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.