COA Prime 2013 Guide to Facilitators
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Transcript of COA Prime 2013 Guide to Facilitators
Hi Facilitators and Facilitators’ Head!
Thank you for volunteering to:
Check out the program flow:
Time Activity Venue
12:30 – 12:45 Registration Rizal Mini Theater
12:45 – 1:00 Introduction to the Event Rizal Mini Theater
1:00 – 1:30 General Talk c/o Sir Chris Castillo
Rizal Mini Theater
1:30 – 1:45 Proceed to Breakout Rooms
SEC A123A (Presidents) SEC A124A (Human Resources Officer) CTC 103 (Secretaries-General) CTC 106 (Finance Officers) CTC 107
(VP for Projects)
1:45 – 2:15 Departmental Talk #1 Respective Breakout Rooms
2:15 – 2:45 Departmental Talk #2 Respective Breakout Rooms
2:45 – 3:00 Snacks Respective Breakout Rooms
3:00 – 4:45 Networking Respective Breakout Rooms
4:45 – 5:00 Synthesis and Evaluation Respective Breakout Rooms
I will need you to do tasks for tomorrow, June 15, Saturday. There will be
separate tasks for the facilitators’ head (see FH) which I will discuss later
but for everyone, please these are the things you need to do:
1.) You all have to be present at exactly 3:00 PM when the
“networking” or more known as World Café will start. The
Facilitators’ Head (FH) will signal the start of this part of the
program.
2.) All facilitators (including the FH) will have a designated
station wherein they will have a question to ask (see
assignment below). Make a circle of seats for each corner of
the classroom where you can have your stations. You will
stay in your station throughout the activity. Only the
participants will move.
3.) The FH will have to divide the participants into four groups.
Ask EACH group to divide themselves again into two. The
1
4
2
3
BOARD
BACK
two divisions will have to decide among themselves who will
move and who will stay.
4.) The FH will signal the start of the activity.
5.) For every twenty (20) minutes, the facilitator assigned to the
respective station should have a roll call of names and
organizations and assist the participants in the discussion of
the topic. The questionnaire contains the main topic in bold,
and the follow-up questions you may use below it. You are
free to change the questions as long as they are still related
to the main topic. The key is to actually engage them to
relate to one another. If they hold back for the first time, you
can intervene by sharing your experience or another person’s
experience you might have known before.
The FH is allowed to ask for two-minute extension.
P.S. As a facilitator, please document of the key points that the
participants talk about. I advise every facilitator to bring pen and
papers but I will try to provide one. I also advice each one to have a
recorder (phone or laptops can do) to back up the transcriptions.
6.) At the end of the twenty-minute mark, those divisions must
move the next station corresponding to the next number
after the station’s number (ex. 1 goes to 2, 4 goes to 1).
7.) Another roll call of names and another set of discussion until
everyone’s done and every question has been asked.
8.) The FH will synthesize the program and have the
participants fill out evaluation forms.
IMPORTANT for the FH!
1.) All facilitators’ head must secure a computer for the presentations.
Please contact me if you cannot bring one.
2.) All FH will be my personal contacts regarding the activity. Please
contact the facilitators under your group to be there before 3:00 to
secure their presence. I will also try to text them.
3.) All FH must be in their designated rooms by 1:00 PM for setting
up as the participants will go to their respective rooms by 1:45
PM. Please assist too the speakers when they are already in their
respective rooms. Make sure the projector in the room is
working. If not, we’ll call a technician.
4.) All FH will start the program by 1:45 when the speaker is already
ready and will introduce both the speakers with the script or bio-
data that will be given. Please be aware of the time that the speaker
starts and ends. 1:45 PM – 2:15 PM is given to the first speaker
while 2:15 PM – 2:45 PM is allotted to the second speaker. The
token of appreciation should be given at the end of each speech.
5.) Snacks will be served outside at 2:45 PM to 3:00 PM
6.) Call the participants back at exactly 3:00 PM for the networking.
7.) It’s okay to end early as long as everything has been covered.
8.) End the networking by synthesizing the points rendered by the
speakers and how these things can be related to what they have
shared and will experience as their organizational life unfolds once
more.
9.) Oversee the giving of the evaluation forms at the end of the
program.
10.) Contact me whenever there is a problem at hand.
