Presents a comprehensive strategic planning model, implemented at a large Southwestern housing and dining services operation. Steps in the model include developing the purpose of conducting strategic planning, determining the organizational structure for implementing the planning process, establishing a conceptual framework as a rationale for goal…

Identifies seven areas of internal pressures and five areas of external pressures which may be experienced by university housing directors. Lists and discusses 11 steps housing directors can use to deal with the pressures of their jobs. (NB)

Describes the use of one model to guide the long-range planning process of the Department of Residential Life, within the Division of Student Affairs and Services, at the University of Connecticut. Suggestions derived from the use of the model over a three-year planning cycle are presented for other housing officers to consider. (NB)

Presents to student affairs professionals a process for designing physical activities that can actively and metaphorically communicate a message and that can be implemented as part of staff inservice, retreats, or orientations. Describes rationale for activities, historical overview, and example of burnout prevention metaphor for resident…

Presents an opinion survey developed to assess residence hall students' opinions and as a model of comprehensive student-based research. Discusses random sample selection, survey implementation, and data analysis. Results of the survey indicated significant sex differences in attitudes about resident assistants, housekeeping, and drinking. (RC)

Describes a residence hall store program which provides prepackaged food and snacks to students at Marquette University. Results of a survey of 21 colleges which have residence hall stores revealed primarily informal organizations. Stores can be a successful student development technique which teaches principles of small-business management. (JAC)

Describes the Theme Centered Interaction (TCI) Model, which provides a method for residence hall staff to support student development processes. Discusses initiation of the theme, dynamic development, and termination of the group. Residence hall staff can readily be used as facilitators for TCI groups. (JAC)

Presents a theoretical model dealing with the nature of residence hall vandalism and the vandals themselves. Intervention strategies include primary, technical, deterrent, and publicity. Suggests by analyzing vandalism, university officials can allocate monetary and human resources to control it more effectively. (JAC)

Outlines an effort to increase organizational effectiveness and efficiency of a small college housing department. Attempts to integrate management and education through a reorganization of custodial and maintenance procedures which allow staff members more time for student development programs. (JAC)

Describes a Life Development Center, a structured residential environment in which students and professionals work together to achieve personal growth and development. The Center provides for the integration of academic and residence environments in which students' understandings of themselves and others may be expanded. (JAC)

Describes the Unit One living learning center at the University of Illinois Urbana Champaign. Suggests success of such a center depends on student participation and an appropriate administrative structure. Proposes students learn from classes offered and from the educational process of defining their directions and implementing activities. (JAC)

Presents a model adopted by Ohio State University for use in the planning of a series of in-service training programs to be implemented by the professional programing staff and several hall directors. This systems model can be generalized to training programs other than those for resident advisors. (Author/BEF)

Explores the need for assessment and evaluation in residence halls, reviews some of the pertinent literature, and suggests some research topics that may be worthy of more attention. Includes list of 16 questions that housing officers may wish to address. (NB)