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CSI also holds one or two major concerts a year, a great opportunity to bring together the whole campus and community to enjoy some fun entertainment.
The Center for Student Involvement also has Volunteer Programs in the office, which coordinates campus-wide volunteer initiatives and advises a new student organization called Wolves Helping Others WHO.
CSI plans reading days in the local schools, canned food drives, card campaigns for assisted living homes, giveback days, and alternative spring breaks.
They provide many opportunities for students to volunteer and give back to the community. The Center for Student Involvement is also a place to come to gain new leadership skills.
Leadership-to-Go series is a great minute per week session where you can choose your own track e. There are also Lead Lunches once a month, where you can sign up to have a general lunch meeting with President Marrero.
To start an organization, you will need four other students, a faculty or staff advisor, and a constitution for your organization. After you have these items, you can come by the Center for Student Involvement and they will help guide you through the process of registering your organization!
CSI also has resources on their website to help you start your organization: There are plenty of categories of organizations including departmental, educational, political, honorary, cultural, recreational, religious, and special interest.
The CSI Office, in coordination with First-Year Experience, also provides an I passport program, which is a great opportunity to get involved and get accustomed to campus.
Most UWG classes will provide it as an assignment, and it has proven itself as a great stepping stone to feeling more comfortable at UWG. In the passport, there are opportunities to attend events, meet your Resident Assistant RA , introduce yourself to a professor, attend an aerobics class, and more — all within the first few weeks of school.
These posters and flyers can be printed through the Publications and Printing office on campus. Students can also use yard signs, chalk around campus for approved, designated spots — see Student Handbook.
In OrgSync, you can explore and join our student organizations, connect with campus departments, see upcoming events on the Student Life calendar, and track your community service hours.
Joining our OrgSync community is easy! These calendars highlight the main events and programs that are occurring during each specific month.
Now that you have all of the information and tools you need, on how to get involved, where do you begin? It is up to YOU to decide what you are most interested in, what you have time for in between school, work, volunteerism, family and friend duties, etc.
Do you want to be on an intramural team? Do you love politics and want to join a political organization? Are you religious and would like to go that route?
Do you want to join a social group that puts on events on campus? Or were you in student government in high school and would like to help govern again at college?
These questions, only you can answer. However, we at CSI are here to help you sort through it all and are always happy to meet and discuss options further.
The following list can provide you with information on the many ways you can get involved on campus. The list provides examples of some organizations in each specific category but for the complete list as well as thorough descriptions and contact information for each, check out the CSI website at westga.
Each year new organizations and clubs are formed! Honorary — These organizations recognize levels of academic achievement and require a demonstrated interest in a particular career or academic discipline.
College Republicans and the Young Democrats. Professional — These organizations provide students with a preview of their anticipated professional careers.
Recreational — These organizations promote sports oriented or recreational opportunities. Religious — These organizations serve as support for students of a particular religious persuasion, denomination, or belief.
Service — These organizations provides volunteers for on- and offcampus projects. Social Greek — These organizations belong to one of the nationally chartered social greek governing councils: Special Interest — These organizations focus on a specific issue or topic.
You should also have some clear academic goals—after all, graduation depends upon successfully completing four years of college coursework. Learning how and what to learn in your college classes will help you not only achieve academic success, but to also better manage stress and enjoy your college experience.
Becoming an effective learner is a process. You may also discover that you need to use different strategies in different disciplines, meaning the way you study in your math class may not work in your sociology class, and the way you study for biology must differ from the way you prepare for your Spanish class.
One significant difference between high school and college is that you are responsible for managing your learning. Your instructors expect that you will be an engaged and motivated learner, fully participating in discussions and course activities.
They will also expect you to monitor how well you are understanding and keeping up with course material, and to take the initiative to ask questions and seek help when you need it.
This list of expectations may seem long, but there is some good news: UWG offers plenty of resources to help you succeed. The University of West Georgia seeks to be the best place for students to learn and succeed.
The following tips and strategies are designed to help you become an effective learner. A guide to academic support resources available at UWG is also included.
There are also activities to keep you focused and on-track. So, set your goals, put forth your best effort, and use your campus resources. Strategies to Start Strong!
One common mistake new college students make is failure to take some basic steps to help pave the way for academic success.
Check it before each class to keep yourself focused on the course material. Ask your instructor about anything you do not understand in the syllabus.
This single page lets you see the entire semester, week by week. Record every test, quiz, paper, presentation, and assignment on it. Include your final exams.
Know when your busiest weeks are so you can plan ahead during your lighter weeks. Sit in a place that forces you to pay attention. Leave your phone in your backpack.
Consider using several tools: A better strategy is to plan to study in short blocks—usually about an hour—and to have a clear goal for what you will accomplish in that period.
If your mind wanders when you read or if you get frustrated writing, try committing to a minute block for those tasks; subjects that you enjoy may be doable for more than an hour.
Here is what a goal-orientated study plan looks like: Class notes, pen, extra paper, and map of early European exploration Goals: But things—including unplanned naps and other distractions!
Reading is especially ineffective if done late at night. Give it a try: Remember that a break is NOT a six-hour Netflix binge, but a half-hour TV program or a quick cup of coffee with a friend in between blocks of study time can keep your mind fresh and alert.
For example, your approach to writing a paper in English is different than the way you construct an argument in Philosophy, and the way you think about concepts in Psychology is not the same as the way you solve problems in College Algebra or understand a system in Biology.
Try reading for a while, then working problems or writing, and then something else. Here are some tips to get you started: Arrive on time, prepared for class.
Sit where you will pay the most attention—where you make eye contact with the instructor, and where you are too close to doze off or be on your phone.
Capture the most important information. Your goal is not to write down every word your instructor says. Leave blank spaces on your page so you can go back and fill in details— this is part of the actual studying and learning.
When your professor says something is an example, an exception, a case study, conclusion, theory, rule or even an opinion, pay attention!
Compare your notes with other students. You can do this in study groups, including SI sessions, or even with your tutor at a tutoring appointment.
You should also meet with your instructor to discuss your note-taking strategies and to ask for advice on how to improve.
Review your notes after every class. Plan to spend minutes reviewing your notes as soon as possible after each class session.
Active Study If your idea of studying is to look over your notes, or try to memorize the night before a test, you will probably become frustrated and not earn the grades you want in college.
Active study means that you push yourself to think critically, to ask questions, and to anticipate ways you could be tested on course materials.
Some great ways to study actively include: Your goal is to know that your reading is active study time. Here are some tips and strategies to help you read effectively and efficiently.
Begin by surveying the text. By first skimming and looking for the main ideas in the assignment, you will then be able to focus and get more out of your own reading.
Remember to summarize using your own words, and try to make the information meaningful and memorable to you. This means you should try to turn the text into formats that make sense to you, such as creating your own flowcharts, concept maps, and examples.
Make flash cards to help you learn vocabulary and concepts. They are free and available to all students. Here is a list of resources with information on how they can help you set and achieve your academic goals.
This tutoring is available to help you succeed in your core classes. The tutors are all UWG students who have earned an A in the class and who want to help you do your best.
Your tutoring appointment will give you the chance to review concepts and work practice problems with your tutor. Be sure to bring your class notes, your syllabi, assignments, and any graded homework or tests with you.
Be ready for your tutor to ask you questions and to encourage you to get to the point where you can teach the tutor.
SI sessions, led by a current UWG student, are designed to help you learn what to learn and how to learn. In SI sessions, students actively review course material, work on problem solving, test preparation, and engage in activities to complement the lectures and assignments.
Academic Coaching If you want to work on goal-setting, time management, overcoming procrastination, motivation, or how to learn and apply study strategies and skills, such as note taking or preparing for tests, Academic Coaching is for you.
Workshops last 50 minutes, include activities, and will supply you with tips and strategies to apply what you learned.
They are free and do not require registration, so give them a try! Although faculty may seem very different than your high school instructors, remember that they are dedicated to your academic success.
Make getting to know your instructors one of your primary goals each semester. Introduce yourself after class. Go to office hours or make an appointment to ask questions, discuss the lectures and assignments, to monitor your progress, and to review your notes with the expert!
Activities Review the study tips and strategies listed in this unit. Choose at least one tip or strategy that will be new for you, and commit to practicing it for the next 2 weeks.
For example, you might choose making margin notes instead of using a highlighter, or going to SI sessions, or reviewing your notes after each class.
Include the following information: Why did you choose this strategy or tip? How did you expect the new strategy to affect your academic life?
What has been hard about starting a new habit? How have you overcome any challenges or barriers that have made it hard to stick to this habit?
Have you noticed any unexpected benefits from this new strategy? This chapter will discuss research within the context of your college experience, but the truth is that you do research every day.
When you see a news story pop up on Twitter or Facebook, you might do research to see if it is real; when you want to buy a new phone or a new car, you do research to find the best, most cost-efficient options.
Even something as simple as looking up movie times can be considered research: As with looking up movie times, most students use Google or other search engines as the starting- and often ending!