Assignments:
The ones in purple shade are the Facilitators’ Head
(FH). The letter and number combination beside your
name is your question assigned.
Presidents SEC A123A
Diana Dizon (A1) 9209665548
Francis Catibog (A2) 9175824648 Micha Aldea (A3) 9178336461
Sam Sebastian (A4) 9228967539
Human Resources Officer SEC A124A Deo Macahig (B1) 9279602146
Dyan Suaco (B2) 9177268223
Bernadine Lanot (B3) 9175506414 Axel Pangilinan (B4) 9155703773
Secretaries-General CTC 103
Maria Leonila Nuñez (C1) 9173008701
Fhaye Tomas (C2) 9175421616 Aiko Akiyama (C3) 9063736750
Joyce Tiam-Lee (C4) 9177223810
Finance Officers CTC 106 Chris Co (D1) 9175775247
Bel Santos (D2) 9175970131
Pao Bañadera (D3) 9153162016
Kat Rigor (D4) 9178694858
Vice Presidents for Projects
CTC 107
Carlo Yacob (E1) 9275420592 Angel Parone (E2) 9276656322
Karlo Abadines (E3) 9166466927
Justin Bolilia (E4) 9178261211
Questions…
PRESIDENTS (SEC A123A)
A1. What is your organizations’ thrust or main directional focus this year? a.) How did you come up with it? Is it based from the pressing need of the
organization? Is it based from the thrust of the university? Is it something new that the organization wanted to pursue? Or a mixture of the three?
b.) When coming up with your organization’s thrust, what were the things you primarily considered?
c.) What were the biggest challenges underlying your current thrust and what do you hope from it?
A2. What are the joys you felt and the difficulties you experienced once you stepped up as your organization’s president? a.) What do you make of these joys? How are these translated to your
technical work as your organization’s head? b.) How do you deal with difficulties? How do you make sure these difficulties
do not get into the way of the positive things you have started?
A3. How did your specific formation from your previous years in your organization lead to your current leadership position? a.) How were things transitioned (which ultimately led to your decision to lead
the organization)? b.) What was the type of formation you received before and how do you think
it affects you as a leader now?
A4. How do you manage or work with your Executive Board? a.) What are your ways to connect with your Executive Board? b.) How do set your agenda? How do you manage meetings and relationships? c.) How do you deal with Executive Board conflicts?
HUMAN RESOURCES OFFICERS (SEC A124A)
B1. What strategies do you use to keep the members of your organization active? And in turn, how do you these mechanisms hone and enhance their leadership skills? a.) How do you keep the members, especially emerging ones, motivated to
stay in the organization? b.) What are the ways by which you monitor their performance and praise
them accordingly?
B2. How do you ensure that the officers and members in your organization have good relationship among each other? a.) How do you deal with things when faced with conflict?
B3. What are your feedback mechanisms within the organization? How do you evaluate the performance of officers and members? a.) How do you know if an organization member is already in trouble? How do
you know if the organization needs something that must be urgently addressed?
b.) How do you evaluate your members and officers that these efforts may contribute to a good feedback mechanism?
B4. How is your experience as an HR officer so far? a.) Is it similar to what you expected when you ran before or is it similar to
what was transitioned to you by your predecessor?
SECRETARIES-GENERAL (CTC 103)
C1. What were your plans for effective information dissemination? a.) What are the structures that your organization planned for effective
information dissemination? What are the problems you think you will face in terms of information handling and how do you plan to address them?
C2. What urged you to be a secretary-general despite the common notion that it takes a lot of technical work? How were things transitioned to you? a.) Is secretariat new to you or is it something you’re really good at?
C3. What is your strategy of record-keeping from minutes-taking to archiving? a.) Were there systems transitioned to you that you think still work or no
longer are compatible with the status quo of your organization? b.) How do you think it is important to be able to do well in record-keeping and
archiving?
C4. How is your experience as so far as a Secretary-General? What are the initial difficulties you’ve encountered and how did you face them? a.) Is it similar to what you expected when you ran before or is it similar to
what was transitioned to you by your predecessor?
FINANCE OFFICER (CTC 106)
D1. How do you effectively seek / plan to seek funds for your organization’s projects? a.) Do you have regular sponsors? Do you try to find new contacts every year? b.) What are your plans for fund-raising? Do you tap alumni or other
organizations?
