Currently, this manual process has been digitised in the form of Computer Aided Design and Drafting (CADD) or ubiquitously simply CAD. While CAD has significant productivity and accuracy advantages over the earlier manual method, it still only produces industry specific representations of the design intent. Essentially, CAD is a digital version of the drawing board. The tool used for the production of these representations in industry is still mainly CAD. This is also the approach taken in most traditional university courses and mirrors the reality of the situation in the building industry. A successor to CAD, in the form of Building Information Modelling (BIM), is presently evolving in the Construction Industry. CAD is mostly a technical tool that conforms to existing industry practices. BIM on the other hand is revolutionary both as a technical tool and as an industry practice. Rather than producing representations of design intent, BIM produces an exact Virtual Prototype of any building that in an ideal situation is centrally stored and freely exchanged between the project team. Essentially, BIM builds any building twice: once in the virtual world, where any faults are resolved, and finally, in the real world. There is, however, no established model for learning through the use of this technology in Architecture courses. Queensland University of Technology (QUT), a tertiary institution that maintains close links with industry, recognises the importance of equipping their graduates with skills that are relevant to industry. BIM skills are currently in increasing demand throughout the construction industry through the evolution of construction industry practices. As such, during the second half of 2008, QUT 4th year architectural students were formally introduced for the first time to BIM, as both a technology and as an industry practice. This paper will outline the teaching team’s experiences and methodologies in offering a BIM unit (Architectural Technology and Science IV) at QUT for the first time and provide a description of the learning model. The paper will present the results of a survey on the learners’ perspectives of both BIM and their learning experiences as they learn about and through this technology.

A new undergraduate model for broadly based spatial science curriculum at Queensland University of Technology : diversity in surveying curriculum

This paper provides an overview of the current QUT Spatial Science undergraduate program based in Brisbane, Queensland, Australia. It discusses the development and implementation of a broad-based educational model for the faculty of built environment and engineering courses and specifically to the course structure of the new Bachelor of Urban Development (Spatial Science) study major. A brief historical background of surveying courses is discussed prior to the detailing of the three distinct and complementary learning themes of the new course structure with a graphical course matrix. Curriculum mapping of the spatial science major has been undertaken as the course approaches formal review in late 2010. Work-integrated learning opportunities have been embedded into the curriculum and a brief outline is presented. Some issues relevant to the tertiary surveying/ spatial sector are highlighted in the context of changing higher education environments in Australia.

In-depth analysis of the J.A.C.K. model

The Texas Transportation Commission (“the Commission”) is responsible for planning and making policies for the location, construction, and maintenance of a comprehensive system of highways and public roads in Texas. In order for the Commission to carry out its legislative mandate, the Texas Constitution requires that most revenue generated by motor vehicle registration fees and motor fuel taxes be used for constructing and maintaining public roadways and other designated purposes. The Texas Department of Transportation (TxDOT) assists the Commission in executing state transportation policy. It is the responsibility of the legislature to appropriate money for TxDOT’s operation and maintenance expenses. All money authorized to be appropriated for TxDOT’s operations must come from the State Highway Fund (also known as Fund 6, Fund 006, or Fund 0006). The Commission can then use the balance in the fund to fulfill its responsibilities. However, the value of the revenue received in Fund 6 is not keeping pace with growing demand for transportation infrastructure in Texas. Additionally, diversion of revenue to nontransportation uses now exceeds $600 million per year. As shown in Figure 1.1, revenues and expenditures of the State Highway Fund per vehicle mile traveled (VMT) in Texas have remained almost flat since 1993. In the meantime, construction cost inflation has gone up more than 100%, effectively halving the value of expenditure.