Your professors will hold you to a higher standard and expect you to use things like scholarly articles and books. Google just does not have access to as many of these materials as your university library does, and information can actually be pretty difficult to find.
Most of the time, your best bet for accessing the scholarly materials and even things like older newspapers and magazines that you will need for your classes will be through Ingram Library.
Ingram library has almost , books in the physical library, and tens of thousands more ebooks online. Through the library, you also have access to more than 67, periodicals through library subscriptions to over databases.
Most of the books in the library that you can check out are in the stacks on the second and third floors. You will need two student IDs to check out these rooms, which can comfortably fit people.
You can have quieter conversations on the second floor, but the third floor is reserved as a completely quiet floor.
If someone is being loud or disruptive on the third floor, look for signs with instructions about how to report these individuals.
Navigating Ingram Library There are two main entrances to Ingram Library, both on the main first floor. The main entrance is near the library circulation desk, which is where you can check out and return books, DVDs, group study room keys, scanners, and laptops.
You can also access course reserves and get help finding materials at the circulation desk. The other entrance to the library will take you through the full-service Starbucks and past the Love Valley Lounge as you move into the library proper.
That said, make sure that you are respectful of all people around you regardless of what floor you are on. The third floor also has a quiet Mac computer lab that can be reserved by library faculty and staff for classes.
Keep this in mind when you use this lab and the lab on the main floor: Information Literacy and Research, are held.
Special Collections holds rare and often fragile items, such as political papers, old maps, and photos. To use these materials in your research, you will need to contact the Special Collections librarian to make an appointment.
For more information about Special Collections, including hours, visit westga. You can search the library catalog for things like books, ebooks, and government documents.
We will delve into more detail about how to use the library catalog later in the chapter. Under some circumstances, you may also be able to renew a book through your library account online.
Very often, your professors will put a book or an article that they want the whole class to read on course reserve. Your professor will tell you if these materials are physically at Ingram Library; If they are, you can check them out from the circulation desk on the main floor and use them in the library.
These materials might also be online on your class CourseDen site. The library currently has two printers, one on the first floor and one in the quiet Mac lab on the third floor.
You can add more money to your card by using the Wolf Bucks machine on the main floor of the library. There is a library classroom on the main floor that also serves as a computer lab when not in use by a class.
You might end up changing your topic, or having to check several different books, websites, and databases for the information you need.
This means that you need to start your research early and plan ahead. Having an idea of what the research process looks like will help you create a workflow that works for you.
The research process is recursive, which means you will revisit earlier steps as you refine your research project. Developing a Topic Sometimes the most difficult part of the whole research process is choosing what you are going to write about.
Your professors might give you a specific topic, or they might leave it up to you. Take time at the beginning of your research process to make sure you understand the assignment.
Do you need to find outside sources? If so, what kinds? Conversely, you want to make sure your topic is broad enough that you can actually research it: Pre-Searching Pre-searching is a process where you conduct preliminary research on your topic before looking at it in more depth.
Usually pre-searching will help you focus your topic so that you can turn it into a research question. You can use almost anything at this stage, including Google, but your best bet is going to be reference materials like encyclopedias, dictionaries, and even Wikipedia.
Wikipedia can help you learn more about the different elements of your topic so you have a better idea of something specific to explore.
Wikipedia, Google, and reference sources like encyclopedias give you some background information to help you figure out who is involved, and they also help you figure out what the most important elements of your topic are.
You are essentially looking for the who, what, when, where, and why of each topic. Any of these aspects are great ways to help narrow and focus your topic.
You can also start putting together your research question. Writing a Research Question A research question is, very simply, the question you want to answer in A research question is, very simply, the question you want to answer in your research.
It is important to articulate, because it helps you maintain your focus and communicate what the goal of your research project is.
It is also important because your thesis statement, which sums up the argument or position of your paper, should be the answer to your research question.
In other words, is it based solely on an opinion? In other words, are you researching something that holds some importance? Finding Resources Once you have a research question, you can start finding resources that will help you answer that research question and write your thesis statement!
Refer again to your assignment directions, and be clear about the kinds of resources your professor wants. Here is an overview of what kinds of resources your professors might ask for: Very often, these resources will have to go through a peer-review process before they are published; peer-review means that another expert has looked over the book or article and checked it for relevancy, accuracy, and even things like grammar.
Your professors want you to use these sources because they are usually more trustworthy. You want to use these resources for the same reasons, and also because they will give whatever position you are taking more weight and credibility.
These materials are usually written by journalists or people with an interest in the subject. They certainly have their uses in a research project, but are not considered at credible as scholarly materials.
You know you want to write about teenagers and video game violence, so now you just have to think about how you can turn that into a good research question.
You should ask yourself, what is the relationship between violent video games and teenagers? They play violent video games, certainly—maybe that has a behavioral effect on them.
So, your question could be:. They are first-hand sources, and they are analyzed to create secondary sources. You can find many of the sources you need through the library, by searching the library catalog or library databases.
Now, you want to check and make sure your question fulfills the requirements of a good research question. Searching for Books and ebooks in the Library Catalog The search box on the library homepage will allow you to search for books, ebooks, DVDs, and government documents in the library catalog.
This box is automatically set to search the library catalog, but you can also choose to search for journals, research guides, and course reserves.
When you search the library catalog using this box, you are doing what is called a keyword search, which looks for each one of your search terms AKA: Here you can see where the book is located in the library Stacks, Government Documents, Special Collections, etc.
There is also GIL Express gives you access to about ten million books on top of the , volumes in Ingram Library! These databases are searchable collections of online articles, books, images, and journals.
Each department at UWG has a dedicated liaison librarian who knows a lot about how to do research in that subject. Once you have decided on a major, find out who your librarian is!
You can search all databases by keywords, author, and title just like you did for the library catalog. Evaluating Resources When you find a resource you want to use, you have to consider more than just how just much it has to do with your topic.
Evaluating a topic based on relevance is extremely important, but there are also other things you want to keep in mind before you commit to using a resource: Can they speak about your topic with authority, or are they just some person on the internet?
Is your source the most recent version of your resource? How important is it for your topic to have the most up-to-date information? Is the author trying to sell you a product or an idea?
Is your resource biased? Is the grammar and spelling correct? Are the facts checked? Does the author tell you where she got her information? Was your book or article written for other scholars or for children?
Researching Tips and Tricks Here are some tips for doing a better search: Avoid typing in phrases or whole sentences. Look at your research question and thesis statement and pick out only use the most important words.
Those are going to be your keywords. The way that you and I might describe something may be different than the way that, say, a scholar writing an awesome article might describe something.
Take a moment to look at your keywords and brainstorm other possible terms. What are some synonyms for your keywords? Some related ideas or issues?
Your pre-searching might come in handy here! These are called Boolean operators, and you can use them to narrow or broaden your search. One thing you should never do is write your paper and then stick your references in after the fact.
Research should guide your process, not be an afterthought. Start by reading your article or book and making note of information that fulfills any of the following criteria: Make sure you always give them credit, not just for their words, but also for whatever ideas you use that are not yours.
Sometimes you might want to refer to a whole work. Do this in only a few sentences, picking out overarching themes or especially important points.
A brief summary is:. Here are a few ways to get help:. UWG students pledge to refrain from engaging in acts that do not maintain academic and personal integrity.
These include, but are not limited to, plagiarism, cheating, fabrication, aid of academic dishonesty, lying, bribery or threats, and stealing.
Librarians are available to work with you without an appointment Monday-Thursday pm in the library. Visit our Citation Research guide: Unauthorized Group Work is considered academically dishonest as well.
That is, if you collaborate with other people on an assignment or a take-home test without permission from your instructor.
You are also being academically dishonest if you let someone cheat from you. Other forms of dishonesty include falsifying quotes or sources, using the same assignment or work for more than one class without permission, and lying or misrepresenting the reason for a missed class or assignment.
You can avoid most of these situations by simply doing your own work. When you are doing research, however, you are tasked with incorporating outside work into your own.
Make sure that you always give credit to the original author s when you use words, ideas, or even a particular style of writing in your own work.
And remember, plagiarism in particular is usually a trickier, and more nuanced situation than most people give it credit for.
If you are ever uncertain about if you are plagiarizing, or how to use a particular source, ask your professor. Finding the right fit can make you think about your life in unexpected ways, and this can create excitement and anxiety.
Most of us are in the middle of those two extremes. Most of us come to college understanding who we were for the past 18 years, and the few careers we know something about.
There are literally thousands of professions, well beyond your current life experience would allow you to know about. You will want to explore and choose your best fit major and career.
The purpose of this chapter is to start you thinking about a career that gives you the life you imagine for yourself, one in which you love your work, make a good living, and live in your values.
Know that you will likely doubt your decision and possibly change your mind, and that this is normal.
You must declare a major at UWG by 60 hours, but it will assist you in many majors to know well before then.
A better way to choose a career is to begin by learning as much as you can about yourself and what you hope to accomplish through your chosen career.
Four key areas of exploration are values, interests, personality, and skills. In this class and in Career Services, there are tools available to help you understand these four areas!
