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Implementation of a Residential Curriculum

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Zachary Matook

on 7 April 2014

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Transcript of Implementation of a Residential Curriculum


Authentic Leadership Foundation
"Leadership has many voices. You need to be who you are, not try to emulate somebody else.” - Amgen CEO and president Kevin Sharer
Engaged Culture
"If you get the culture right, the other stuff (like great customer service) happens on its own" - Tony Hseih
What? How? Why?
“There are only two ways to influence human behavior: you can manipulate it or you can inspire it...people don't buy what you do; they buy why you do it. And what you do simply proves what you believe” - Simon Sinek
Now Let's SOAR
"We want to emphasize that SOAR goes beyond just producing great ideas. SOAR transforms the way people in organizations think and work. Once organizations open themselves to an inclusive way of working, they are capitalizing on the strengths everyone brings. An upward spiral of positive momentum is created which is self perpetuating over time" - Thin Book of SOAR
Where Are We Going? What Is Our Vision?
Implement Your Strategy
VALUE
Strategy Development
Self Awareness
Values
Identity
Emotions
Beliefs
Motives/Goals
"Response-ability"
Authentic Leadership
Transparent
Ethical
Positive
Inspiring
Follower/Peer Self Awareness
Values
Identity
Emotions
Beliefs
Motives/Goals
"Response-ability"
Plan to Implement
Strategy Implementation
Review RESULTS
Key Success Measures & Goals
Current State Assessment
Begin Designing the Strategy
What?
How?
Why?
STRENGTHS
OPPORTUNITIES
ASPIRATIONS
Future Vision for Residence Life
Mission
Core Values
Beliefs
Positioning

The Office of Residence Life
APPLICATION: In order to apply this strategic model in the Office of Residence Life, leading to the implementation of a residential curriculum, central staff (The Dean, Associate Dean and Assistant Dean) should consider engaging in Practical Reflexivity. This practice will lead to the discovery of one's "self" which is comprised of one's values, identity, emotions, beliefs, motives/goals and his or her ability to respond to others in a way that is authentic and engaging (as this would be the goal of the curriculum; creating an engaging and authentic learning atmosphere in the residence halls). Once central staff has become more aware of who they are and how they lead, they will be able to better communicate these values and beliefs in transparent, ethical, positive and inspiring ways, leading to employee self awareness as well. This will in turn allow for a better collective effort in the creation of a curriculum as everyone will be working towards the same goal.
APPLICATION: Once the staff has engaged in attempting to discover their own authentic leadership, we should assess the current culture. What are Residence Life's shared values and ethics? What are our skills? How are we learning? Are our practices innovative? Are we inspiring each other or our customers (students)? If Residence Life wants to make a positive change internally, leading to the establishment and implementation of a residential curriculum, then the culture is going to have to exhibit those qualities we seek for a residential community that engages in positive growth and development. Within the culture assessment, I believe it would be wise to apply Sinek's Golden Circle to the office as this will help us learn about w
hat
it is we do, h
ow
we do it and w
hy
. Focusing on such questions will give us a better understanding of how we actually create, deliver and capture value as an administrative office.
APPLICATION:

WHAT does Residence Life do? - We create student living spaces that promote safety and success.

HOW does Residence Life do this? - We achieve this through an abundance of programming, community building and service initiatives on and off campus and the cultivation of employees who value the safety and success of their residents.

WHY does Residence Life do this? - We strive to provide an atmosphere that promotes the academic, spiritual, and emotional growth of our college community while facilitating an environment respectful of diversity which promotes morally responsible independent living.



