Institución Educativa Bonafont Sexto Grado - La Célula

En una institución educativa, el rector y los docentes directivos se reúnen en un comité para realizar la actualización del Proyecto Educativo Institucional (PEI) con perspectiva inclusiva, para ellos, necesitan un formato guía para realizar dicha actualización. Así que deciden abrir la plataforma CRE@R para buscar dicha guía, ¿En cuál de los siguientes ejes pondrán encontrar dicho formato?

Richard Bland College (RBC), Virginia’s selective, two-year, residential, liberal arts transfer institution, was born through innovation. In 1959, years before the Virginia Community College system was imagined, Frank Ernst – a Gateway region native, entrepreneur, and retired executive of Hopewell’s Allied Chemical Plant – proposed the creation of an institution grounded in the liberal arts tradition with opportunities for specialized training in in-demand fields such as engineering to the State Council of Higher Education. After discussions with Virginia Tech and the University of Virginia, Ernst found a willing partner in the College of William & Mary, the second-oldest university in the United States, who founded Richard Bland College in 1960. RBC has since offered multiple certificates and university-parallel two-year degrees. The College was named for the Virginia statesman and champion of public rights, Richard Bland. Son and grandson of successful planters, Richard Bland was educated at The College of William and Mary. From 1742 until his death in 1776, he represented the area in which the College is now located, first in the House of Burgesses, and later, with the adoption of a state constitution, in the House of Delegates. He also served as a delegate from Virginia in both the First and Second Continental Congresses. It seems fitting, therefore, that an institution of higher learning located in an area served for so many years by this distinguished Virginia patriot and scholar, should derive its name from one whom Jefferson described “as the most learned and logical man of those who took prominent lead in public affairs.” Before the Civil War, the property on which the College is now located was a plantation owned by the Gurley family. It became an important part of the Union-occupied territory during the 1864-1865 Siege of Petersburg. The present campus was the scene of two battles during that campaign. Shortly after the turn of the century, Hatcher Seward established a dairy and cattle farm on the former Gurley property and constructed two farmhouses. Today they serve as the President’s residence and the Hospitality House. In the early 1900s, the still-beautiful grove of pecan trees was planted. The farm was used as a work camp for about twenty conscientious objectors during World War I. The Commonwealth of Virginia authorized Central State Hospital to purchase the land in 1932 for use as the Petersburg Training School and Hospital for African-American Youth. That institution was moved in 1959, and the land, still owned by the Commonwealth, became the location for the establishment of Richard Bland College of The College of William and Mary. Under the guidance of Colonel (Ret.) James M. Carson, the former hospital and training facility was transformed into Richard Bland College, and classes were held beginning in 1961. In the late 1960s, Ernst Hall (named for a local business leader influential in the establishment of the college) was added to the original campus. In addition, a Student Center Library building and a gymnasium also were constructed in the early 1970s. Colonel Carson retired as the founding President of the College in 1973. From 1973 through 1975, Dr. Cornelius Laban, Professor of Biology, Emeritus, served as the Acting President of Richard Bland College. In 1975, Dr. Clarence Maze succeeded Colonel Carson as Richard Bland College’s second President. During his tenure, Richard Bland College expanded its academic programs, added an Asian water garden that was designed by Dr. Maze and expanded international programs and travel. In recognition of his service to the College, the renovated administration building was named Maze Hall upon his retirement in 1996. In 1996, Dr. James B. McNeer succeeded Dr. Clarence Maze as Richard Bland College’s third President. Dr. McNeer introduced a residential life program and oversaw the addition of the Residential Village in 2008. The Residential Village was comprised of two dormitories, Freedom Hall and Patriot Hall, which housed 250 students. A new Science and Technology Building was added in 2010, and in recognition of his service to the College, this building was named James B. McNeer Hall. Dr. McNeer retired in 2012. In 2012, Dr. Debbie L. Sydow succeeded Dr. James McNeer as Richard Bland College’s fourth president. Dr. Sydow expanded the reach, range and diversity of students attending Richard Bland College. She oversaw a physical campus transformation through extensive building renovation and new construction, creation of a Business Innovation Park, and conservation of the iconic pecan grove and water garden. President Sydow reinstituted intercollegiate athletics in 2013 and has since hailed three NJCAA national championship teams. She supported the Foundation’s emergence as a vibrant, entrepreneurial organization led by a Board of Directors composed largely of alumni, and she secured the largest private gift in College history to launch the W&M Promise Scholars program. By effectively leveraging partnerships, President Sydow boosted work-based learning and expanded academic and career pathways for students.