These may come from your culture, family, past experiences, religious beliefs, and other places, and they can play a huge role in dictating both what work means to you and what you want to accomplish through your career.
Your values may include anything from helping others to making a large salary to having lots of free time. Values may lead an individual to certain careers over others.
Activity 1 at the end of this section will help you explore your own values and identify how they may impact your career choice. For instance, if you love to travel, you may wish to pursue a career that takes you to different states and countries, and a love of understanding how things work may lead you to a career that requires mechanical or computer skills.
You can take this assessment by setting up career counseling appointments with the Career Services department on campus.
These qualities include how you interact with others, take in information, make decisions, and how you organize your world. Learning about personality can provide valuable information.
Many individuals in the world have a tremendous interest in being famous singers, but that interest is unlikely to turn into a career in people who are tone deaf.
Everyone has skills that they have learned through hobbies, classes, or volunteering. Have you ever stopped to list your skills?
You may be surprised at how many you have! They can include an ability to think strategically, staying calm and helpful in a crisis, completing tasks on time, providing a compassionate ear to someone in need, stockpiling knowledge that you can bring to the table when needed, or even texting at the speed of light.
This assessment evaluates your strengths, and it may provide a whole new outlook on what kinds of strengths and skills are valuable both personally and in the career development process.
This is another assessment that is available to students who take part in career counseling in the Career Services department.
While values, interests, personality, and skills are only a piece of the career decision making process, learning about yourself in these four ways will definitely help you get off on the right foot in finding a career that fits who you are as a person!
Read through the list of values below, and circle the ten values that are the most important to you, personally. Now, go back through the list and underline the five values that you most want to incorporate into your future career.
What kinds of careers come to mind when you look at the values you most want to incorporate into your work?
Learning about your values is just one step in choosing a career. What will be your next step in the career exploration process?
Career Exploration Career exploration is a continual process that requires gathering information about yourself and information about careers.
Whether you are just beginning to think about a career, or have a good idea of where you are heading, make sure you engage in self-assessment, career research, and experiences that enhance your skills and build upon your strengths.
Career decisions will include more than considering which job to take after graduation. Your career is the value of all the work and experiences you develop over time.
In making career decisions, the work you choose to pursue will have a direct impact on the way you live your life. Your values, interests, past experiences, and lifestyle choices are all part of career development.
Career Exploration Activity 1. It briefly assesses students in areas that include values, personality, skills, interests, and decision making styles.
Register for this free assessment on the Career Services website. Begin researching to learn about possible careers, culture, mission, areas of specialization within career areas, current issues, and major accomplishments.
Answer the following questions: Career and Advising Resources Career Services Provides career counseling to assist with choosing a major, posts parttime, internship and career employment opportunities, assists with resumes, cover letters, interviewing skills and job search strategies, and connects students with potential employers through various events during the year.
Academic advising helps to develop and implement sound educational plans that are consistent with personal values and career goals.
Often in the Counseling Center, the students that come for counseling are experiencing some major relationship problems.
Frequent problems include loneliness, conflict, and problems with boyfriends, girlfriends, roommates, and even professors. To be honest, in high school you typically have relationships that have been in existence since elementary school and take little effort to maintain.
The school schedule helps foster these relationships because you are in classes with the same people for four years.
But, in college your relationships are new, and take some effort and intention on your part. This chapter will have some tips on how to create and sustain healthy relationships during your time at UWG.
The relationships you create during your first few months will be key to helping you have the best possible college experience.
But, remember, this does not happen by magic and you will have to go out of your comfort zone to meet new people and create new friendships.
It will take time and effort, but will be completely worth it in the end. You are now officially an adult and ready to spread your wings and fly all on your own.
College is a great time to begin to figure out who you are and who you are going to be as an adult separate and apart from your family.
Your relationships are bound to change and you will suddenly be exposed to so many different people who are all trying to create new relationships too.
This can be confusing, stressful, and exciting all at once. However, the relationships you develop in college have the power to help you be successful in meeting your academic and vocational goals, or they can hinder your success.
The most important thing you can do is to first develop a strong relationship with yourself. Take some time to do a self-inventory: This is just to get you started on learning about yourself.
And, certainly, as you begin to go to classes, meet friends, and find yourself faced with hard choices, you will have the chance to get to know yourself better.
It can be helpful to take some time out of your week for self-reflection in order to develop a healthy self-image.
This is the cornerstone to creating healthy relationships with others. Relationships with Faculty You are not in high school anymore. College is a very different learning environment and the professors are not like high school teachers.
You will have many different types of professors and many different types of classes, so it can be challenging to understand how you can create positive relationships with faculty, but if you want to be successful in college it is important to learn how to create a healthy relationship with your professor.
What can be most helpful is to understand that they are just people……. Relationships at Home Relationships at home are going to change. This is inevitable and can be difficult for you and for your family.
You will be making new friends, meeting new people, and will have more independence than you have ever had before. Your family is also going to be adjusting to life without you at home.
This is one of the most challenging relationships faced by college students because your living environment is crucial to your emotional well-being, so it is important to be very intentional about building and maintaining a positive relationship with your roommate.
Be honest with each other so that you can identify the areas that might be a struggle. This is sort of like a family meeting.
What is going well? What has been irritating? What can I do to be a better roommate? And, be prepared to be honest even if it is difficult.
It is always good to think if the shoe were on the other foot, what would I want my roommate to do? And Emojis do NOT make up for what is lost in an actual face to face conversation.
SO, a general rule of thumb is that if you are too scared to have the conversation in person, then texting is not an easy way out, it is an easy way to create more conflict.
Seek the guidance of a friend or an R. This can help with the separation process and make the transition back to school a little easier.
Sometimes a quick text will help ease their worries and let them know how you are doing. However, to be successful in college you have to separate from your family, so you might have to set some boundaries and slowly reduce the amount of contact you have with them.
Discuss these issues in advance with family members. Respect home rules and remember that your visit is temporary.
Dating Compared to other relationships, romantic relationships can be more difficult to negotiate since they involve intense emotions and issues such as vulnerability, jealousy, and physical intimacy.
The key to any healthy relationship is the ability to communicate even when you have a difference of opinion.
Again, here are some great tips to help you get through conflict:. We live in a world that is increasingly reliant on social media to create, sustain and build relationships.
Friends have been replaced by followers, handwritten letters have been usurped by texts and tweets, and while it is easier to make connections with a variety of people, technology can also create barriers in building healthy relationships.
Conflict only grows if you ignore what you are feeling and while it is uncomfortable to have a discussion, in the end it is the best thing for your relationship.
Your partner may think you are kidding when you are actually serious, or the opposite, you may be just teasing and your partner may take it seriously.
Call them and set up a time to talk in a quiet place with your phone put away!! That will just create more conflict. Wait until you have calmed down!
Again, this sends a message that you are interested in solving the problem, rather than just attacking them. There are some great resources at the end of the chapter than can help guide you through problems you might be having.
With experience in handling conflict, you will learn how to anticipate conflict through intentional communication.
Many students meet with professors the first few weeks of class just to get on a first name basis to find out what the professor looks for in a student.
Or, in dating, it can be helpful to talk in advance over subjects that are touchy…. The more you can communicate in advance, the less likely you will be to have conflict later.
Each time you post, make sure it is in line with your digital identity. Seriously, more relationships have been damaged by people posting when angry, drunk, or just being goofy.
Use them to make sure that your posts are seen only by the people you want to see them. Even if you think your settings are private.
Resources If you run into trouble, we hope that you will use some of the campus resources to help you. College and Money Management: Do you smile at the thought of your future earnings in your chosen career field?
Or do you tremble at the thought of your current expenses and how you will fill your car up with gasoline for your next trip home? The topic of money management can evoke a variety of emotions in any person.
The reality is that college students do stress about their finances. A nation-wide research study indicated that financial stress among college students surpassed the stresses they associated with the academic challenge of college courses And at UWG, Seriously, we include a topic on Money Management in the UWG course in an effort to raise your awareness of how stressful the topic of money can be, but we also hope to equip you with successful strategies for managing your money so that you can focus your energy and time on being successful in your classes!
You have money to spend! But have you thought about whose money you actually have? Did you earn the money from working at a job? Is that job part of a private-sector company that pays you based on their profits received?
Or do you work at a publicsector job that may pay your salary from taxpayer funds? Or have you received a monetary gift from a family member or friend?
Student Employment The decision to hold a part-time job while taking college classes can be a very tough decision.
On one hand, you definitely want to be a successful student, but the allure of earning your own money and the benefits that go along with that independence can be quite attractive.
Working while going to college can carry long-term benefits that will benefit your future, such as acquiring valuable work experience for your resume and making important networking connections with those already in your chosen career field.
If possible, consider not holding a job during your first semester so you can focus on adjusting to life as a college student.
Mid-term exams, class projects, and final exams in the fall semester can coincide at a very busy time in the retail industry as holidays approach.
If you do consider a part-time job while taking college classes, give strong consideration to the number of hours you work.