D2. What are the difficulties you have experienced or that you think you will experience in terms of finance in the context of your organization? a.) How do you think you will be able to surpass these difficulties?
D3. What urged you to be a finance officer despite the common notion that it takes a lot of technical work? a.) What were you motivations? What were the things that have influenced
you to take the top finance position? Is it a previous officer or your course?
D4. What are the things that you initiate that will ensure fiscal discipline in the organization? a.) How do you make sure that the money being spent is properly invested?
How do you allocate money? Is it in line with your core competencies or organizational thrust?
VP for Projects / Operations / Project Heads (CTC 107)
E1. How is the selection process in the projects team of your organization? a.) How do you choose the team (if you are a project head) or how do you
choose the project heads and oversee them (if you are a VP for projects)? b.) How invested are you in choosing the right people? Have you assigned and
have you listed people whom you already believe will make it to the project team?
E2. How do you plan to initiate projects? Will it introduce some new/innovative about your organization and its projects? a.) How were your visions for the organizations’ projects similar to the
organizations’ ultimate or long-term goals? b.) When do you know when it is good to start something new? When do you
know when a project has to stay?
E3. What are the tools you have in hand that will help you process and evaluate projects better? a.) What are you methods of evaluation? How do you come up with them? Are
they transitioned? Do you plan to change them and why? b.) How were the evaluation processes so far of your organizations in terms of
projects? Will many be retained? What will be the changes and why? How do you think changes will affect the overall and ultimate goal of the organization?
E4. How do you deal with underperforming members? a.) How do you deal when people especially when they have trouble finishing
their job? How do you make them strive harder for their organizations’ projects?
*Topics of the Departmental Speakers
Presidents Topics
Mark Legaspi Steering an Organization to its Best Potentials
Delfin Villafuerte How to Lead Your Executive Board and Share Your Vision With Them
Human Resources Officers Topics
Trix Co Who is the Human Resources Head in an Ateneo Organization: The Roles of an HR in Member Formation
Kirk Plata How To Effectively Facilitate Consultations and Feedbacking
Secretaries-General Topics
Marian Albano Role of the Administrative Officer (Principles, Formative Role, Difficulties, Tips, Mistakes, Evaluations)
Paola Matanguihan Tips and Tools on Information Handling and Dissemination
Finance Officers Topics
Eldridge Tan On Being a Finance Officer (Fiscal Discipline, Role, CAO Relationship, Transparency, Do’s and Don’ts, Difficulties and Dealing with it, Tips, Principles)
Mica Soliven On Proper Budget Allocation (Getting Money And How To Best Allocate and Keep It For the Organization)
VP for Projects Topics
Lea San Juan What It Means To Be A Project Manager (Roles, Common Mistakes, Dealing with Difficulties, Tips, Principles, From Project Manager to VP Projects)
David Lina Creativity and Vision for a Project and Ways to Collaborate Well
The Topic that will be covered in the General Talk
(You won’t probably here because you have to be in
your rooms already; we’ll try to video it though)
The COA Prime: General Departmental Assembly and Training is an annual event of
the Department of Training and Development and the Central Board of the Council
of Organizations of the Ateneo. This year’s COA Prime 2013 will slightly have a
different goal compared to last year. While COA Prime 2012 focused on individual
training courses, COA Prime 2013 seeks to gather first all the key Executive Board
members (Presidents, Human Resources Officers, Secretaries-General, Finance
Officers and Vice Presidents for Projects and Operations) of the accredited
organizations so that they will be “equally” introduced to the LS type of leadership
that the presidents have gone through already in their Formation Seminar last March.
These are the points that we want the participants to achieve:
1.) The Executive Board members are all part of the formation program that
the LS community offers.
2.) This month is the “pre-actual game post-locker room moment” or “pre-
game shoot-out” of most organizations. This is the time of the year when
they are getting really close to pursuing most of the plans they had in the
Planning Seminar, especially after recruitment process breaks in.
3.) It is important that they get to meet people from their counterpart
departments (even those previous COA leaders) for tips and tools which
they will find helpful in the long run. It is also an opportunity for them to
help other organizations in terms of their departmental structures and
experiences.