THE STRATEGIC PLAN OF RICHARD BLAND COLLEGE OF WILLIAM & MARY 2020-2025 “The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew.” – Abraham Lincoln What is the role of a selective, two-year, residential, liberal arts transfer institution within the higher education landscape of the Commonwealth of Virginia? This is a key question that must be answered to ensure the success of Richard Bland College (RBC) and the constituency that the College serves. The 2020 RBC strategic plan’s primary objective is to answer that very question so that the College, the community and the Commonwealth can engage successfully within this identity and purpose to the benefit of all. RBC has long been identified as the hidden gem of higher education in Virginia. The hidden adjective is based both on its relative obscurity—few are aware of RBC outside the Tri-Cities region—and its rural setting featuring 750+ acres of wetlands, bucolic forest, and the state’s oldest and largest pecan grove. Additionally, on average, a student of Richard Bland College travels a mere 36 miles to campus. This keeps the knowledge of RBC in a tightly focused radius. The gem moniker refers both to the College’s reputation for excellence and the undeniable sensation that the campus often elicits in its students, visitors, faculty and staff, the feeling of a warm and palpable embrace of care, compassion and support. That sensation is where we start. According the State Council of Higher Education for Virginia (SCHEV), 99% of the 11.5 million new jobs created since the great recession require workers to have more than a high-school education. Students with a bachelor’s degree have an earning potential almost double that of people with only a high school education, and yet only 17% of residents in the Petersburg area have a bachelor’s degree, 15% below the national average. The obstacles in the way of education have been exhaustively researched and include financial challenges, academic under-preparedness, low self-esteem, slow college assimilation and immature levels of self-efficacy. To combat this growing problem, Richard Bland College initiated a pilot program to determine the viability of a data-driven approach to improve retention and graduation rates. The program ultimately effected a cultural, organizational and operational shift at RBC, resulting in a personalized model of student support, the Exceptional Student Experience (ESE@RBC). Originally many of the practices that RBC used as the basis of ESE@RBC were adapted from the four key principles found in the American Association of Community Colleges (AACC) Pathways Project: 1) map pathways to student end goals; 2) help students choose and enter a program pathway; 3) keep students on path; and 4) ensure that students are learning. Unfortunately, limited resources made it necessary to skip some primary elements of guided pathways and instead to focus on a specific, high-priority project that was immediately available for implementation, dedicated student support. This strategic framework reimagines the way that RBC serves students, faculty and staff within the context of our existing culture, the principles of guided pathways and a hybrid work-college experience. Rather than thinking of a two-year college as a pipeline to a four-year university, this vision describes a more expansive menu of well-defined pathways to high-demand fields, all radiating from a curriculum constructed around the development of soft skills that define the liberal arts experience: critical thinking, written communication, analytical reasoning, civic engagement and oral communication. Furthermore, the impact of meaningful work is a resonating theme, providing avenues to participate in career-focused internships and jobs that develop important life & work skills, confidence, and character. Richard Bland has tested its entrepreneurial mettle and its capacity for transformation in recent years. The College was among a select few Competency-Based Education sites established by the U.S. Department of Education. We were ahead of the curve using predictive analytics to improve student retention and success rates, and online enrollment now makes up nearly 20 percent of course offerings. It may be counter-intuitive, but these and other deep-level institutional changes still to come will ensure that Richard Bland College remains true to its original mission. We prepare our students for a lifetime of endless potential.

The LMS has been an essential tool in curriculum design and development and in organizing factors that motivate student learning, especially in online distance learning. However, an LMS can be used in blended, hybrid, and in-class delivery modes. It is a software application designed to help in the administration of courses for both students and instructors. Such systems have been designed for use in learning and teaching activities (Chung et al., 2012). They also provide a variety of interaction methods between instructors and learners to facilitate the learning process better, You must remember well-designed LMS could also help improve student skills, such as effective online learning and self-direction (Norouzi, 2014). Students could use the system to enhance performance (perceived usefulness), and they could use such systems with little effort (perceived ease of use) (Venkatesh & Davis, 2000). A majority of higher education institutions have incorporated LMS systems; they have been used in university systems by schools, faculty members, and instructors (Klobas & McGill,. 2010), Because so much of higher education has been focused on course delivery Chapter3 INSTRUCTIONAL DELIVERY SYSTEMS AND EDUCATIONAL TECHNOLOGY i 71 in a physical classroom, the implementation of an LYS has a;ded institutons in transitioning to new online universe of curriculum de!ivery (Georgou!i, & Guerre. 2NS). Repositories, central databases, and online meeting 'oations are all characteristcs of a management system. As a concept, a 'earning management system is a broad idea and an example of technology's inabifity to be specific in terms of a definition. Several requirements a generat overview of what constitutes a leaming management system, such as those listed above Finally, end-user access is also a part of a learning management system with various levels being set up by security. For example, students have read-onty access, faculty members have read and write access, and technical staff has complete access for support and administrative duties (Graf & Chien, 2009). At its core, a learning management system contains internal or Web-based support and management for numerous aspects of learning and teaching (Hiary & Abu-Shawar, 2009). This allows access from numerous locales, usually on a 24-hour basis. When looking at a university or college, this concept begins to grow greatly depending on the organization's size and scope; department, and degree program. Leaming management systems also go by other names such as course management systems, and their use goes beyond higher education institutions to include businesses and individual instructors. Meis)ar-Tal, Kurtz, and Pieterse (2012) mentioned three primary purposes of an CMS. They include the following: 1. to provide students with digital learning materials; 2. to employ interactive learning activities with students in the forums; and 3. to manage the course and the learners. Faculty members who use an LMS to make available lecture notes and other classroom resources for their face-to-face class create a web-enhanced classroom experience. Regardless of its usage, requirements for classification as a learning management system include several key concepts like the availability of assets over networks, providing hosting, administration. and support. With the requirements set, utilization becomes the focal point. A fully utilized learning management system looks at use at the student level, faculty level, and administration level. proper utilization of learning management systems should mirror traditional higher education goals, enhancing students' experiences. For learninä management systems, this creates a central hub for a class activity. For some classes, all activities work in the learning management system, while others only use its resources for select activities.

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