Yes, there are some part-time jobs available for students at UWG! On-campus jobs do provide more opportunities for students to engage in campus life than those students who work off-campus.
Your on-campus work supervisors also must be aware of your class schedule because they cannot permit you to work during your regularly-scheduled class time.
Off-campus work supervisors do not always know of your class schedule and might schedule you to work on a day with a very important pop-quiz in your philosophy class.
Yet, as appealing as they can be, on-campus work opportunities are limited. Visit them in Row Hall 3rd floor west side , or visit their website — www.
Family Financial Support Family financial resources are not created equal. Some families have more financial resources than others to be able to provide to their children.
You may have experienced some of this disparity in high school, but it may become more pronounced in college as you spend more of your daily time with roommates and suitemates whose backgrounds are different than yours.
Some parents are able to provide their children with weekly or monthly allowances even while in college. Others are not able to do this on a regular basis.
But without a regular financial contribution from your parents, have you given thought to some of the routine expenses that your parents might be paying on your behalf?
Things like gas money, car insurance, cell phone both the cost of the phone and the monthly charges , health insurance, cable television, internet connection, etc.
Many two-income families struggle similarly with the balance of income and expenses as college students do. Conversations about money should be family conversations, not just parent to parent conversations.
Engage your parents in a conversation about the family financial resources in your home. You may be surprised what you will learn about where all the money goes!
What is a refund? What is a Financial Aid Refund? Students who utilize financial aid funds in the form of scholarships, grants, and loans are awarded a financial aid package that is designed to help meet as much of their direct and indirect educational expenses as possible.
Direct expenses are those costs which must be paid to the university, i. Indirect expenses can include items such as transportation expenses, living expenses, etc.
The university cannot keep that credit balance because it belongs to the student. Recent federal regulations have changed the way these are managed and delivered to students, and more specific information was shared with you at Orientation.
The most important thing to consider when you receive a credit balance refund is to know the source of the refund.
Most of the time, the refund is made up of loan funds that you have borrowed to help fund your educational expenses. As a loan, these funds must eventually be repaid.
So, you are faced with a significant choice every time you decide to spend a portion of your refund that may be funded by student loans — do I spend this money now only to have to repay it later?
Which brings us quite conveniently to the next topic! But have you taken the opportunity to have a conversation with your parents about their income It is very important to consider the balance between the money you earn and the money you spend.
It can be a very difficult situation to overcome whenever your expenses exceed your earnings. You may need a vehicle for your basic transportation needs to and from campus, but you may want a Jaguar convertible.
Based on your current financial status, how do you balance your need and your want in this decision? If you attended a public school for your K years, the idea of paying for your education may not be very familiar to you.
The reality is — college costs money! And it is important for you to understand what those costs are. Yes, this scenario may be far-fetched or not!
Sometimes the difference between needs and wants is not as clear as this example about vehicles. So, do you purchase a pair of pants, a shirt, tie, and sportcoat separately off the rack at a department store, or do you spend a little extra to have a suit tailored to fit you?
Learning to budget your money is an important skill to learn in college. What are your long-term goals? How will you achieve those goals?
How does money management impact how you reach those goals? Track both for a while to get an idea.
Consider the following expenses: They just do without that item for the rest of the month. Tuition — Tuition is defined as the cost of instruction for the courses in which you enroll.
Tuition includes not just the salary of the professor who is teaching your course, but it also includes teaching and learning materials relevant to the course, classroom and facility expenses including utilities expenses , instructional technology, etc.
Mandatory Fees — These are fees which are necessary to provide a complete range of student services that support the academic environment.
A complete university education is about more than just attending classes — campus involvement, personal growth, and commitment to your physical and mental health help to develop life skills that you will use after you graduate.
Mandatory fees, such as the activity fee, athletic fee, and health fee, allow the university to provide those valuable resources to every student.
Mandatory fees are reviewed by various UWG committees whose membership must include student representatives, in compliance with University System of Georgia policies.
These university committees make recommendations for fees on an annual basis to the UWG President who in turn makes recommendations to the University System of Georgia Board of Regents.
You may have heard that phrase used before, but what does it mean? Although you are more than just a guest of the university, you are rooming and boarding with us!
You are charged room and board depending on which residence hall you live in and what type of meal plan you choose. Students should always know the status of their UWG account.
Students often do not check BANWEB regularly, except at times for course registration and checking final course grades.
Your Future - Planning on it? The next four years may seem very far away for you. But think back for a second — how quickly did your high school years pass?
Your college years will pass by even more quickly. When you leave college, you will be entering your chosen career field through the path of a job in the field or through continued education through graduate school, or both.
Either way, many of the decisions you make over the next four years will impact your life after college. This definitely includes financial decisions.
As you earn money in college and as you spend money in college, think about your short-term and long-term goals and how your money management will help you achieve those goals.
If financial independency is one of your short-term or long-term goals, be thinking now about some of the expenses that your parents may be covering on your behalf, expenses that will become yours one day!
Expenses such as cell phone, computer, car, apartment rent, house payment, insurance, etc. It is easy to forget these expenses when your parents may be helping to provide these for you!
Saving Money Be thinking about how you will save money for your future. It is always a great idea to keep an emergency fund available for some of those unexpected life challenges that face us from time to time — flat tires, high heating bills in the winter, etc.
But in the middle of that balance between keeping your daily expenses going, saving for emergencies, and spending on yourself, think about whether you are saving for your future, or are you assuming that your future earnings will pay for your current expenses?
What are your future earnings in your career field projected to be when you graduate, and is there any room to doubt that those future earnings will remain at the current projections?
As you save for your future, how much are you willing to risk now in investments that might bring you larger payouts for the future?
Or could these same investments cause you to lose what you invested if the economy struggles like it has for the past few years?
Are you willing to take that risk? Credit Care A really difficult lesson that some students learn in college is that credit cards can be dangerous, especially if not used wisely.
There are good and bad sides to using a credit card as a young adult:. The topic of student loans can be quite confusing. Here are some basic definitions of some of the terms used in discussing student loans:.
Credit cards may have sky-high interest rates, so beware! If you use or want to start using a credit card, try these tips for keeping the spending under control:.
The student becomes responsible for the accruing interest during repayment, which begins six-months after the student is no longer-enrolled half-time.
Eligibility for Subsidized Loans is based on remaining financial need after all other aid is awarded. Sometimes the interest can compound, only adding to the additional costs.
A high limit does not mean you should hit it. Keep your credit balances under control! Paying late after the due date damages your credit rating and incurs late fees.
Student Loans Although we strongly suggest exhausting scholarship and grant opportunities first, it is important for us to educate you as much as possible about student loans so that you can make a truly informed financial decision.
Just because you are offered student loans as part of your financial aid package does not mean that you have to borrow them.
If you have the financial means to cover your college expenses while you are enrolled, you should definitely consider doing that to save your future long-term debt levels.
Congress, through the US Department of Education, has established limits to help prevent students from over-borrowing through student loans. These limits are on an annual yearly basis as well as an aggregate lifetime basis: These limits are for dependent students.
Independent students have higher annual and aggregate limits. Also, dependent students whose parents are denied a PLUS loan due to adverse credit may also be able to borrower at the higher independent limits, but it all must be repaid!
Interest payments can be made throughout enrollment, or may accrue and capitalize through enrollment and be added to the loan during repayment.
Interest is calculated as a percentage of the unpaid principal amount loan amount borrowed. At the time of writing this chapter, the interest rates are not yet known.
For , the interest rate on undergraduate student loans disbursed between July 1, and June 30, was 4. This interest rate will remain on that specific loan throughout repayment.
The US Department of Education sets the loan origination fee each year, and it is also subject to change with federal sequestration on October 1st of each year.
Wednesday, May 6, - 9: You will be asked to: Stockholders will also transact any other business that is properly brought before the Meeting and any adjournment or postponement of the Meeting.
The Board recommends a vote FOR each of the matters set forth above. For any other business that is properly brought before the Meeting, the appointed proxies are authorized to vote pursuant to their discretion.
Your vote is important and we encourage you to vote as soon as possible even if you plan to attend the Meeting. You are eligible to vote if you were a stockholder of record at the close of business on March 17, Please read the attached Proxy Statement for additional information on the matters you are being asked to vote on.
You must have your proxy card available when voting. By Telephone Dial toll-free By Mail Cast your ballot, sign your proxy card and mail it in the enclosed envelope.
Thank you for your investment in Chesapeake and continued support. The next several pages provide you with an overview of the sections within our Proxy Statement and relevant page numbers.
You should consider all of the information available in the Proxy Statement prior to voting your shares. Eastern Time on Wednesday, May 6, Stockholders as of the record date are entitled to vote.
Each share of common stock is entitled to one vote for each director nominee and one vote for each other proposal to be voted on.
Your vote is important. You can vote your shares using one of the following methods: Election of four Class I Directors to serve three-year terms ending in and until their successors are elected and qualified, and the election of a Class III director to serve a two-year term ending in and until his successor is elected and qualified.
