KORBEL FOUNDATION

COLLEGE, INC.

SUCCESSION PLAN

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 KORBEL FOUNDATION COLLEGE, INC.

TABLE OF CONTENTS

Rationale and Context-------------------------------------------------------------- 3

Duties and Responsibilities

President--------------------------------------------------------------------- 4

Principal---------------------------------------------------------------------- 6

Junior High School Coordinator----------------------------------------- 6

Developing a Succession Plan

Identification of Qualified Staff------------------------------------------ 7

Development and Mentoring-------------------------------------------- 8

Retention ------------------------------------------------------------------- ---- 8

Search Process-------------------------------------------------------------------- ---- 8

Succession Planning Status----------------------------------------------------- 11

References------------------------------------------------------------------------- --- 11

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 KORBEL FOUNDATION COLLEGE, INC.

Rationale and Context

As part of its fiduciary duty the Board of Trustees must manage risks facing the
school. The Head of School position at Korbel Foundation College Inc. is a central
element in the organization's success. A planned or unplanned absence in the Head of
School position could put the organization at risk. This plan attempts to mitigate that
risk. The purpose of this plan is to ensure that the organization's leadership has
adequate information and a strategy to effectively manage the institution in the event
the Head of School is unable to fulfill his/her duties for any reason.

Ease of transition was not the only benefit of a quality succession plan. Lee
(2015) contended that succession planning was critical for maintaining momentum for a
school. Innovative schools needed a quality succession plan to continue the
innovations, and low-performing schools needed a quality succession plan to begin the
transformation process. Although some transitions occurred unplanned, the negative
effects were mitigated through a more structured support, an effort to build relationships
immediately, and continued mentoring and development

The following position are hereby prepare for the ease of transition;

A. School President
B. Principal
C. Junior High School Coordinator

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A. DUTIES AND RESPONSIBILITIES

PRESIDENT

1. Carry out the general policies laid down by the Board of Trustees and shall have
the power to act within the ambit of said general policies, and shall have general
provision of all academic and administrative operations of the college. He/She
shall direct or assign the details of executive actions.
2. Hold all officers, faculty members, and employees to the full discharge of their
duties and if, in his/her sound judgement the necessity arises, he/she shall after
consultation with the Vice-President/Dean/Program Head concerned, in proper
cases, initiate the necessary proceeding for the disciplinary sanctions and/or
separation from service of any them. Relative thereto, all officers, members of
the teaching staff, and the employees shall be responsible to and under the
direction of the School President.
3. Serve as the official medium of communication between the faculty, employees
and the student of the institution on one hand, and the BOT on the other hand.
4. Presides at commencement exercise and other public programs and officials’
functions of the college and confer such degrees and honors as granted by the
BOT. All diplomas and certificates issued by the institution shall be signed by
him/her and by the School Registrar.
5. Subject to the authority given to him/her by the BOT, recommends suitable
person to fill up vacancies temporarily upon recommendation by the appropriate
selection committee; to make such appointment as permitted by the BOT; and to
make such other appointment necessary to meet emergencies occurring
between meetings of the board so that such arrangement are reported to the
board for confirmation or appropriate action to its next meeting.
6. Submit an annual report to the Board on the work of the past year and needs for
the current year, he/she shall also present the Board of Trustees the annual
budget for the institution with estimate so income including the short medium-
and long-term development.

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 7. Upon authority of and subject to confirmation of the BOT, execute and sign all
contracts and deeds and other instruments necessary for the proper conduct of
the business of the institution.
8. The School President shall discharge the following the specific duties,
authorities, and powers in accordance with the rules and regulations:
a. Accepts resignation of the official, faculty member, and employees.
b. Grants or denies leaves of absence and or extend such leaves.
c. Recommends to the Board of Trustees the retirement of members of
faculty and employees upon application of the personnel concerned.
d. Authorizes the transfer of faculty members and employees from one
department to another in the college in the interest of the service.
Provided, that the personnel concerned is notified before such transfer is
made.
e. Subject to the approval of the BOT, he/she may approve/disapprove
permit for faculty or employees to attend or undergo trainings, grants,
conferences sponsored by an outside agencies.
f. Supervises and controls all academic programs and Activities of the
College through Vice President of Academic Affairs and college deans or
program heads.
g. Grants/denies members of faculty as scholars of the Institution in order to
enable them to pursue graduate studies and to seek financial assistance
to any such scholar in accordance with the rules promulgated by the BOT
as provided in the Faculty Development Guidelines and Policies and
within the lump sum appropriated for fellowship.
h. Perform other powers, duties, responsibilities, and functions as expressly
stipulated in the School Code, in such other relevant rules and regulations
or such other powers as the Board of Trustees may authorize or delegate
from time to time.

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PRINCIPAL

1. Monitor instructional and managerial processes to ensure that program activities

are related to program outcomes and use findings to take corrective actions.
2. Provide instructional resources and materials to support teaching staff in
accomplishing instructional goals.
3. Foster team building among the members of the faculty. Encourage their active
involvement in decision making process.
4. Ensure the effective and quick resolution of conflicts.
5. Build common vision for school improvement with staff. Direct planning activities
and put programs in place with staff to ensure attainment of school’s mission.
6. Ensure the school rules are uniformly observed and that student discipline is
appropriate and equitable in accordance with Student Code of Conduct and
student handbook.
7. Use appropriate and effective techniques to encourage community and parent
involvement.
8. Demonstrate professional skills appropriate to job assignment.
9. Demonstrate professional, ethical, and responsible behavior. Serve as a role
model for all staff.
10. Communicate and promote expectations for high level performance of staff and
students. Recognize excellence and achievement.
11. Develop and set annual campus performance objectives.
12. Perform task as requested by the School President.