APPLICATION: Residence Life

STRENGTHS
OPPORTUNITIES
ASPIRATIONS
immediate student engagement
access to capital
70+ RAs
skilled professional staff
first responders
enthusiastic programmers
most employees are proud of their
work
engage students on a deeper level
with a curriculum
collaborate with other offices
on campus
hire a larger number of graduate
HDs interested in the field
establish cohesive learning
communities
design a residential curriculum
in line with the mission of PC
design and build new residence
halls
increase the amount of lounge and
social space within current halls
master student development theory
APPLICATION: Residence Life needs to better understand what the
value
of implementing a residential curriculum truly is. I argue the value would be a
positive and all encompassing living & learning experience
for every on-campus resident. There are many institutions that have such curriculum and these are regarded as
intentional
ways of promoting learning in the student living spaces.

The following section of the application is a possible creation and implementation of a curriculum for Residence Life that will increase the value we create and deliver for our students. It is a draft of a path that Residence Life could take in the direction of first assessing the current state of the office/its practices/how it operates and how it could then make positive changes within, leading to the creation and application of a curriculum.
We strive to provide an atmosphere that promotes the academic, spiritual, and emotional growth of our college community while facilitating an environment respectful of diversity which promotes morally responsible independent living.

Morality
Diversity
Ethics
Student Development
Faith
Community
Residence Life believes in the upholding the Judeo-Christian heritage of Providence College and the traditions of the Dominican Order that celebrate the dignity and sacredness of the individual.
We will create a unique living experience for our students that promotes learning outside of the classroom while adhering to the mission of PC.
Implementation of a Residential Curriculum
Increased Programming Attendance
Curriculum Assessment
Increased Collaboration with Faculty/Staff/Other offices
Engaged Office Culture (employees who WANT to be here)
Mitigation of Students Violating Policy
At this point we will refer back to the SOAR analysis we had completed previously. We will review our strengths, opportunities and aspirations as an entire staff. This will help us design a strategy that will build off of what we already do well and, resulting in a smoother implementation of our new curriculum.
The curriculum will commence right at the beginning of the semester with the first floor meetings. It will have to be introduced to the students in such a way that ensures they will be engaged and understand the value we are trying to create. We must be careful not to make this curriculum seem like extra "coursework" as it is meant to help them develop as individuals outside of the classroom through activities and promote contemplation & communication.

Once the curriculum has been created, there will have to be a plan for its implementation. Its key components be covered extensively by the entire staff at summer training over the course of a few days.

We will need buy-in from the RA staff who will be those first responsible for seeing that the curriculum is set into action as they are the front-line in the residence halls.

Central staff and we as Hall Directors will have to come up with a highly detailed lesson plan that includes timelines/activities and methods for assessment that must occur at specific times throughout the semester.

A true Residential Curriculum should incorporate ten essential elements:

Direct connections to institutional mission
Learning outcomes are developed and based in a defined educational priority
A basis in developmental theory and research
Educational strategies are developed that advance the learning outcomes
Educational strategies that go beyond programmed events
Utilization of student staff, but not in roles that require educational expertise
Learning is scaffolded and sequenced to follow student development
month-to-month and year-to-year
Identification and involvement of key stakeholders
The curriculum is peer reviewed through an intentional process
An assessment plan that is implemented to review success in reaching the
defined learning outcomes
For each strategy that a Lesson Plan has been written, the RA should submit a Strategy Evaluation through the staff web site. The on-line evaluation will enable our department to:

assess our overall effectiveness at achieving some aspects of the Residential Curriculum
share effective strategies
report some of our strategies outside the department.

A copy of each strategy you evaluate will be sent to each supervisor. We as Hall Directors will be able to edit the strategy evaluations which the RAs submit. Only one strategy evaluation should be submitted per lesson - even if multiple RAs were involved in the planning. The form allows the submitter to indicate which other staff were involved in the implementation of the strategy.
By Zachary Matook and Susanne Huet
We will be applying this model to the Office of Residence Life at Providence College. Residence Life is starting the process of creating a Residential Curriculum for our halls. The priority of which is to enable residents to become citizen leaders and students as engaged scholars within their community. The curriculum will focus on: academic success, effective community engagement, "intrapersonal" development, and cultural proficiency.
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