The following table provides summary information about each director nominee standing for re-election to the Board.
Additional information for all of our directors, including the nominees, may be found beginning on page 4. The Board approved the Plan which was effective January 1, We are submitting the plan for stockholder approval at the Meeting so that payments made to our executive officers and other key employees under the Plan may qualify as performance-based compensation that is fully deductible for federal income tax purposes.
A summary of the material features of the Plan is provided beginning on page 11 and the full text of the Plan is attached as Appendix A.
The table below provides a summary of the aggregate fees for professional services billed to the Company and its subsidiaries by ParenteBeard and Baker Tilly in and ParenteBeard in This Proxy Statement contains information on matters that will be presented at the Meeting and is provided to assist you in voting your shares.
The Meeting will be held at 9: Holders of Chesapeake stock at the close of business on March 17, , the record date established by the Board, are entitled to vote at the Meeting.
There were 14,, shares of our common stock outstanding as of this date. These shares of common stock are our only outstanding class of voting equity securities.
Each share of common stock is entitled to one vote on each matter submitted to the stockholders for a vote. The named executive officers and directors of the Company, collectively, have the power to vote 5.
The named executive officers and directors intend to vote their shares of common stock as follows: The appointed proxies will vote pursuant to their discretion on any other matter that is brought before the Meeting or at any adjournment or postponement of the Meeting in accordance with our Bylaws.
We are not aware of any other matter to be presented at the Meeting. If you are a registered stockholder, your proxy card will be voted at the Meeting if it is properly submitted and not subsequently revoked.
If your proxy card is incomplete or if you do not provide instructions with respect to any of the proposals, the appointed proxy will vote FOR Proposals 1, 2 and 3 and pursuant to his discretion for any other business properly brought before the Meeting.
If your proxy card is unclear as to how you intended to vote e. You will receive this Proxy Statement, any other solicitation materials, and voting instructions through your bank, broker, trustee, nominee, or institution.
Generally, broker non-votes occur on a non-routine proposal where a broker is not permitted to vote on that proposal without instructions from the beneficial owner.
Broker non-votes are counted as present for purposes of determining whether there is a quorum, but are not counted for purposes of determining whether a matter has been approved.
We will reimburse the institution for reasonable expenses incurred in connection with their solicitation. If you plan to attend the Meeting, you will need to bring a valid proxy from the institution if you intend to vote your shares at the Meeting.
You may attend the Meeting and deliver your proxy card in person before voting is declared closed at the Meeting. You may vote at the Meeting even if you submitted your proxy using any of the methods below.
If you are an authorized officer, partner or other agent voting shares on behalf of a corporation, limited liability company, partnership or other legal entity, you should sign the accompanying proxy card in the entity name and indicate your name and title.
If you are an agent, attorney, guardian or trustee submitting a proxy card on behalf of a registered stockholder, you should also indicate your title with your signature.
If you own stock with multiple parties, each party should sign the proxy card. As of the date of this Proxy Statement, the entire Board consists of thirteen directors divided into three classes.
Directors are elected to serve three-year terms. Directors are elected by a plurality of the votes cast by the holders of the shares present in person or represented by proxy at the Meeting.
You may authorize a proxy to vote your shares on the election of directors. A proxy that withholds authority to vote for a particular nominee will not count either for or against the nominee.
Overview of Process for Nominating Directors. Prior to nominating directors, the Corporate Governance Committee considers each candidate selected and the criteria described under the Director Nomination Process on page The Corporate Governance Committee seeks individuals who demonstrate integrity, judgment, leadership and decisiveness in their business dealings.
Directors should be able to commit the requisite time for preparation and attendance at Board and Committee meetings, as well as be able to participate in other matters necessary to ensure good corporate governance.
The Board reflects a broad range of leadership, professional skills and experience; corporate governance and board service experience; experience in the markets in which we conduct business; economic and financial expertise; industry experience; public affairs experience; academia experience; and entrepreneurism.
On September 10, , the Board increased the size of the board from twelve to thirteen directors and appointed Ronald G. Forsythe for election at the Meeting and if elected, Dr.
Forsythe will serve as a Class III director until the Annual Meeting of Stockholders and until his successor is elected and qualified. If elected, these directors will serve as Class I directors until the Annual Meeting of Stockholders and until their successors are elected and qualified.
If, prior to the election, any of the nominees become unable or unwilling to serve as a director of the Company an eventuality that we do not anticipate , all proxies will be voted for any substitute nominee who may be designated by the Board pursuant to the recommendation of the Corporate Governance Committee.
Prior to QHS, Dr. He also serves on the Board of Directors of the Peninsula Regional Medical Center Foundation, which focuses on capital investments, fund raising, support of educational programs, and community health and wellness initiatives.
Key Attributes, Experience and Skills: Forsythe has served as a senior executive in academia for more than a decade. Forsythe focused on technological advancements, organizational positioning, and community engagement, which contributed to the development, growth and expansion of the university.
Forsythe led the implementation of several projects at UMES that made the Eastern Shore more eco friendly in its use of energy. Forsythe previously provided consulting services to the eighth largest water and wastewater utility in the United States where he led an assessment of information technology and communications infrastructure, security practices, and operating procedures.
Forsythe has a diverse background in management, operations and healthcare initiatives as reflected above and as practiced in his current position as President, Chief Operating Officer and Interim Chief Information Officer of QHS.
Forsythe has established personal and professional relationships throughout the Delmarva Peninsula and a solid understanding of the Delmarva Peninsula market.
Class I Directors Terms Expire in Bayard serves in numerous business and community board capacities including: Bayard is well-established in the Delaware legal community where a majority of corporations are incorporated.
He has been instrumental in guiding the Company on Delaware legislative and regulatory matters, as well as corporate governance practices.
Exelon Corporation is an electric utility, providing energy generation, power marketing and energy delivery. Hill has extensive experience in the energy industry, serving in various senior financial and managerial positions at PECO Energy and Exelon Corporation.
Through his professional experiences, Mr. Hill has obtained an in-depth knowledge of regulation and energy delivery which has supplemented his engineering training.
With his background in engineering, finance, regulation and utility operations, Mr. Hill brings broad and in-depth utility knowledge to the Board.
Hudson has also held various other positions in these organizations, including, President and Chief Operating Officer.
Hudson also has a solid understanding of the Florida market. Morgan has served in numerous business and community board capacities, including as Chair of the Delaware Business Roundtable and trustee of Christiana Care Corporation.
Morgan has an established professional career with over 44 years in the banking industry. His management experience and market knowledge, coupled with serving on another public company board, has provided Mr.
Morgan with the appropriate blend of skills to lead the Corporate Governance Committee. His membership on the Delaware Economic and Financial Advisory Council, and his previous leadership role on the Delaware Business Roundtable give him further insight on issues facing both the current and future business and economic climate of Delaware.
Adkins was appointed as Chair of the Board in He held the position of Chief Executive Officer from to During his tenure with the Company Mr.
Adkins has served in many positions throughout his career with Chesapeake, securing significant Company and utility experience that gives him a solid foundation to lead the Board.
Adkins gained additional knowledge on local market demographics and growth projections that have benefited the Company in identifying growth opportunities while serving as a director of PNC Bank, Delaware.
Bernstein is active in the oversight of several private businesses in which he is a major stockholder, including: He is also a partner in the Waterside Village development in Easton, Maryland.
He has also served on boards for several colleges and universities. Bernstein is an established entrepreneur and oversees several private businesses.
Over the course of his career, he has initiated and successfully sold several start-up businesses. These attributes have been valuable as the Company has invested in new business opportunities or considered new sales and marketing programs to promote its products and services.
In starting new businesses, Mr. Bernstein has been responsible for attracting and incentivizing new management.
Within the community, Mr. Maddock has gained additional knowledge of the Florida economy though his service as a director of Lydian Bank and Trust, as well as his involvement within the Florida community.
He was appointed Chief Executive Officer effective January 1, He was appointed as President in March McMasters joined the Company in McMasters is also a member of the Delaware Business Roundtable.
McMasters has served in numerous capacities in his thirty-four years of experience with the Company, most recently as Chief Executive Officer.
He is also owner and President of Denver Accounting Services, a small business accounting firm. Bresnan currently serves as a director of Global LT, which provides language training services.
From to he served as a majority shareholder, President and Chief Executive Officer of Schneider Sales Management, LLC, a provider of sales consulting and skills assessment services, and a publisher of proprietary sales training materials.
From to , Mr. Bresnan has extensive executive management experience. He gained experience in various sales skills and marketing techniques in his role as head of Schneider Sales Management.
Bresnan gained in-depth knowledge of the technology industry during his tenure as Chief Executive Officer of New Horizons Worldwide, Inc.
He also gained experience in consummating acquisitions and facilitating the post-acquisition integration process. Bresnan served as a manager with a former public accounting firm and Chief Financial Officer at Capitol American Finance.
His experience in these roles has been a valuable asset both on the Board and as the Chair of the Audit Committee. He serves as a director of Calvin B.