JUNIOR HIGH SCHOOL COORDINATOR

1. He/ She has a comprehensive understanding of the development needs and

characteristics of the students under a particular Department level.
2. Act as facilitator and translate the school's mission and vision for creative
learning into practical implementation.

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 3. Communicate with the Principal regarding classroom issues, concerns, and
needs.
4. Coordinate during Junior High staff meetings and show team cooperation and
communication, addresses questions, resolves issues, and suggests policies
subject for review and approval.
5. Preside the meeting in the absence of the principal.
6. Conduct classroom monitoring of the faculty and provides regular reports to the
principal
7. Coordinate in the preparation of the annual school calendar ensuring its
alignment with schools PVMGO.
8. Act as a liaison between parents, coaches, students, administrators, and
teachers.
9. Assume responsibility for communication with staff on all matters related to
school coordination and organization.
10. Liaise with new staff to monitor their well-being and to arrange for appropriate
development and support as required.
11. Perform other duties as directed by the Principal

B. DEVELOPING A SUCCESSION PLAN

OBJECTIVE

1. Identify anticipated vacancies. Anticipated vacancies are vacancies which

resulted from the incumbents retirement, resignation, promotion and other
fortuitous events.
2. Identify the candidates for anticipated vacancy. The candidates must be rated
or evaluated based on the following areas;

Identification of Qualified Staff. Specific skills and competencies are identified for
administrative positions, to wit;
a. Character

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 b. Tenure
c. Educational Development
d. Institutional Contribution and Accomplishment

Development and Mentoring. Informal mentoring opportunities are available.

a. Trainings and Seminar

b. Activities Accomplishment
c. Speaking Engagement
d. Coaching
e. Formal and Informal Meetings

Retention. Assessment of candidates is based on multiple sources, not just a

recommendation from the direct supervisor. Future career aspirations are sought from
all faculty and staff members on a routine basis.

a. Appraisal/ Reward
b. Contract
c. Salary Alignment
d. Faculty Development Program

C.SEARCH PROCESS

1. Establish a Search Committee

The first step in a professional search process is the formation of a strong search
committee. Usually this committee consists of trustees as well as the Human
Resource Supervisor. This committee meets regularly; it is empowered by and
reports to the board. The committee recommends candidates to the board, which
will make the final decision and assign the position. The committee works
extensively and meets regularly until the candidate is assigned to the job
position.

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 2. Develop a Plan of Action
The search committee brainstorms and develops a search process, interview
strategies and a plan of action. They present this plan to the board for approval.
The committee also decides on timelines, written documents, school information,
announcements, and where to post the announcements.
3. Develop a Calendar with a Timeline
Upon agreement about strategies and plans for the search process, the
committee develops a calendar with a timeline. They will decide on important
deadlines and objectives to keep the committee on track.
4. Prepare All the Written Documents for Principal Search
The selection committee prepares all the written documents regarding the
principal search, such as: drafting the job description, setting the standards
expected, drafting a document indicating leadership skills, determining leadership
style most appropriate for the school, preparing the job announcement and
drafting the contract, compensation and benefit package
5. Prepare Job Announcements
The search committee will draft an announcement for the search. The search
committee should consider posting an announcement on the Internet. They
should also consider encouraging qualified community educators to apply for the
position. The search committee should request that candidates submit the
following documents: Letter of interest, resume, references and educational
philosophy.
6. Prepare School Information Package
The committee prepares and sends a package to qualified candidates that inform
them about the school. This package will consist of, school profile, school
mission, vision and philosophy and the strategic plan.
7. Screen Initial Inquiries
The search committee needs to decide who will screen the initial inquiries. It
develops a system to rate the candidates. It prepares files for each candidate. If
the majority of the search committee members agree that some of the candidates
are not qualified for the position, the committee will inform those candidates by

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 writing a rejection letter promptly. If necessary, the committee should arrange for
a short phone interview with each candidate to screen applicants. Through this
phase the committee will find a minimum of ten candidates for the next phase of
the selection process.
8. Arrange for Interviews
The committee invites the candidates for an interview. Ideally, the committee
should set aside one weekend for interviews. Each interview should dedicate one
hour with the candidate and thirty minutes to privately discuss reactions from the
committee members. After all the interviews are conducted, the committee meets
to discuss all the candidates and selects two to three finalists.
9. Select the Top Candidate and Offer the Contract
The search committee meets to determine their top choice and to make their final
recommendations to the board. The board will discuss the search committee’s
recommendations and make the final decision. After the board makes their
decision, it will finalize the contract and make its job offer. After the contract is
signed, arrangements are made to introduce the new position to the institution

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D. SUCCESION PLANNING STATUS

Position Title Incumbent Name Years of Number Name of Succession

Service/End of of Staff Qualified Planning
Contract Qualified Staff Priorities
for the
Position
FARIDEH M. DIZON,
School RN, MAN Permanent
President

Basic Ed. ROSALYN S. 5 years/ 2026 1 Nemis Finish Master’s

Principal BALOFIÑOS, Tuesday Degree
LPT,MAEd Bless
Aquinde,LPT Attend
Administrative
Seminars
Carine B. Tacardon,LPT
Junior High 5 years/2022 2 Kent Loyd Enroll in
School Gortayo Masteral
Coordinator Program

Jenieveb Attend
Bularon Administrative
Seminars

REFERENCES:

http://depedsurigaodelsur.com/sites/default/files/DM%2012.pdf

https://pocc.nais.org//PoCC/media/documents/SSS-SuccessionPlan-toshare.pdf

https://files.eric.ed.gov/fulltext/EJ1162585.pdf

https://isna.net/wp-
content/uploads/2016/10/principal_succession_planningnecvaozgur.pdf

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