Moore previously served in numerous business and community capacities in the State of Maryland, including: Moore is well-established in the Maryland legal community and has been instrumental in guiding the Company on Maryland legislative and regulatory matters, as well as corporate governance practices.
As a director of Calvin B. He also has significant market knowledge regarding the Eastern Shore of Maryland, including the local political environment.
Morgan has extensive experience serving as a board member of both private and public companies. Schimkaitis was appointed Vice Chair of the Board in March Schimkaitis served as President of the Company from until Schimkaitis has forty years of experience in the utilities industry, twenty-five years of which were spent in key management roles within the Company.
Throughout his tenure, Mr. The Board approved the Plan, which was effective January 1, We are submitting the Plan for stockholder approval at the meeting so that payments made to our executive officers and other key employees under the Plan may qualify as performance-based compensation that is fully deductible for federal income tax purposes.
If the Plan is not approved by our stockholders, the Plan will continue to be utilized. This summary of the material features of the Plan is qualified in its entirety by reference to the full text of the Plan, which is attached as Appendix A.
The purposes of the Plan are: The Plan was effective as of January 1, and remains in effect until terminated by the Board of Directors or the Compensation Committee in accordance with the terms of the Plan.
The Compensation Committee will periodically determine, in its sole discretion, the individuals that will participate in the Plan and the amounts and other terms and conditions of awards to be granted under the Plan.
All questions of interpretation and administration with respect to the Plan and awards granted will be determined by the Compensation Committee in its sole and absolute discretion.
In addition, the Compensation Committee will have complete authority to adopt, amend, rescind and enforce rules and regulations pertaining to the administration of the Plan; to correct administrative errors; to make all other determinations necessary or advisable for its administration; to designate officers of the Company to execute on behalf of the Company all agreements and documents approved by the Compensation Committee under the Plan; except to the extent prohibited by applicable law, to delegate to one or more individuals the day-to-day administration of the Plan; and to employ persons to render advice with respect to any of its responsibilities under the Plan.
Any of our named executive officers or other key employees designated by the Compensation Committee, or otherwise meeting the criteria set forth by the Compensation Committee, are eligible to participate in the Plan.
Currently, we expect that approximately twenty of our employees are eligible to participate in the Plan for the performance period.
The performance criteria may vary for different performance periods and do not need to be the same for each participant eligible for an award during a particular performance period.
Once established, the performance criteria cannot be changed during the performance period. For each performance period, the Compensation Committee may grant to eligible employees participating in the Plan, a Target Bonus Award as that term is defined in the Plan which is contingent on the achievement of established performance criteria during the performance period, or with respect to employees not qualifying as covered employees, the occurrence of another specified event as determined by the Compensation Committee in accordance with the terms of the Plan.
Performance criteria and Target Bonus Awards must be established prior to the beginning of each performance period or as soon as practicable thereafter.
After the end of each performance period, the Compensation Committee will certify in writing the extent to which the performance criteria have been achieved.
With respect to participants who are not covered employees, the Compensation Committee will determine the final amount payable for a performance period based on the performance criteria and other business objectives.
The Plan will cover each of our fiscal years beginning with All awards under the Plan will be paid in cash, in one lump sum, subject to applicable tax and other authorized withholdings, on the last business day occurring on or before the 15 th day of the third month after the end of each performance period, which will generally be on or before March 15 th.
The Plan generally requires that a participant be actively employed at the end of an applicable performance period to receive payment for that particular performance period.
The Compensation Committee may, in its sole discretion, modify, amend, suspend or terminate the Plan from time to time; provided, however, that no such modification, amendment, suspension or termination may, without the consent of a participant, materially reduce the right of a participant to a payment or distribution pursuant to the Plan to which such participant has already become entitled.
An amendment will be subject to the approval of our stockholders only if such approval is required by applicable law. Upon a change in control, the Compensation Committee, except in limited circumstances, cannot directly or indirectly modify, amend, suspend, terminate or discontinue the Plan, establish or modify rules, regulations or procedures under the Plan, interpret the Plan or make a determination under the Plan, or exercise its authority or discretion under any provision of the Plan.
All cash payments made under the Plan are taxable to the participant when received. Generally, the Company will be entitled to a corresponding deduction.
While we intend that payments made under the Plan to be fully deductible when paid, there are certain requirements that must be met in order to qualify for the performance-based exception pursuant to Section m of the Internal Revenue Code, and there is no guarantee that amounts will in fact be deductible.
The following table sets forth the Target Bonus Award opportunities for the performance period: During the years ended December 31, and , and during the interim period from the end of the most recently completed fiscal year through October 1, , the date of resignation, there were no a disagreements, as described under Item a 1 iv of Regulation S-K, with ParenteBeard on any matter of accounting principles or practices, financial statement disclosure or auditing scope or procedures, which disagreements, if not resolved to the satisfaction of ParenteBeard would have caused it to make reference to such disagreement in its reports, or b reportable events, as described under Item a 1 v of Regulation S-K.
The Audit Committee previously established criteria and procedures used to evaluate the quality of the audit services. In , each member of the Audit Committee, as well as members of management and the Director of Internal Audit completed an evaluation of the quality of the audit services rendered in The questions were specifically developed for the individual given his or her relationship with the external audit firm.
The Audit Committee takes additional measures to ensure the audit team is independent and has the experience that creates an audit of the highest quality.
These measures include, but are not limited to: On October 1, , as a result of the merger, ParenteBeard ceased conducting business and resigned as the external audit firm of the Company.
While this vote is not binding, in the event that stockholders fail to ratify the appointment of Baker Tilly, the Audit Committee will reconsider this appointment.
Even if the appointment is ratified, the Audit Committee, in its discretion may direct the appointment of a different external audit firm at any time during the year if the Audit Committee determines that such a change would be in the best interests of the Company and its stockholders.
A representative from Baker Tilly will be present at the Annual Meeting and available to respond to appropriate questions. A formal statement will not be made.
We discussed with Baker Tilly the overall scope and plan for their audit and approved the terms of their engagement letter. Effective October 1, , the audit firm of ParenteBeard merged with Baker Tilly in a transaction pursuant to which ParenteBeard combined its operations with Baker Tilly.
These fees were for services rendered in conjunction with the audits of the financial statements included in our Annual Report on Form K; the reviews of the financial statements included in our Quarterly Reports on Form Q; the audits of certain of our subsidiaries or operations typically performed for statutory and regulatory filings or engagements; the audits of internal control over financial reporting as required by Section of the Sarbanes-Oxley Act of ; and the issuance of their consents associated with our registration statements that were filed with the SEC during those two years.
During and , Baker Tilly and ParenteBeard performed annual audits on our benefit plans for the plan years ended December 31, and , respectively.
During , Baker Tilly assisted us with the due diligence process relating to our transaction with Gatherco, Inc. Additionally, ParenteBeard performed other attest services not required by statute or regulation in The Company did not engage Baker Tilly or ParenteBeard to provide any tax services or any services other than those described above.
The Audit Committee may also pre-approve tax services provided by the external audit firm, if any. Under the Policy, the Audit Committee may pre-approve specific services in advance or may pre-approve one or more categories of audit and non-audit services.
The Audit Committee may establish ceilings on the level of fees and costs of generally pre-approved services that may be performed.
At least annually, the external audit firm is required to report to the Audit Committee on the specific services provided and the amounts that have been paid to the external audit firm.
The Chief Financial Officer is required to report to the Audit Committee on the specific services provided and the amounts paid by the Company.
In and , the Audit Committee approved percent of all audit and non-audit services provided to the Company by Baker Tilly and ParenteBeard, respectively.
The Board reflects a broad range of leadership, professional skills and experience; corporate governance and board service; experience in the markets in which we conduct business; economic and financial expertise; industry experience; public affairs experience; academia experience; and entrepreneurism which complements the Board as a whole.
A majority of our Board currently serves or has served as chief executive officers of public and non-profit organizations.
Collectively, the Board has a strong background and experience in the utility and energy industry. The Board, management and employees have been committed to continued earnings growth and increased shareholder value.
Directors have a mix of skills and attributes that complement the Board as a whole. The independent directors bring expertise and a diversity of perspectives to the Board.
The culture of the Board enables directors to openly express their opinions in the boardroom and engage in open dialogue.
Members of the Board are independent if it is determined that the director has no material relationship with the Company except in his or her capacity as a director.
In accordance with the Independence Guidelines, on March 4, , the Board conducted its annual review of director independence. During this review, the Board examined all direct and indirect transactions or relationships between the Company or any of its subsidiaries and each director and any immediate family member of the director and determined that no material relationships with the Company existed during On the basis of this review, the Board determined that twelve members of our Board or 92 percent are independent.
Each of the following directors qualifies as an independent director as defined by the NYSE listing standards and in accordance with the standards set forth in the Independence Guidelines: Bayard, Richard Bernstein, Thomas J.
Morgan, and John R. At its meeting on May 6, , the Board elected Ralph J. Adkins to serve as our non-executive, independent Chair.
Adkins has served as our Chair since and has performed the responsibilities prescribed to him by the Board and those detailed in the Corporate Governance Guidelines, including establishing the agenda for and leading Board meetings, and facilitating communications among Board members and communications between the Board and the Chief Executive Officer outside of Board meetings.
Adkins has more than 50 years of experience in the utility industry, including 42 years as an employee of the Company as well as more than 10 years of service as the non-employee Chair of the Board.
This utility experience has given him explicit knowledge about the Company and its businesses which has been advantageous in leading the Board in the performance of its duties.
At its meeting on May 6, , the Board appointed John R. Schimkaitis to serve as our non-executive, independent Vice Chair of the Board.
He has served as our Vice Chair since In this role, Mr. Schimkaitis assists the Chair of the Board and performs other duties as prescribed to him by the Board.
The Corporate Governance Committee regularly engages in discussion on Board composition and succession planning as further discussed on page The Board may, at a future date, combine the Chair and Chief Executive Officer roles if the Board determines that such a leadership structure would be appropriate.
We recognize that it is neither possible nor prudent to eliminate all risk. In fact, purposeful and appropriate risk taking is essential for the Company to continue to grow and execute its strategic plan.
During the risk identification process, risk heat maps are developed. During the risk management process, appropriate actions are identified to manage the specific risk, and processes are established to continually monitor identified risks.
Senior management is involved in the decision-making process, is aware of the known risks and is intimately involved in the monitoring and mitigation of the identified risks.
Board members remain informed on industry trends, Company-wide strategic initiatives, key financial barometers and other matters relevant to the Company and its businesses.
This provides the Board members with a comprehensive understanding of our initiatives, and allows the Board to effectively consider and evaluate the various risks associated with the Company, its businesses and its strategic initiatives.
Formal risk identification, evaluation and monitoring steps are completed by the Company and reviewed with the Audit Committee, prior to finalizing the risk assessment and risk heat maps.
The Compensation Committee focuses on our compensation program and ensures the program appropriately incentivizes short-term and long-term financial and operational performance, without encouraging unnecessary risk.
The Compensation Committee also considers risks related to organizational development, executive recruitment, retention and succession planning.
In addition, management-level implementation committees have been established to assist in identifying, assessing and managing risks, including a Global Risk Management Committee.
Also in , the Company engaged an independent third-party to conduct a more formalized cybersecurity and physical security program assessment across our technology environments and key facilities.
Overall, the Company maintains both top down and bottom up approaches in regards to risk identification, awareness, management and monitoring.
Each of the Committees is comprised solely of independent directors. Each Committee member attended percent of the applicable Committee meetings.
The Committee also reviewed emerging trends, including revenue recognition and convergents to the international accounting standards, as well as several complex accounting judgments and assessed their impact on the Company.
Bresnan Audit Committee Chair. Bresnan, Chair Thomas P. Biographical information on each Committee member can be reviewed beginning on page 5 of this Proxy Statement.
None of the members of the Audit Committee currently serve on audit committees of other public companies. Summary of Committee Responsibilities: Summary of Significant Activities in Richard Bernstein Compensation Committee Chair.
Richard Bernstein, Chair Joseph E. The Compensation Committee is directly responsible for the appointment, compensation and oversight of the work of any consultant or other advisor it retains.
The Committee may, in its sole discretion, engage a consultant or other advisor to assist in the evaluation of executive and director compensation.
In , the Committee retained Frederic W. Forsythe to serve as a director on the Board. The Corporate Governance Committee has also continued to assess corporate governance trends and their impact on the Company while ensuring the appropriate governance framework is in place under which the Company operates.
Corporate Governance Committee Chair. The Corporate Governance Committee, with the consent of the Board, may retain consultants or other advisors to assist it in fulfilling its responsibilities.
In , the Committee received information from legal counsel and other consultants on certain matters, including emerging trends and regulatory and legislative developments and their impact on the Company.
The Committee also reviewed internally prepared information on governance trends and best practices. The Corporate Governance Committee identifies potential director nominees through contacts in the business, civic and legal communities and a variety of other sources.
The Committee may retain a search firm or utilize third-party database search tools to identify director nominees. The Corporate Governance Committee will consider all candidates recommended by stockholders who comply with these provisions and satisfy the Director Eligibility Guidelines.
The Corporate Governance Committee will consider several factors prior to nominating a candidate. Generally, the Committee will consider the existing size and composition of the Board, evaluate biographical information and other background material, and interview each candidate selected.
In addition to the personal characteristics and core competencies provided in our Director Eligibility Guidelines described below, the Corporate Governance Committee reviews other criteria such as: The Corporate Governance Committee regularly engages in discussion on Board composition and succession planning.
The Committee reviews director attributes, skills and experience represented on the Board and identifies additional qualifications that may be desired on the Board.
In , the Corporate Governance Committee engaged in a comprehensive director nomination process prior to recommending that the Board appoint a new director.
The Committee considered a number of candidates submitted by directors, members of management, third-party search firms and others.
The Committee also considered the existence of any potential conflicts of interest and the independence of the candidate. The Committee worked closely with the Chair of the Board and the Chief Executive Officer to narrow the director candidate list, conduct interviews of potential candidates and complete the due diligence process on selected candidates.
Beyond his strong relationships across the Delmarva Peninsula in which the Company operates, Dr. Forsythe brings expertise in many different areas, including strategic and tactical planning, information technology, engineering, renewable energy, healthcare, community engagement and economic development, all of which are beneficial as the Company continues to execute its strategic plan.
The Board and its Committees proactively monitor legislative and regulatory initiatives, market trends, as well as other corporate governance trends and their potential impact on the Company.
Each director has access to publications and other resources that cover these matters. In previous years, professionals in the financial community presented on various aspects of the utility industry, including the current macro economic outlook, market trends, utility industry fundamentals, downstream utility focus, current valuations, investor perception, industry framework, and current industry topics.
Experts in the areas of corporate governance, proxy advisory services and investor relations have also spoken to the Board on regulatory actions, governance trends and various other corporate governance topics.
The Board has also received corporate governance updates from a Chancellor from the Delaware Court of Chancery, a Chief Justice of the Delaware Supreme Court, and established members of the academic, governance, investor relations, legal and financial communities who are experienced in the utilities industry and the broader market.
Directors participated in continuing education sessions to remain informed on recent trends applicable to their Committee duties. Certain directors also participate in continuing legal education.
Newly elected directors participate in a comprehensive director orientation program that covers, among other things, our strategy, business structure, financial performance, and competitive landscape.
As part of this program, directors are invited to participate in a tour of selected facilities of the Company.
Most of our Board meetings are held in various locations throughout our service territories. This provides directors the opportunity to become more familiar with our operations and the communities we serve.
During these visits, the Board also has the opportunity to engage with our employees in the applicable service areas. Industry experts have also spoken to the Board on such topics as energy trends, market factors and competition, growth opportunities, key customer growth expectations, and future outlook.
The Committees actively engage with senior management and other parties when necessary to further assess the current environment or respond to governance related matters.
The Corporate Governance Committee and Audit Committee each routinely receive updates on matters applicable to their responsibilities from legal counsel and independent consultants.
The Committees also receive regulatory and legislative updates at their respective meetings. Governance Transparency and Accountability.
The Board and Corporate Governance Committee annually review our corporate governance documents and practices to ensure that they provide the appropriate framework under which the Company operates.
Our corporate governance documents can be viewed on our website at http: Additional information in the Corporate Governance section of our website includes the composition of our Board and Committees and.
Under the Investors section of our website, http: Under the News section of our website, http: In this section on our website, you can also read more about the Company being selected as a top workplace in Delaware, receiving several safety achievement awards from the American Gas Association, and being honored with two awards recognizing the efforts and accomplishments of our corporate governance team.
The Board has adopted Corporate Governance Guidelines, which consist of a series of policies and principles that are adhered to when overseeing the corporate governance of the Company.
The Corporate Governance Guidelines focus on board composition and director qualifications, Board meetings, Board committees, Board access to management and advisors, Board relationship to senior management, director compensation, and annual review of Board and committee effectiveness.
In considering whether an actual conflict of interest exists, factors to be considered include, but are not limited to, the benefit to the Company and the aggregate value of the transaction.
The Board has also adopted a Code of Ethics for Financial Officers which provides a framework for honest and ethical conduct by our financial officers as they perform their financial management responsibilities.
Other senior managers with accounting and financial reporting oversight must annually confirm compliance with the Code of Ethics for Financial Officers.
A related person transaction would include, but is not limited to, any financial transaction, arrangement or relationship, any indebtedness or guarantee of indebtedness and any series of similar transactions, arrangements or relationships.
In determining whether to approve or ratify a related person transaction, the disinterested members of the Audit Committee, as part of an annual review or as required, will consider the relationship of the individual to the Company, the materiality of the transaction to the Company and the individual, and the business purpose and reasonableness of the transaction.
The Audit Committee may approve or disapprove the transaction and direct the officers of the Company to take appropriate action. The Audit Committee may also refer the matter to the full Board with a recommendation.
The Company has established procedures in order to identify material transactions and determine, based on the relevant facts and circumstances, whether the Company or a related person has a direct or indirect material interest in the transaction.
Director nominees, including those nominated by stockholders, are also required to complete a questionnaire in a form similar to that completed annually by directors and executive officers.
These conflicts of interest may be specific to the individual or may extend to his or her family members. Any officer who has a conflict of interest with respect to any matter is required to disclose the matter to the Chief Executive Officer, or if the Chief Executive Officer has a conflict of interest, the Chief Executive Officer would disclose the matter to the Audit Committee.
All other employees are required to disclose any conflict of interest to the Director of Internal Audit. Directors are required to disclose any conflict of interest to the Chair of the Board and to refrain from voting on any matter s in which they have a conflict.
In addition, directors, executive officers and designated employees disclose to the Company, in an annual ethics questionnaire, any current or proposed conflict of interest including related person transactions.
All employees and executive officers are encouraged to avoid relationships that have the potential for creating an actual conflict of interest or a perception of a conflict of interest.
No employee or executive officer is permitted to participate in any matter in which he or she has a conflict of interest unless authorized by an appropriate Company official and under circumstances that are designed to protect the interests of the Company and its stockholders and to avoid any appearance of impropriety.
Anti-Hedging Policy and Pledges of Securities. Directors, executive officers and employees of the Company may not engage in hedging transactions related to Chesapeake stock or pledge Chesapeake stock as collateral for a loan.
The Chief Financial Officer may grant an exception to an individual who desires to pledge Chesapeake stock as collateral for a loan excluding margin debt if such individual clearly demonstrates the financial capacity to repay the loan without resort to the pledged securities.
The Chair of the Board, Mr. Adkins, presides over executive sessions of the non-management directors. The Corporate Governance Guidelines also provide that if the non-management directors included any director who did not qualify as independent under the NYSE Listing Standards, the independent directors would meet at least annually without the non-independent director s.
Annually, the Corporate Governance Committee reviews and establishes the criteria that is used by the Board and each standing Committee prior to conducting self-evaluations for performance during the preceding year.
The Board and its Committees conduct Self-Evaluations to, among other things, assess the qualifications, attributes, skills and experience represented on the Board and its Committees; ensure that appropriate resources are available to the Board and its Committees; and ensure the Board and its Committees are functioning effectively.
The Committee Self-Evaluation results are discussed at Committee meetings and reported to the Board at the next Board meeting. Communications with the Board.
Stockholders and other parties interested in communicating directly with the Board, a committee of the Board, any individual director, the director who presides at executive sessions of the non-management or independent directors, or the non-management or independent directors, in each case, as a group, may do so by sending a written communication to the attention of the intended recipient s in care of the Corporate Secretary at Chesapeake Utilities Corporation, Silver Lake Boulevard, Dover, Delaware All communications must be accompanied by the following information: The Corporate Secretary will forward all appropriate communications to the intended recipient s.
Communications relating to accounting, internal controls or auditing matters are handled in accordance with procedures established by the Audit Committee with respect to such matters.
These communications procedures have been unanimously approved by the independent directors. Communications with Stockholders and the Financial Community.
Those attending the presentation have an opportunity to ask questions and interact with the management team. Annually, we conduct road shows where current and potential investors, as.
In addition, a presentation is given to investors immediately following our Annual Meeting of Stockholders.
In , all of the directors were in attendance at the Annual Meeting of Stockholders. In December , the Board invited one of our institutional investors to meet with the Board.
The institutional investor presented to the Board on their investment process, investment in the Company and its performance, and the gas industry.
Information about Chesapeake Utilities Corporation and the Chesapeake family of businesses is available at http: On September 8, , the Company effectuated a three-for-two stock split in the form of a stock dividend.
The stock split highlights the shareholder value creation over the long-term as well as the short-term. The table below provides the number of shares of our common stock beneficially owned as of March 16, by each director and director nominee, by each named executive officer named in the Summary Compensation Table, as well as the number of shares beneficially owned by all of the directors, director nominees and named executive officers as a group.
No shares of our common stock have been pledged as security by a director or named executive officer. The table also provides information for each other person known to us to beneficially own five percent or more of our common stock.
Such persons are also required by SEC regulations to furnish the Company with copies of such reports. To our knowledge, based solely on the review of such reports furnished to the Company and on the written representations made by such persons that no other reports were required, the Company believes that during the year ended December 31, all directors and executive officers filed on a timely basis the reports required by Section 16 a.
The Compensation Committee, which consists solely of independent directors, reviews director compensation annually to ensure the appropriate compensation arrangements are in place for non-employee directors.
The Committee subsequently reports its findings and any recommendations to the Board. The Board approves all director compensation arrangements.
A director who is an employee of the Company receives no additional compensation for his or her service as a director. Each non-employee director receives cash and equity compensation for his or her service on the Board as provided in the table below.
Directors may not elect to receive their cash compensation in stock. Directors are also reimbursed for business expenses incurred in connection with attending meetings and performing other Board-related services, including external director education.
The full text of the plan can be reviewed on page 55 of our proxy statement that was filed with the SEC on April 2, The Equity Incentive Plan enhances stockholder value by ensuring that directors have a proprietary interest in our growth and financial success.
The Board has the authority to determine the number and type of equity or stock awards to be granted to non-employee directors under the Equity Incentive Plan.
Each director has the right to vote the shares awarded under the Equity Incentive Plan and to receive dividends on the shares. Each director is individually responsible for any tax obligations in connection with these shares.
Deferrals made under the Non-Qualified Deferred Plan are on a pre-tax basis until their separation from service with the Company and its affiliates or another specified date.
At all times, directors have a percent vested interest in the amount of cash or stock that is deferred. Following the stock split, the Board increased the amount of shares directors are required to own from 6, shares to 9, shares, which maintains the same relative ownership requirement post stock split.
The Board extended the date for the stock ownership requirement to be met from December 31, to June 30, Directors may acquire their ownership through several means, including making purchases on the open market, making optional cash investments through our Dividend Reinvestment and Direct Stock Purchase Plan, and receiving a share award under the Equity Incentive Plan.
Deferred stock units are applied toward achieving this ownership requirement. The Analysis reviewed various pay elements, including annual cash and equity retainers, meeting fees, committee compensation and other items such as Chair compensation.
The Board approved these changes at the May Board meeting. In the future, the Board may modify director compensation as it deems appropriate.
The following table reflects compensation paid to non-employee directors for services performed during Schimkaitis, our non-executive Vice Chair of the Board, to provide consulting services as reasonably requested from time to time by the Board or a designated representative of the Board.
Schimkaitis has forty years of experience in the utility industry, twenty-five of which were spent in key management roles within the Company.
His knowledge of the utility industry and our service territories, as well as his leadership skills has been invaluable to the success of the Company.
The Agreement has terms similar to those previously approved by the Compensation Committee and entered into with Mr. The original term of the Agreement was for a period of twelve months, which can be extended by the Company, with Mr.
In , the parties elected to extend the Agreement for a one-year term. Under the agreement, Mr. Schimkaitis may provide the Company up to consulting hours per year.
He may not, at any time, exceed twenty percent of the average time he spent during his service as President and Chief Executive Officer of the Company during the thirty-six month period prior to his retirement.
For his services, Mr. Schimkaitis is not entitled to payment of any consulting fee for any month during the term of the Agreement for which no services are provided.
He is responsible for the payment of any taxes owed on compensation paid to him under the Agreement. The Compensation Committee, based on its review and discussions, has recommended to the Board the following Compensation Discussion and Analysis be included in this Proxy Statement and filed with the SEC.
We are committed to pursuing growth opportunities in a manner that generates future value for our stockholders. In , we generated record earnings for the eighth consecutive year.
Diluted Earnings Per Share. We also recently entered into a merger agreement that provides a new unregulated midstream energy opportunity that has the potential to yield higher than traditional regulated returns.
All of these efforts position our Company for continued growth in the future. In , our results translated into a Over the past five years, we have consistently generated ROEs between Chesapeake has paid a dividend to its stockholders for 54 consecutive years.
The growth in our dividend reflects the financial strength of the Company. The Company is positioned to have sustainable dividend growth and is committed to dividend growth that is supported by earnings growth.
The combination of stock price appreciation and dividends for the year produced a total return to stockholders of 27 percent.
We have achieved top quartile performance relative to our peers over all periods presented. Total Shareholder Return For the periods ending December 31, Our strong performance in is a result of our steadfast commitment to pursuing growth opportunities with discipline, determination and drive.
Our results in are a culmination of the growth efforts that we initiated several years ago. Our earnings growth, because of the significance of our regulated operations, is driven by the additional capital investments we make.
To sustain or increase our earnings growth rate, we invest in additional capital expenditures that generate equal to or greater than their respective target returns.
We continued to expend high levels of capital in , as measured by the ratio of capital expenditures to total capitalization.
These practices include, but are not limited to: