2023 Manual of Regulations Article Pages

BUCAS GRANDE FOUNDATION COLLEGE
C. Taruc Street, Brgy. Taruc, Socorro, Surigao del Norte
BRIEF HISTORY OF THE SCHOOL
Bucas Grande Foundation College (BGFC) is an ever-dreamed educational institution

in the lone island, “Bucas Grande”. The progressive institution is situated in a hilly, serene
and scenic mountainside of Brgy. Don Albino Taruc, Socorro, Surigao del Norte. It is the
first and only tertiary school operating in the municipality that offers various courses which
includes technical-vocational and degree studies. The name of the school is honored to the
name of the island itself. It was established on June 2003 through the unified and untiring
efforts of the incorporators headed by the brilliant and generous, Hon. Mamerto D. Galanida,
Ed. D.
Its primary purpose is to provide a low-cost but quality education to the students
whose parents cannot afford to send their children to obtain tertiary education in the
neighboring colleges and universities. It carries huge responsibility to build-up its vision and
mission completely to bring out its educational commitment.
Presently, there are four Government Recognition Permits issued by the Commission
on Higher Education to BGFC’s programs such as GR R13-140102-01, Series of 2006 for the
Bachelor of Secondary Education, GR R13-140101-01, Series of 2006 for Bachelor of
Elementary Education, GR R13-340106-01, Series of 2006 Bachelor of Entrepreneurship,
GR R13-340101-02, Series of 2013 for Bachelor of Business Administration, GR No. 009,
Series of 2015 for Bachelor of Science in Information, and the recent GR No. 006, Series of
2022 for Bachelor of Science in Criminology.
With the persistent hard work of its Board of trustees, faculty and staff, BGFC had
also included Senior High School as one of its offered programs to promote and support the
secondary level of education which started on the school year 2016 – 2017. It offers five
strands namely; General Academic Strand (GAS); Accountancy, Business, and Management
(ABM); Computer System Servicing (CSS), Shielded Metal Arc Welding (SMAW); and
Cookery paired with Housekeeping strand.
Moreover, the institution is accredited as training and assessment centers by the

Technical Education and Skills Development Authority (TESDA) for qualifications such as
Computer Hardware Servicing NC II, Housekeeping NC II, Shielded Metal Arc Welding NC
II and Bookkeeping NC III as well as having two diploma programs; the Diploma in
Information Technology (DIT), and the Diploma for Police Science and Technology (DPST).
During a its twenty years of existence, the College has continuously produced quality
graduates making the College one of the top performers in the Licensure Examination for
Teachers within Caraga Region. Graduates of BGFC are now working in public and private
institutions in the localities and in the neighboring areas of Bucas Grande Island.
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INTRODUCTION
Vision
A premiere academic institution responsible for quality instruction and training for
sustainable socio-economic, environmental and cultural advancement of Bucas Grande and
the global Philippines.
Mission
To provide academic and operational excellence vis-à-vis holistic education,

competent faculty and staff, meaningful learning experience, modern school facilities, a
culture of research, community services, administrative efficiency, and financial
sustainability.
Core Values
Honesty & Integrity

Teamwork & Collaboration
Respect & Professionalism
Hard work & Productivity
Accountability
Environmental & Social Responsibility
General Objectives
With the help of The 5G Plan, by 2028, BGFC shall:
1. Enhance student and faculty achievements through well-structured scholarship
programs, student awards, and faculty development initiatives.
2. Create an innovative and technologically advanced campus that facilitates effective

teaching, learning, and community engagement by enhancing school buildings,
physical facilities, and instructional materials.
3. Cultivate a culture of grace by engaging in school-based and community-based

extension programs, promoting research innovation, strengthening linkages, and
providing valuable alumni services.
4. Elevate students' academic performance, support faculty and staff development,

and enhance teaching innovations through comprehensive evaluation, observation,
and support programs.
5. Drive institutional growth by attracting more students, expanding course offerings,

providing competitive compensation, and implementing effective marketing and
promotional strategies.
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Purpose of the Manual
This Employee Manual of Regulations is designed to provide a comprehensive guide for all
BGFC employees, outlining the institution's vision, mission, and the regulations governing
employment, conduct, benefits, and professional development.
Authority and Scope
This manual is authorized by BGFC's administration and applies to all employees, regardless
of employment category, position, or seniority.
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ARTICLE I
ORGANIZATIONAL STRUCTURE
Section 1. The Board of Trustees
The Board of Trustees is the highest policy-making body of Bucas Grande Foundation
College. It shall exercise all corporate powers, conducts all school’s business, and controls all
the properties of the corporation. The Board of Trustees is responsible for the overall
governance and strategic direction of BGFC.
1. 1. Functions of the Board of Trustees
The Board of Trustees shall:
1.1.1. Formulate policies for the smooth operation of the institution;
1.1.2. Establish a governance framework, including a compliance framework to

ensure the institution meets its obligations;
1.1.3. Set the strategic direction to help the organization achieve its purpose;
1.1.4. Oversee financial performance of the organization and oversee a risk

management strategy and risk management performance;
1.1.5. Play an active role in building a culture of integrity by modeling the behaviors
based on the public sector values and standards;
1.1.6. Oversee the performance and remuneration of the organization head and
oversee the occupational health and safety of the organization;
1.1.7. Operate within its statutory powers and policies;
1.1.8. Manage stakeholders and receive an appropriate legacies, gifts, and donations
for the benefits of the institution in accordance with the direction or instructions of the
donor or in such manner as the Board may, in its discretion, determine;
1.1.9. Prescribe the course of study and rules of discipline;
1.1.10. Fix tuition and all other fees based on regulations by the Commission on
Higher Education (CHED) and Technical Skills Development Authority (TESDA);
1.1.11. Plan an appropriate budget for curriculum, human resource, physical plans and
student services development to sustain the viability of the institution;
1.1.12. Reviewing financial reports and other critical information regularly;
1.1.13. Create a dynamic organizational structure that will respond to the needs of the
times;
1.1.14. Chart the general direction of the institution; and
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1.1.15. Acting in good faith when decision making.
1.2. Organizational Composition of the Board of Trustees
The Members of the Board of Trustees’ utmost duty is to protect the institution's best
interests through decisions made on its behalf. As in most organizations, leadership positions
are created within the Board of Trustees to assure that responsibilities are fulfilled.
Figure 1. The Organizational Structure of the Board of Trustees
1.2.1. The Chairman
The Trustees shall elect or appoint one of their numbers to be Chairman of the Board
of Trustees. The Chairman of the Board of Trustees, shall set the agenda for the Board of
Trustees meetings, and shall preside at all meetings of the shareholders and of the Trustees
unless otherwise provided by the Trustees. He/she shall be the Chief Executive Officer of the
institution and shall perform such other duties and shall have such other powers as the
Trustees may determine from time to time.
1.2.2. The Vice-Chairman
The Vice Chairman assists and advises the Chair on establishing agendas and meeting
materials for board meetings. He/she shall act as an additional key point of contact with the
Chief Executive Officer and Management in the Chair's absence or incapacity, and perform
the responsibilities of the Chair when the Chair is unavailable.
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1.2.3. The Secretary
The Secretary of the Board is responsible for documenting the Board's meetings and
preparing minutes therefore, which shall include discussions and deliberations carried out
during such meetings, and recording the resolutions of the Board and voting results and
retaining them in a special and organized register.
1.2.4. The Treasurer
The role of the Treasurer to the Board is to maintain effective governance of the
organization’s affairs, ensuring its financial viability and ensuring that proper processes and
procedures exist for assuring all financial records, decisions and delegations are maintained.
The treasurer determines an operating budget based on the organization's fiscal year. As chair
of the finance committee, the treasurer cooperates with the executive director, board
members, and other program heads to create the overall budget, as well as budgets for
specific programs or tasks.
1.2.5. The Auditor
The Board of Trustees’ Auditor is responsible primarily of the oversight of the

financial reporting process, the audit process, the institution's system of internal controls and
compliance with laws and regulations.
Other laws and bylaws regarding the roles, functions and policies of the Board of
Trustees are stipulated on the Board of Trustees Manual of Regulations.
1.3. BOT Retirement Benefit
As the body that plays a strong role in school governance and provides oversight and
accountability for the institution, the Board of Trustee members are entitled for some
benefits.
1.3.1. Criteria of Retirement
A Board of Trustee member can retire with the following criteria:
a. Health-Related Problems: A BOT member may retire if they can no longer

fulfill their duties due to an illness.
b. Personal Decision: A BOT member has the option to retire based on

personal reasons.
c. Disability: Retirement may also be considered if a BOT member is disabled

and unable to perform their roles and functions effectively.
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1.3.2. Retirement Pay
Upon retirement, a sum of One Hundred Thousand Pesos (Php 100,000.00) will be
granted as retirement pay to the retiring BOT member. Founding members are
automatically entitled to this Retirement Fund.
1.3.3. Qualifications
A Board of Trustee member can only enjoy the retirement benefit if he/she has the
following qualifications:
a. Founding Members: Founding members are automatically entitled to the

full Retirement Fund of One Hundred Thousand Pesos (Php 100,000.00).
b. Successors of BOT Members: Successors of BOT members are required to
have a minimum of ten (10) years of service to avail the full retirement
benefit, with at least five (5) years served in the capacity of a BOT
member.
c. Partial Retirement Benefit: Individuals wishing to retire with a minimum
of five (5) years of service but have not yet completed ten (10) years will
be subject to a proportional computation of the retirement benefit based on
the years of service he/she had acquired
1.3.4. Guidelines for the Retirement Procedure
1) The BOT member must submit to the BOT chairman his/her Request Letter
of Retirement or Retirement Notice one (1) month before the actual date of
retirement;
2) The retirement pay will be received one (1) month after the approved
retirement date; and,
3) A BOT member must identify in a formal writing his/her beneficiary in

case an unfortunate death would happen for the beneficiary to receive the
benefit
1.3.5. Budgetary Allocation
An amount of One Hundred Thousand Pesos (Php 100,000.00) should be allocated

immediately for the BOT Retirement Fund. The Finance Services office should
allocate and deposit at least Fifty Thousand Pesos (Php 50,000.00) every Academic
Year for the BOT Retirement Fund.
Section 2. The Administration
The administrative structure includes the President, Vice Presidents, Deans, and other
key personnel responsible for the day-to-day operations of BGFC.
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2.1. The School President
The President shall be the chief executive of the school and responsible for the
implementation of all the operational and academic programs and activities formulated by the
Board of Trustees. In this task, he/she is assisted by the Vice Presidents of the three main
groups.
2.1.1. The Responsibilities and Functions of the School President
The President of school is the sole employee of the Board of Trustees and is
responsible for the overall management of the school, in accordance with the board’s
policies. The school President is a crucial leadership position at BGFC, responsible
for guiding the institution towards the achievement of its vision and mission. The
school President is expected to provide visionary leadership, strategic planning, and
effective management to ensure the overall success and growth of BGFC. The
President of school is the spokesperson for the school with all its internal and external
constituencies including students, parents, faculty, staff, alumni, neighbors, business
community, governmental agencies, and local, regional and national educational
organizations and accrediting agencies.
The school President shall:
A. Board Relations
a. Collaborate with the Board of Trustees to provide regular updates on the

institution's progress, seek guidance, and implement board directives.
b. Keep the board informed of all matters relating to the school through reports
at board meetings and immediate communication following major school
events or happenings;
c. Provide data to assist the board in its work and seeks direction from the
board on new initiatives;
d. Make recommendations to the board for approval of the operating and

capital budgets, including all categories of income and expenditures;
e. Assist the board chair and/or executive committee in setting board and
committee meeting agendas and discussion topics including strategic planning
process;
f. Recommend policies for Board action, and implementing those policies

adopted by the Board;
g. Jointly with the board, sets annual goals for his/her performance;
h. Manage the operational affairs of the Board of Trustees, including being its
professional advisor by analyzing implications of proposed actions and
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making recommendations, handling agendas, minutes, policies, and other

necessary records, and otherwise assists the board in its works as asked; and
i. Perform any other duties assigned or delegated by the Board of Trustees.
B. Academic Excellence
a. Foster a culture of academic excellence by promoting innovative teaching

and learning methods, encouraging research, and ensuring the continuous
improvement of academic programs;
b. Develop and implement a progressive and community-responsive school

philosophy, including a comprehensive strategic plan that details the
institutional mission, vision, goals and objectives, priorities, and resources for
the current and long-range needs of the school;
c. Develop, maintain, and evaluate the academic programs and student

services of the school and creating a climate that enhances student learning,
stimulates creative approaches to teaching and learning, and motivates staff,
faculty, and students to optimum achievement;
d. Develop and maintain an appropriate administrative organization to ensure

effective and efficient management of the school and its resources;
e. Hires, supervise, evaluate, and dismiss all administrators, faculty, and staff
members as well as developing and maintaining a personnel operation that
includes the recruitment, selection, development, compensation, evaluation,
and continuation of all school staff and faculty;
f. Uphold the academic and ethical standards of the school fostering

professionalism, collegiality, and ethical conduct in the faculty, staff, and
students;
g. Provide for the professional development of the faculty and stimulate and
participates in the dialog about teaching and learning at the school;
h. Supervise the selection of curricula, class schedules, assessments,

graduation requirements, and all aspects of the school’s academic program;
i. Optimize the physical learning environment and technology in all

instructional areas as well as maintaining and making efficient use of existing
institutional resources, and creating new resources; and,
j. Provide for effective internal and external communications, including

keeping the Board informed, being the school's chief spokesperson, and
representing the school to the general public.
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C. Student Affairs
a. Organize student activities and extracurricular opportunities;
b. Administer the school’s discipline policies and standards of conduct;
c. Supervise the school’s support systems, such as counseling, academic

support, before and after school programs, college or secondary school
counseling, health and wellness, etc.;
d. Oversee the school safety programs including building security, emergency

procedures, transportation regulations, tornado and fire drills, etc.;
e. Promote a healthy student culture in and out of school;
f. Optimize all-school gatherings including assemblies, sporting events,

performances, etc.;
g. Provide for character education and ethical teachings in keeping with the
mission of the school; and,
h. Report student progress, achievements, and awards to parents on a timely

and helpful basis.
D. School Management, Leadership & Advocacy
a. Supervise and assist the admissions functions of the school, including

recruitment programs, internal marketing, external outreach, website
development and maintenance, information dissemination, and applicant
testing and interviewing;
b. Develop and articulate a clear vision and mission for BGFC in alignment
with its goals for sustainable socio-economic, environmental, and cultural
advancement and make sure to provide strategic leadership to execute this
vision effectively;
c. Develop and implement policies and procedures that support the institution's
academic and administrative functions, ensuring compliance with relevant
regulations and accreditation standards;
d. Oversee the allocation of resources, including financial resources, to

support the institution's mission and goals while ensuring financial
sustainability;
e. Understand and supervise the business functions of the school, including

budgeting, monitoring and reporting income, expenses, investments, and cash
flow; maintenance of appropriate records; and assisting the school’s auditors;
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f. Recommend and administrate the annual operating and capital budgets as

approved by the Board of Trustees;
g. Provide effective leadership and management of administrative and

academic personnel, including recruitment, professional development, and
performance evaluation.;
h. Approve all the appointments of all BGFC employees as well as delegating

competent staff, faculty, and committee powers and duties listed above as the
President deems appropriate for the administration of the school;
i. Oversee all employment and human relations matters, such as contracts,

salaries, benefits, job assignments, job orientation, performance evaluation,
retentions and dismissals, personnel records, employee handbooks, etc.;
j. Oversee the maintenance and cleaning of the buildings, grounds, and all
plant operations including vehicles, grounds, etc. as well as plan and execute
all major capital purchases, repairs, and building projects;
k. Provide for the preparation and submission of all reports required by local
and national agencies;
l. Promote and engage in community service initiatives that align with BGFC's
mission and contribute to the betterment of the local and global communities;
m. Build and maintain strong relationships with faculty, staff, students,

alumni, local communities, government agencies, and industry partners to
advance the interests of BGFC;
n. Act as an advocate for BGFC at local, regional, and national levels,

representing the institution's interests and advocating for policies that benefit
higher education;
o. Plan and optimize the school’s fund-raising programs such as the annual
fund, capital campaigns, planned giving, and major events as well as supervise
the school’s development efforts in identifying, cultivating, thanking, and
communicating with past and prospective donors;
p. Oversees the school’s relations with its alumni including development and
maintenance of the alumni database, communications programs, and special
events;
q. Supervise all volunteer efforts such as those donated by individuals or the

parents’ association, booster clubs, alumni council, etc., all of which report to
the head of school or his/her designee.
r. Continuously assess and evaluate BGFC's programs, operations, and

policies to identify areas for improvement and innovation; and,
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s. Exercising the discretionary power necessary to ensure the continuous

efficient operation of the institution, and deciding all other administrative
matters not outlined above and for which no specific provision has been made
in the law or by Board policies.
2.1.2. The Qualifications of the School President
A. Educational Qualifications: A minimum of a master's degree in

education, higher education administration, or a related field. A doctoral
degree is highly preferred.
B. Experience: A minimum of seven (7) years of relevant experience in

higher education administration, with a strong background in leadership roles
such as dean, provost, or vice president. Experience in strategic planning,
budget management, and staff supervision is essential.
C. Vision and Leadership: Proven ability to develop and communicate a

clear vision for the institution, along with strong leadership skills to motivate
and inspire faculty, staff, and students.
D. Strategic Planning: Demonstrated experience in strategic planning and the

ability to set and execute long-term goals and objectives.
E. Financial Management: Proficiency in financial management and

budgeting, including experience in resource allocation and fundraising for
educational institutions.
F. Academic Excellence: A commitment to academic excellence, innovation,

and a thorough understanding of current trends in higher education.
G. Community Engagement: Strong community engagement skills with a

track record of fostering positive relationships with local communities,
government bodies, and industry partners.
H. Communication Skills: Exceptional communication and interpersonal

skills, including the ability to engage effectively with diverse stakeholders,
including faculty, staff, students, and parents.
I. Ethical Leadership: A commitment to ethical leadership, integrity, and a

demonstrated ability to uphold and promote BGFC's values.
2.2. The School’s Vice Presidents
The School Vice Presidents all have executive responsibilities as members of the
Office of the President, where they function with the President as a team. In addition, they
have functional authority over the work assigned directly to their units as it relates to
policymaking and coordination for their respective functional area. Each Vice President plays
a vital role in the overall management and success of BGFC, focusing on their specific areas
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of responsibility. Together, they work collaboratively with the school President and other
leaders to advance the institution's mission, vision, and strategic goals. The OVPs and the
Deans are responsible for policy execution, for the enunciation and achievement of the
educational goals of BGFC, and for coordination of the work of the different colleges and
departments in BGFC.
2.2.1. The Vice President for Academic and Student Affairs
The Vice President for Academic and Student Affairs plays a pivotal role in ensuring
the academic excellence, student success, and overall quality of educational programs
at BGFC. This position involves overseeing various aspects of academic affairs and
student services to create a positive and supportive learning environment.
The Vice President for Academic and Student Affairs Services (VP-ASAS) is directly
responsible to the school President for carrying out the educational policies and
programs of the institution, in supervising curricular, instructional, and other
academic-related activities of Bucas Grande Foundation College, and in performing
other functions delegated by the school President. The Academic and Student Affairs
(ASA) Office guides the establishment of overall directions for the school’s academic
programs and student affairs services.
A. Duties and Responsibilities of the Vice President for Academic and Student
Affairs
a. Provide strategic leadership and direction for all academic programs,

including curriculum development, assessment, and accreditation activities;
b. Overseeing academic programs and student support services as well as plan

and provide vision and leadership for a diverse, dynamic and innovative
community of office heads, faculty, staff and students;
c. Develop and implement academic policies, procedures, and regulations in

compliance with accreditation standards and best practices;
d. Establish school policies, interpret and analyze pertinent educational laws,

legislation, policies, regulations and procedures to determine the impact on the
school and to formulate compliance and reporting strategies as well as
anticipates future developments in higher education and their impact on the
school, identifies the threats and opportunities they pose, and evaluates the
needs inherent in meeting those challenges creatively and effectively;
e. Oversee the development of the strategic plan for academic affairs, assign
responsibilities for its implementation, reviews academic policies for their
consistency with the strategic plan and BGFC’s mission, vision, and
objectives, and has responsibility for the overall evaluation of the plan's
implementation and outcomes wit complete timely and accurate reports in the
area of responsibility;
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f. Oversee, assume responsibility for the preparation, and lead the school’s
educational planning, program review and accreditation processes and work to
ensure articulation between educational planning goals and objectives of the
institutions.
g. Promote innovation and improved services to students and the community

and cooperates with staff, faculty and other head of offices to develop
processes to ensure the attainment of positive student outcomes and to support
student success;
h. Securing internal and external funding in support of academic programs and

services as well as manage and participate in the continued evaluation and
improvement of school’s wide educational programs and services;
i. Work with deans, program heads, high school principal, school directors,
and faculty members to ensure updated school curriculum that meets all
Commission on Higher Education (CHED) mandates;
j. Promote the assessment of student learning outcomes and service area

outcomes to determine the effectiveness of student learning and student
service programs;
k. Approved subject assignment of all faculty members as recommended by

the deans of the college as well as provide general oversight in the preparation
of each semester/term class schedule and ensures effective enrollment
management;
l. Actively participate in and support school shared governance components

and activities and other collaborative processes;
m. Participate in the hiring, training, management and evaluation of deans,

program heads, school principal, college faculty, and high school teachers, as
well as oversee and facilitate school faculty recruitments, interviews,
agreements, reviews and evaluations, and make recommendations for
promotion and tenure decisions to the school president;
n. Coordinate the evaluation of all assigned faculty and staff and assesses the
effectiveness of the assignments to programs and services, authorizes the
creation and elimination of faculty and academic staff positions as appropriate
to the plans and priorities of the academic affairs unit, and oversees that the
allocation of resources to the various programs within the unit reflects
established priorities;
o. Support and promote faculty development initiatives, including mentoring,

training, and professional development opportunities, and coordinate academic
faculty orientations, faculty seminars and workshops, and other school
programs and activities;
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p. Oversee the School’s operating budgets for educational programs and

services, ensuring the academic quality of all colleges, departments, programs,
and services within the academic affairs unit through the appropriation and
allocation of necessary resources, through the oversight of hiring and
evaluation activities, and through the establishment and coordination of
policies and priorities;
q. Employ appropriate techniques and strategies to resolve disputes and to

enhance communication and cooperation among the members of the school
and communities.
r. Oversee and enhance student services, including academic advising, career

counseling, tutoring, and student organizations, to promote student success
and well-being;
s. Review all School Service Agreements, Grants, and Memoranda of

Understanding and recommend for approval or denial to the school President;
t. Represent the school on committees and project teams, as well as to

community groups, professional organizations, other schools and colleges;
u. Demonstrate sensitivity to and understanding of the diverse academic,

socioeconomic, cultural, disability and ethnic backgrounds of students; and,
v. Assume other duties and responsibilities as may be assigned by the school

President.
B. Qualifications of the Vice President for Academic and Student Affairs
a. Educational Qualifications: A minimum of a master's degree in education,

higher education administration, or a related field. A doctoral degree is highly
preferred.
b. Experience: A minimum of five (5) years of relevant experience in higher

education administration, with a strong background in academic leadership
roles such as dean, department head, or director of student affairs.
c. Academic Leadership: Demonstrated leadership skills in curriculum

development, program assessment, and faculty development, along with a
commitment to academic excellence.
d. Student Services: Proven experience in managing and improving student

services, including counseling, advising, career services, and extracurricular
programs.
e. Strategic Planning: The ability to contribute to the development of the

institution's strategic plan, particularly in areas related to academic programs
and student affairs.
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f. Team Leadership: Strong leadership and team management skills to

oversee academic and student affairs staff, fostering a collaborative and high-
performance work environment.
g. Communication: Excellent communication and interpersonal skills to

engage with faculty, staff, students, and external stakeholders effectively.
h. Compliance and Accreditation: Familiarity with accreditation processes

and regulations relevant to higher education institutions.
i. Data Analysis: Proficiency in data analysis and assessment to drive data-

informed decision-making and continuous improvement.
j. Student-Centered Approach: A deep commitment to student success,

inclusivity, and the holistic development of students.
2.2.2. The Vice President for Research Development and Extension
The Vice President for Research, Development and Extension (VP-RDE) directly
supervises the operations of the Research and Extension (R&E) office. It also assists
the school President in the formulation and implementation of administrative policies
and procedures concerning research, institutional development, and extension
services. The VP-RDE is a key leadership position responsible for advancing BGFC's
research initiatives, fostering innovation on the institution, and promoting community
engagement through extension programs. This role plays a critical part in enhancing
the institution's academic excellence, relevance, and its contribution to society.
The Vice President for Research, Development and Extension (VP-RDE) is directly
responsible for carrying out the research, extension and institutional development,
policies and programs of the school. The VP-RDE assists the school President in
promoting and enhancing research and extension (R&E) initiatives and activities in
Bucas Grande Foundation College. The Research, Development and Extension (RDE)
Office oversees the entire Research and Innovation undertakings of the Institution. It
ensures that programs, activities, and projects are properly coordinated, and
implementation is facilitated for the realization of the school’s RDE mandate. The
office performs the two essential pillars of the three-fold functions of the school,
academic, research and extension. The office serves as the nerve center for all
academic research, institutional development, and extension services.
A. Duties and Responsibilities of the Vice President for Research Development and
Extension
a. Promote a culture of research and scholarly activity among faculty, staff,

and students at BGFC. Encourage and support research initiatives that align
with the institution's goals and mission;
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b. Responsible of recommending to the school President policies, strategies,

guidelines, budgetary allocations, among others pertaining to research,
innovation, institutional development and extension services;
c. Plan and implement approved plans, school policies, thrusts, programs and
activities on research, institutional development and extension services;
d. Prepare and submit annual budgetary requirements and annual procurement

plan of the research, development and extension (RDE) office;
e. Oversee the ethical and responsible conduct of research, ensuring

compliance with institutional policies and external regulations;
f. Encourage innovation and entrepreneurship among students and faculty.

Support the development of intellectual property and technology transfer
initiatives;
g. Direct the planning, implementation, and monitoring of all research,

innovation, and extension programs and the necessary collaborations with
institutional linkages;
h. Seek external funding opportunities, grants, and partnerships to support

research projects and scholarly endeavors within the institution.
i. Tap resources for the promotion of research, development and extension as

well as initiate and establish linkages with government and non-government
agencies on research and extension projects, programs, and the dissemination
of information to the research community;
j. Foster collaborations and partnerships with other academic institutions,

research organizations, and industry to expand research opportunities and
resources;
k. Assists the School President in promoting close relations between the

school and the residents of the community, and appropriate local governments
as well as ensures, to the maximum extent possible, a safe, clean, orderly, and
peaceful environment for the community of Socorro.
l. Assists and approve the student researchers, faculty and institutional

research personnel in the protection, licensing, patenting and/or copyrighting
of their work, as well as marketing of their publications, and must have a
reward and incentive system for publication, including commercial
applications arising from RDE activities;
m. Approve and oversee all research oral examinations, submitted book

bounded research, research faculty, staff and coordinators, and candidates for
best researches of the institution;
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n. Extend administrative and technical support to faculty researchers and

extension workers, and faculty members who would like to harness their
research and community work capability and skills as well as review and
recommend for consideration research projects which may be funded from the
research fund of the school;
o. Work in providing research and extension services, seminars and trainings,

adequate funds, research bases and facilities, and incentives and benefits for
researchers and extensionists;
p. Supervise and coordinate the preparation of the research journal, newsletter

and other required reports;
q. Provide regular reports and assessments of the impact of research and

extension activities on both the academic community and local communities
as well as creating new methods to improve research strategies, optimize the
school's working environment, and streamline research processes;
r. Work closely with local communities to identify their needs and challenges.
Develop extension programs that provide practical solutions and contribute to
the socio-economic development of the region;
s. Promote the results of research and extension activities through effective

communication strategies, including publications, conferences, and
community events;
t. Develop and manage extension programs that allow BGFC to engage with
local communities and address real-world issues through research and
education.
u. Collaborate with other academic units to align research and extension

efforts with the institution's strategic goals;
v. Represent the school on community-based and school-based extension

projects and programs; and,
w. Assume other duties and responsibilities as may be assigned by the school

President.
B. Qualifications of the Vice President for Research, Development and Extension
a. Educational Qualifications: A minimum of a master's degree, preferably a

doctoral degree (Ph.D. or equivalent) in a relevant field, such as education,
science, technology, or a related discipline.
b. Research Experience: A strong research background with a proven track

record of scholarly publications and research grant acquisition.
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c. Academic Leadership: Significant leadership experience in academia,

including roles such as dean, department head, or research director.
d. Community Engagement: Experience in community engagement,

extension programs, and partnerships with local communities and
stakeholders.
e. Management Skills: Strong project management skills, including the

ability to oversee research projects, budgets, and personnel effectively.
f. Strategic Vision: The ability to develop and articulate a strategic vision for
research, development, and extension efforts that align with BGFC's mission
and goals.
g. Communication Skills: Excellent communication and interpersonal skills

to collaborate effectively with faculty, students, staff, and external partners.
h. Networking: Established connections within the academic and research

community, as well as potential collaborators in industry and government.
i. Grant Writing: Proficiency in grant writing and securing external funding

for research and extension initiatives.
j. Compliance: Familiarity with research ethics, compliance, and regulations

governing research activities in higher education.
2.2.3. The Vice President for Administration and Finance Services
The Vice President of Administration and Finance Services (VP-AFS) is responsible

in overseeing the planning, development, implementation, and maintenance of the
administrative and financial services of the institution as well as supporting and
promoting profitable goals and objectives which insure the school of a continuously
sound financial structure. The VP-AFS is a critical leadership position responsible for
the efficient and effective management of BGFC's administrative functions, financial
resources, and support services.
The Administration and Finance Services (AFS) office controls the flow of cash of
the institution and maintain the integrity of funds, securities, and other valuable
documents. The Vice-President for Administration and Finance Services (VP-AFS) is
directly responsible to the school President on all administrative operations, planning,
and finance matters. In addition, he/she shall exercise supervision over the
administrative, finance and general services of the institution.
A. Duties and Responsibilities of the Vice President for Administrative and Finance
Services
a. Exercise supervision over the administrative, finance and general services of

the institution;
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b. Oversee BGFC's financial operations, including budgeting, financial

planning, cash management, and financial reporting as well as overseeing the
daily operations of the institution by managing the cash-flow position of the
institution;
c. Lead the development and management of the institution's annual budget,

ensuring alignment with strategic goals and responsible allocation of
resources;
d. Coordinate the long-range plans of the institution, assesses the financial

requirements implicit in these plans, and develops alternative ways in which
financial requirements can be satisfied as well as coordinate financial audits
and ensure compliance with audit recommendations and best practices;
e. Supervise the preparation of periodic annual budget estimates and proposal

and other required reports, as well as the allocation of financial and human
resources effectively to support BGFC's academic and operational needs.
f. Provide strategic financial planning, lead and manage the budgeting process,
and oversee all sides of an organization’s accounting operations, as well as
contribute to strategic planning efforts, particularly in areas related to financial
sustainability, infrastructure development, and administrative services.
g. Ensure compliance with financial regulations, accounting standards, and

reporting requirements imposed by regulatory authorities and accreditation
bodies;
h. Approve all agreements concerning financial obligations, such as contracts

for products or services and other actions requiring a commitment of financial
resources, oversee vendor relationships, contract negotiations, and
procurement processes to obtain cost-effective goods and services.
i. Establish credit and collections and purchasing policies and to establish

schedules for the payment of bills and financial obligations, maintains
relationships with financial institutions in conjunction with the school
President, administers banking arrangements and loan agreements, receives,
has custody of, and disburses the institution’s monies and securities;
j. Streamline administrative processes to enhance operational efficiency and

reduce administrative overhead;
h. Maintains adequate sources for the institution’s current borrowings from

commercial banks and other lending institutions as well as invests the
institution’s funds as appropriate and administer all incentive stock option
plans;
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k. Identify, assess, and mitigate financial and operational risks that may impact
BGFC's sustainability;
l. Establishes and maintains an adequate market for the institution’s securities

and in connection therewith, maintains adequate liaison with investment
bankers, financial analysts, and shareholders in conjunction with the school
President and provides insurance coverage as required;
m. Supervise administrative and support staff, fostering a productive and

collaborative work environment.
n. Oversees the Disbursement Officer in the granting of credit and the

collection of accounts, salary and wages, and other financial aids;
o. Responsible in hiring and mentoring staff, overseeing training and

development, compliance, and preparing and managing budget, as well as
ensuring the availability of adequate and appropriate equipment, staffing, and
systems; recommends additional staffing and services;
p. Exercise leadership and promote cooperation in all offices and shall see to it
that they are functioning efficiently and effectively;
q. Defines and implements key performance indicators and strategic objectives

for the division and, as appropriate, the entire organization; facilitates
measurement of those objectives, reporting results to the executive team, and
provides constructive and timely performance evaluations;
r. Manage facilities, including maintenance, security, and space allocation, to

ensure a safe and conducive learning environment as well as being responsible
for the promotion and provision of primary health services, the upkeep of
school facilities and grounds, the management of employee housing, the
conduct of school wide sports fest and special events, and the management of
solid waste on school grounds;
s. Facilitates implementation of new systems and major modifications of

existing systems to reduce downtime; and,
t. Assume other duties and responsibilities as may be assigned by the school

President.
B. Qualifications of the Vice President for Administrative and Finance
a. Educational Qualifications: A minimum of a master's degree in business

administration, finance, accounting, or a related field. A CPA (Certified Public
Accountant) or similar professional certification is highly desirable. A doctoral
degree is highly preferred.
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b. Financial Expertise: Extensive experience in financial management,

budgeting, and accounting, preferably in higher education or a related field.
c. Administrative Leadership: Proven leadership experience in managing

administrative and support functions within an organization.
d. Regulatory Compliance: Familiarity with financial regulations,

compliance standards, and reporting requirements relevant to educational
institutions.
e. Management Skills: Strong organizational and managerial skills, including

the ability to oversee personnel, budgets, and operations effectively.
f. Strategic Planning: The ability to contribute to the development of BGFC's

strategic plan, particularly in areas related to finance, administration, and
support services.

to work collaboratively with various stakeholders, including faculty, staff,
vendors, and regulatory bodies.
h. Technology Proficiency: Proficiency in financial software and systems, as

well as knowledge of emerging technologies for financial management.
i. Analytical Skills: Strong analytical and problem-solving skills to assess

financial data, identify trends, and make data-informed decisions.
2.3. The College Dean
The Deans are the academic leaders of the colleges and departments. They are the
representatives of their colleges to the rest of the institution, especially the school
administration. College deans are responsible for the leadership of departments within
colleges. From managing faculty, staff members and budgets, to supervising student
programs and admissions, deans must balance multiple job functions to ensure that their
college runs successfully.
A. Duties and Responsibilities of the Dean
a. Assist the Office of the Vice Presidents in all matters affecting the general
policies of the entire institution;
b. Provide academic leadership within the college or division, setting

academic standards and goals in alignment with BGFC's mission and vision.
c. Provide over-all administrative supervision of over-all activities in his

college/unit;
d. Develop and implement strategic plans to ensure overall academic success;
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e. Oversee the development and review of academic programs and curricula to

ensure relevance and alignment with educational objectives, and recommend
through channels, the curriculum and program of study to be adopted for
approval by the commission;
f. Recommend the appointment, promotion and separation of faculty members

in his/her college/unit as well as overseeing personnel matters, including
recruiting school staff and handling discipline issues;
g. Recommend subject assignment of faculty members in his college/unit;
h. Develop and maintain academic policies as well as help formulate

educational policies in his/her college and to issue necessary rules and
regulations for their effective implementation;
i. Evaluate, and support faculty within the college, including mentoring,

professional development, and performance evaluation, and institute a definite
program of supervision to raise efficiency of instruction;
j. Supervise all the curricular and co-curricular activities of all departments

under his charge in collaboration with other officials concerned;
k. Enforce the institution policies, rules and regulations on admission and

registration of students, transfer of credits subject load, subject sequence and
subject pre-requisites, scholarships, residence, promotion and others;
l. Approve the list of candidates for graduation of the College or department;
m. Liaising with outside agencies, including those that evaluate academic

success;
n. Manage the budget for the college, allocating resources effectively to

support academic programs, faculty, and student needs, and allocating funds
appropriately;
o. Promote student success by providing academic advising, support services,

and creating an environment conducive to learning;
p. Encourage and support faculty research and scholarly activities within the
college;
q. Foster connections between the college and the local community, industry
partners, and external stakeholders;
r. Collaborate with admissions and enrollment management teams to attract

and retain a diverse and talented student body;
s. Address academic and faculty-related conflicts and issues within the

college, and provide regular reports on the college's academic performance,
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faculty achievements, and student outcomes to the school President and

relevant stakeholders.
t. Conducting evaluations of instructors and other staff and offer professional

support; and,
u. May perform such other functions and responsibilities that are inherent to
the position.
B. Qualifications of the Dean
To be eligible for the position of College Dean at BGFC, candidates should possess
the following qualifications:
a. Educational Qualifications: A minimum of a master's degree in a relevant

field. A doctoral degree (Ph.D. or equivalent) is preferred.
b. Teaching Experience: Substantial teaching experience within the specific

academic discipline of the college, typically at the rank of associate or full
professor.
c. Administrative Experience: Proven administrative or leadership

experience in a higher education setting, such as department chair, program
director, or assistant dean.
d. Academic Leadership: Demonstrated leadership and management skills,

including the ability to guide faculty and develop academic programs.
e. Curriculum Development: Experience in curriculum development,

program assessment, and academic planning.
f. Faculty Development: A commitment to faculty development, mentorship,

and fostering a culture of academic excellence.
g. Student-Centered Approach: A student-centered approach to education,

focusing on student success, well-being, and development.
h. Communication Skills: Excellent communication and interpersonal skills

to collaborate effectively with faculty, students, and administrative colleagues.
i. Strategic Thinking: The ability to contribute to the development and

execution of BGFC's strategic plan, particularly in areas related to the specific
college or division.
2.4. The Department Program Head
A Department Program Head is a key academic leadership position responsible for

overseeing a specific academic department or program within BGFC. This role involves
managing faculty, academic programs, and ensuring the quality of education within the
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department or program. As such, department heads are responsible for establishing and
promoting a culture of compliance within their department.
A. Duties and Responsibilities of the Department Head
a. Provide academic leadership within the department or program, setting

academic standards and goals in alignment with BGFC's mission and vision;
b. Report and work closely to the dean of their respective college to maintain
accountability, resolve any significant issues of noncompliance, and reduce
the risk of future occurrences;
c. Oversee the development and review of academic programs and curricula

within the department or program to ensure relevance and alignment with
educational objectives;
d. Implement institutional, collegiate and departmental policies;
e. Recruit, assess, and support faculty within the department or program,

including mentoring, professional development, and performance evaluation,
as well as conduct performance evaluations to their respective department
faculty that are timely and constructive;
f. Ensures smooth daily operation of the department faculty, staff, and physical
facilities and schedule, and coordinates the departments schedule of course
offerings as well as manages the departmental budget and physical and
technological facilities;
g. Communicates information concerning policies, decisions, procedures, and

activities to the department, and involve faculty and other stakeholders in
broad decision-making and planning
h. Promote student success within the department or program by providing

academic advising, support services, and creating an environment conducive
to learning and fostering positive morale and cohesiveness throughout the
department;
i. Mentor and guide faculty so that they may better mentor students, set
scholarly goals, investigate creative interests within the field, and accomplish
professional goal;
j. Providing liaison, information, and evaluations to administrative offices, to

faculty committees, ad hoc committees, accrediting organizations, other
groups, and to other departments;
k. Address academic and faculty-related conflicts and issues within the

department or program, and respond to student petitions, degree applications,
complaints, requests, etc.;
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l. Encourage and support faculty research and scholarly activities within the
department or program;
m. Foster connections between the department or program and the local

community, industry partners, and external stakeholders;
n. Provide regular reports on the department's or program's academic

performance, faculty achievements, and student outcomes to the College Dean
or relevant authority; and,
o. May perform other related duties as assigned.
B. Qualifications of the Program Head
a. Educational Qualifications: A minimum of a master's degree in a relevant

field. A doctoral degree (Ph.D. or equivalent) is preferred.
b. Teaching Experience: Substantial teaching experience within the specific

academic discipline or program area.
c. Leadership Experience: Demonstrated leadership or administrative

experience within a higher education setting, such as serving as an assistant
program head, department chair, or equivalent.
d. Academic Expertise: In-depth knowledge and expertise in the specific

academic discipline or program area.
e. Curriculum Development: Experience in curriculum development,

program assessment, and academic planning.
f. Faculty Management: The ability to manage and lead faculty members,

including mentoring, professional development, and performance evaluation.

to collaborate effectively with faculty, students, and administrative colleagues.
h. Student-Centered Approach: A commitment to student success, well-

being, and academic development within the department or program.
i. Strategic Thinking: The ability to contribute to the department's or

program's strategic goals and align them with BGFC's mission and vision.
2.5. The School Principal
The School Principal is a key educational leadership position responsible for the
overall management, administration, and academic excellence of the primary, elementary
and, high school division at BGFC. The school principal is the highest-ranking administrator
in a primary, elementary, junior and senior high school level.
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The school Principal reports directly to the division superintendent and the school
president of BGFC. The principal is responsible for the overall operation of the primary,
elementary and secondary level. The principal provides leadership and administration which
will motivate instructional and supporting personnel to strive for superior performance so as
to provide the best possible opportunities for student growth and development, both
educationally and personally.
A. The Duties and Responsibilities of the School Principal
a. Provide academic leadership within the primary, elementary, junior and

senior high school division, setting high academic standards and goals in
alignment with BGFC's mission and vision;
b. Assisting in developing and implementing a curriculum for the school to

provide courses for students of varying abilities and interests and of differing
vocational goals;
c. Oversee the development and review of the high school curriculum to

ensure it is relevant, engaging, and aligned with educational objectives.
d. Projecting teachers and staffing needs and making recommendations for

employment of additional teachers and staff personnel, as needed;
e. Observing, evaluating, counseling and motivating professional staff

members so as to improve their performance, and recommending self-
development programs for members of the professional teachers and staff;
f. Promote student success within the primary and secondary school by

providing academic guidance, support services, and creating a positive and
conducive learning environment;
g. Foster positive relationships with parents and the local community to

enhance student support and engagement;
h. Properly maintaining all appropriate records and reports as well as

administering the rules, regulations and policies as set forth by BGFC and the
Department of Education;
i. Conducting faculty meetings and other building meetings as needed as well

as giving work directions to all persons who are assigned to provide services
to the school in order to assure the effective functioning and coordination of
all activities within the primary, elementary, junior and high school level;
j. Developing a master schedule for registration, scheduling of students, report

cards and student personnel records.
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k. Actively participating and encouraging teacher and staff participation in

community activity as a means of developing understanding, cooperation, and
respect for school objectives and activities;
l. Representing the school whenever possible at recreational, social, and

athletic functions, as well as overseeing extracurricular programs and activities
that enrich students' educational experiences and promote their personal
growth and development;
m. Resolving student related conflicts and complains at primary, elementary,

junior and high school level, and implement and enforce disciplinary policies
and procedures, addressing student behavior and conduct issues promptly and
fairly.
n. Developing and submitting an operation budget to the Vice President for

Administration and Finance Services;
o. Attending conferences, seminars and workshops in education and/or

educational administration; and,
p. Performing all other acts reasonable and necessary to accomplish the

primary function of the position.
B. Qualifications of the School Principal
To be eligible for the position of High School Principal at BGFC, candidates should
possess the following qualifications:
a. Educational Qualifications: A master's degree in education, educational

leadership, or a related field. An advanced degree or additional certifications
in educational administration or a doctoral degree is highly preferred.
b. Teaching Experience: Extensive teaching experience in a high school

setting, preferably with a track record of successful instructional leadership.
c. Administrative Experience: Proven administrative or leadership

experience within a high school or similar educational institution.
d. Education Leadership: Demonstrated leadership skills with the ability to

motivate, guide, and inspire both faculty and students.
e. Curriculum Expertise: Strong understanding of curriculum development,

instructional strategies, and educational assessment.
f. Student-Centered Approach: A commitment to student success, well-

being, and holistic development.
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to collaborate effectively with faculty, students, parents, and administrative
colleagues.
h. Problem-Solving Skills: Strong problem-solving and decision-making

abilities to address issues related to student behavior, academic performance,
and school operations.
2.6. The School Registrar
The school Registrar is responsible for the supervision and management of all
administrative and operational functions of the Office of the Registrar.
A. The Responsibilities and Functions of the School Registrar
The following are the duties and functions of College Registrar:
a. Provide quality student service in the area of registration, tuition and

miscellaneous fees assessment and academic records, and to ensure the
confidentiality and accuracy of student records;
b. Conduct Preregistration, Completion, Registration and Drop/Add of

subjects;
c. Record transfer credit, and grade monitoring and evaluation;
d. Demonstrate the school commitment to thoughtful treatment of each

student, past and present, through the timeliness and accuracy of the learning
management system;
e. Produces and mail transcript and initiates in production of diplomas;
f. Stores and preserve academic records and inactive student folders;
g. Processes grades and produces transcripts for non-credit students;
h. Retain copies of course descriptions;
i. Ensure good orders and an atmosphere conductive to academic activity by

producing timely and accurate statistics, class rosters, grades, certifications
and other reports, and by serving as a “watch dog” for academic policies;
j. Produces official student lists, reports, statistics and interprets and enforces
academic regulations;
k. Records grades, produces and mails grade reports, and produces reports on
high achieving students per semester;
l. Monitors lists of graduates and ranks undergraduate for graduation;
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m. Organizes and make sure of the student participation in Commencement

Exercises;
n. Assign classrooms and time schedules as well as plan and coordinate the
Schedule of Classes to ensure that all curricular needs are met while
responding to the preferences of faculty and students; and,
o. Performs other functions as maybe required.
B. Qualification Requirements for the School Registrar:
To be eligible for the position of School Registrar at BGFC, candidates should

possess the following qualifications:
a. Educational Qualifications: A bachelor's degree in education,

administration, or a related field is typically required. A master's degree or
additional certifications in education administration can be beneficial.
b. Administrative Experience: Proven administrative experience, preferably in

a higher education or school setting, with knowledge of academic record
management and student services.
c. Data Management: Proficiency in data management, including the ability to

maintain accurate and confidential student records.
d. Technology Proficiency: Familiarity with student information systems

(SIS), database management, and office software for record-keeping and
reporting.
e. Communication Skills: Excellent communication and interpersonal skills to

interact effectively with students, faculty, staff, and parents.
f. Regulatory Knowledge: Understanding of educational regulations, policies,

and procedures related to student records, privacy, and academic requirements.
g. Problem-Solving Skills: Strong problem-solving abilities to address student

inquiries, academic issues, and enrollment challenges.
2.7. The Human Resource and Management Director
An HRM Director, or Director of Human Resources and Management, is responsible

for overseeing HR management and school operations to adhere to organizational policies
and procedures. Its duties include communicating between school’s top administrative
management, managing the Human Resources and Management Office (HRMO) budget and
coordinating with the head of offices and colleges to ensure compliance with HRM laws and
regulations. The Human Resource Director should plan, lead, direct, develop, and coordinate
the policies, activities, and staff of the Human Resource (HR) department, ensuring legal
compliance and implementation of the institution's mission and talent strategy.
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A. The Human Resources and Management Director Duties and Responsibilities
a. Develop and execute HR strategies and initiatives that align with BGFC’s
mission, vision, and strategic goals.
b. Oversee the recruitment and hiring process, ensuring BGFC attracts and
retains a diverse and highly qualified workforce as well as identifying,
evaluating and solving hiring challenges;
c. Manage employee relations, including conflict resolution, disciplinary

actions, and grievance procedures including mediating and suggesting
solutions to employee disputes;
d. Conducting initial interviews to potential candidates and making

recommendations as well as manage the staffing process, including recruiting,
interviewing, hiring and onboarding;
e. Ensure job descriptions are up to date and compliant with all local, state and
federal regulations;
f. Compiling information about compensation and benefits packages based on

market data;
g. Create a compensation strategy for all employees based on market research

and pay surveys; keeps the strategy up to date;
h. Develop training materials and performance management programs to help

ensure employees understand their job responsibilities;
i. Implement performance management systems, conduct evaluations, and

facilitate professional development opportunities for staff.
j. Investigate employee issues and conflicts and brings them to resolution and
manage employee relations, including conflict resolution, disciplinary actions,
and grievance procedures;
k. Ensure compliance with employment laws, regulations, and reporting

requirements, and manage HR-related legal matters.
l. Ensure all school HR policies are applied consistently as well as provide

support and guidance to HR staff;
m. Maintain institutional organization charts and employee directory;
n. Foster a positive workplace culture that promotes inclusivity, diversity, and

employee well-being;
o. Partner with management to ensure strategic HR goals are aligned with

school initiatives;
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p. Identify training needs and develop programs to enhance employee skills

and career development;
q. Conduct performance and salary reviews including administration of payroll

and analyze trends in compensation and benefits and design and implement
employee retention strategies;
r. Ensure the security and privacy of HR data, maintaining compliance with

data protection regulations; and,
s. Perform other functions as maybe required.
B. Qualification Requirements for the Human Resources and Management

Director
To be eligible for the position of Human Resources and Management Director at

BGFC, candidates should possess the following qualifications:
a. Educational Qualifications: A master's degree in human resources,

business administration, organizational development, psychology or a related
field. Relevant certifications, such as SHRM (Society for Human Resource
Management) or HRCI (Human Resource Certification Institute), are
beneficial.
b. Human Resources Experience: Substantial experience in human resources

management, including roles with increasing levels of responsibility.
Experience in an educational institution or a similar setting is preferred.
c. Leadership Skills: Proven leadership and management skills, including the

ability to lead a team, foster a positive work culture, and drive organizational
change.
d. Recruitment and Talent Acquisition: Expertise in recruitment and talent

acquisition strategies, including attracting, hiring, and retaining top talent.
e. Employee Relations: Strong knowledge of employee relations,

performance management, conflict resolution, and employee engagement.
f. Labor Relations: Familiarity with labor laws, employment regulations, and

labor relations practices relevant to the jurisdiction in which BGFC operates.
g. Organizational Development: Experience in organizational development,

succession planning, and talent development initiatives.
h. Compliance: Ensure compliance with employment laws, policies, and

regulations, and provide guidance to the institution on HR-related compliance
matters.
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i. Communication Skills: Excellent communication and interpersonal skills

to interact effectively with faculty, staff, administrators, and external partners.
2.8. The School Directors
School Directors are responsible for providing leadership and administrative oversight
to specific college, department, or academic programs within BGFC. They work with faculty
members to develop and implement curriculum, manage student assessment strategies, and
ensure that students are meeting all relevant standards and benchmarks.
2.8.1. The Duties and Responsibilities of the Director of the Office of Student
Affairs Services (OSAS)
a. A director of student affairs is an academic professional who oversees

student activities at BGFC, developing and maintaining policies that support
student success, including attendance policies, disciplinary procedures, and
drop/add deadlines;
b. Manage student organizations and clubs as well as managing student

organization budgets, oversee student activities, and plan other recreational
and social events for different student groups;
c. Maintain records on each student’s academic progress and discipline

history, updating files as needed;
d. Provide individual or group counseling, evaluate student programs, and

advise student groups on improving their organizations;
e. Plan and arrange social, cultural, and recreational events and activities of
various student groups, according to school policies and regulations;
f. Meet and coordinate with student and faculty groups to plan activities,
evaluates programs and suggests modifications;
g. Responsible for scheduling caterers, entertainers, and decorators for special

events and school activities;
h. Coordinating extracurricular activities such as athletics, clubs, and volunteer

programs for students;
i. Acting as a liaison between parents and teachers, communicating with

parents about their child’s progress in school and addressing any concerns
they may have about their child’s education or behavior;
j. Overseeing disciplinary procedures and acting as a liaison between the

school administration and law enforcement agencies when necessary as well
as providing guidance to students regarding academics, social issues, and
personal problems; and,
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k. Performs other related duties as assigned.
2.8.2. The Duties and Responsibilities of the Director of Research and Extension
(R&E) Office
a. Directly report to the Vice President for Research Development and

Extension of the updates and important information regarding the Research
and Extension office;
b. In charge of, consultancy, community outreach and extension services;
c. Adopt measures that ensure the research productivity of the faculty and
students;
d. Develop the capacity of students and faculty in conceptualization of

extension projects that is relevant in the community;
e. Recommend faculty who could handle research subjects, panel members

during thesis defense, and research advisers;
f. Check, edit, and ensure good quality of research outputs of the students as
well as research sustainability;
g. Generate, develop, and help in the implementation of extension programs

that are research-based and/or needs-based;
h. Design capability-building seminar-workshop for the development of

research-based quality innovations, inventions and instructional materials;
i. Formulate policies on the development, evaluation and review of generated

innovations, inventions and instructional materials; and,
j. Performs other related duties as assigned.
2.8.3. The Duties and Responsibilities of the Director of National Service

Training (NSTP) Program
a. Plan and implement approved plans on NSTP programs of the School in

coordination with the Vice President for Research Development & Extension;
b. Prepare periodic consolidated reports of NSTP program and activities;
c. Oversee and monitor the implementation of the NSTP program in the

institution;
d. Monitor and supervise facilitators or NSTP instructors in their community

immersion activities and program;
e. Coordinate with LGUs and other concerned agencies regarding the

implementation of the programs of the ROTC/CWTS/LTS students; and,
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f. Perform other functions as may be delegated.
2.8.4. The Duties and Responsibilities of the Director of Technical Vocational

Education & Training (TVET) Program
a. Oversee the planning, organizing and delivering off-the-job training in

TVET institutions within the framework of the overall apprenticeship
program;
b. Processes application documents for Unified TVET Program Registration

and Accreditation System (UTPRAS) for the applied qualifications to
TESDA;
c. Monitor the learning progress and skills development of the students on a

regular basis;
d. Hire, assign and evaluate, teachers and trainers for each program and
training;
e. Coordinate with training regarding the update and progress of training;
f. Prepare and submit needed documents, contracts, and reports;
g. Prepare necessary documents and materials needed during TESDA regular

audit;
h. Gives regular update to the school management/BOT regarding TESDA

programs of the College; and,
i. Performs other functions as maybe required.
2.9. The School Coordinators
School coordinators are under the supervision of their respective department or office
directors or academic and administrative heads. They ensure the quality of service and
sustainability of the department or office that they are designated.
2.9.1. The Office of Student Affairs Services Coordinator
The coordinator for the Office of Student Affairs Services (OSAS) is under the
guidance and leadership of the OSAS director. He/she reports, follows, and
coordinates closely with the OSAS director.
2.9.2. The College Research and Extension Coordinator
The coordinator for Research and Extension (R&E) is under the supervision of the
R&E director which is under the Research Development and Extension (RDE) office.
Each college must assign a research and extension coordinator of their respective
college. The college R&E coordinator can propose project to the RDE office,
coordinates with the R&E director about research and extension services, and help the
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RDE office when it comes to research and extension activities and programs. He/she
must perform other functions as maybe required by the R&E director or the RDE
office.
2.9.3. The National Service Training Program Coordinator
The NSTP coordinator is under the supervision of their NSTP director or academic
and administrative heads. He/she must follow the assigned duties and responsibilities
that the NSTP director had given. He/she will assume responsibility in the absence of
the NSTP director.
2.9.4. The Technical Vocational Education & Training Coordinator
The TVET coordinator is under the supervision of their TVET director or academic
and administrative heads. He/she must follow the assigned duties and responsibilities
that the TVET director had given. He/she will assume responsibility in the absence of
the TVET director.
2.9.5. The Culture and Sport Coordinator
The coordinator for Culture and Sport has the following specific duties and
responsibilities:
a. Coordinates and/or assists with all cultural activity, cultural clubs, athletes
and other team access and community service activities related to the program;
b. Manage cultural-related clubs and offices and facilitates their needs;
c. Help the Office of the Student Affairs and Services (OSAS) during cultural
shows and other related programs and activities;
d. Report and work closely with the OSAS director;
e. Manage all athletic travel including transportation, meals, lodging, practice

location and scheduling;
f. Travels with the athletes and coordinates travel logistics when on the road;
g. Coordinates disbursements of travel advances and cash for incidental travel

expenses of athletes;
h. Directs purchasing and coordinates maintenance of all athletic equipment

and apparel;
i. Coordinates the day-to-day fiscal affairs of the athletic program, to include

budget tracking and expenditure monitoring;
j. Assists with school recruitment logistics, to include arranging travel

itineraries, scheduling school visits, coordinating academic appointments, and
arranging lodging accommodations for prospective student athletes;
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k. Coordinates student-athlete personal improvement programs, serving as

liaison to student athletes, trainers and advisers, the parents of the athletes,
student-athlete services staff and for all student-athlete academic matters; and,
l. Performs other functions as maybe required.
Section 3. The Faculty & Staff
BGFC is committed to maintaining a highly qualified and motivated faculty and staff
to support its mission.
3.1. The Academic Faculty
The Academic Faculty means all employees who hold the rank of instructor or a
higher academic rank in academic programs. They are the teaching personnel and instruction
supervisors of the institution. Each member of the academic faculty is expected to enhance
the learning environment through instruction, applied research, scholarly activity, and service
that support the institutional mission. It is a basic principle that every member of the
academic faculty, of whatever rank, shall at all times be held responsible for competent and
effective performance of their duties/workload expectations and foster collegial relationships
with administrators, peers, students, and the community.
Faculty shall share in school governance by participating in committee work,

meetings, and providing input on matters relating to curriculum development and the learning
environment. Faculty service on school committees, either through election or appointment
with consent, should not interfere with duties related to regularly-scheduled classes and other
work assignments related to primary work responsibilities.
3.1.1. The Full-Time Faculty
The full-time academic refers to the college instructors and primary, elementary, and
secondary teachers with full-time employment status.
A. Duties and Responsibilities of the Full-Time Faulty
a. Faithfully perform duties and responsibilities in accordance with set goals

and objectives of the institution;
b. Make judicious use of the funds and/or property of the institution entrusted
to his/her care, such as those allocated to budget of academic departments
and/or special projects;
c. Make every effort to avoid professional and personal actions which may
cause economic loss or public embarrassment of the institution;
d. Avoid the use of institutional resources, equipment, or labor for personal

gain, research or consultancy to which he/she may be interested without any
authority;
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e. Give reasonable support to general institutional activities by participating at

meetings, convocations, commencement exercises, programs and assemblies;
f. Commit to a reasonable amount of service on institution-wide committees,

such as faculty committees, committees on student discipline, etc.;
g. Indicate clearly in making public statements or views that he/she is

speaking as an independent scholar and citizen and not representative of
his/her department or college;
h. Keep abreast with the state of the arts in his/her academic discipline through
familiarity with recent publications and journals and active participation in
professional societies, meetings, conferences, seminars, etc.;
i. Continue their graduate degrees and strive to finish for their professional
development;
j. Seek ways of improving effectiveness as a teacher, exploring new ways of

presenting subject matter, motivating students and improving methods of
evaluating student’s performance;
k. Advance knowledge in academic discipline through individual and/or group

research, creative writing analysis, and presenting papers at colloquiums of
professional meetings;
l. Assist faculty colleagues in academic departments and college activities

including;
i. Contributing to curriculum studies both at the departmental and

college levels;
ii. Participating in department, college or institutional faculty meetings

for better operations and for the strengthening of the educational
program of the institution; and,
iii. Carrying a fair share of the burden of extra-curricular and co-

curricular assignments such as registration, counseling, proctoring,
socio-cultural activities, athletics and other activities.
m. Responsibility to exercise an active role in protecting and enhancing the

academic and professional standing of the faculty by assisting in the
recruitment of competent faculty members, giving appropriate
recommendations regarding tenure of office for qualified and deserving
faculty colleagues, and recommending the removal of colleagues who after
fair hearing have been proven incompetent, guilty of moral turpitude of gross
misconduct, or lacks personal or professional integrity;
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n. Demonstrate respect for the rights of others in the educational community

who hold divergent opinions;
o. Deal seriously and conscientiously with teaching assignment, including

meeting schedules classes, clearly informing students of course requirements,
and fair and impartial grading according to standards established by the
College;
p. Recognized that students deserve respect as individual and have rights that
must be protected. This encompasses an active interest in the individual
academic and personal problems of students, an initiative of giving mature
professional advice, a courteous treatment of students and keeping in
confidence the personal information about the students which may come to the
faculty member’s attention in his/her role as counselors;
q. Recognize that the faculty members serve as model and to exercise a great
influence in shaping young minds. This being true he/she must set a high
standard in academic and scholarly experience, personal integrity; and
professional ethics;
r. Recognize that in his/her influential classroom role, he/she is morally bound

not to take advantage of his/her position to repeatedly introduce into his/her
class discussions of subject matter outside the scope of the course and beyond
his/her field of professional competence;
s. Accountable for the efficient and effective attainment of specified learning

objectives pursuant to local, regional and national development goals within
the limits of available school resources;
t. Participate as an agent of constructive social, economic, moral, intellectual,

cultural and political change in his/her institution and the community within
the context of national policies;
u. Act as “ambassador of goodwill” of the college when attending a public

forum, seminars, conventions, and meetings that are conducted outside of
official station; and,
v. Performs other functions as maybe required.
3.1.2. The Faculty Adviser
The faculty adviser provides academic advising and support to advisees from his/her
department or office.
A. The College/Department Adviser
The college adviser is a full-time faculty member of the college which is

responsible for assessing the student related services, college activities and
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programs, and the sustainability and improvement of the college, its students
and faculty. Each college must assign a college adviser to help oversee, cater,
and facilitates the needs of the students and the college faculty. He/she fosters
the development of the whole student who is a self-directed, motivated,
responsible decision-maker and encourages the successful completion of
degree requirements and timely graduation. He/she must assist students in
planning a program consistent with their abilities and interests, and provide
guidance and support to students in the work they do in their chosen major, as
well as monitor their progress in the college or department.
B. The School Paper Adviser
The school paper adviser promotes and keeps the purpose of the school paper
foremost in the mind of the students. He/she orients the school paper writers or
journalists on the current trends and new developments in campus journalism.
He/she enhances their journalistic writing and must teach responsible
journalism. He/she influences opinion and provoke student’s dialogue. He/she
is also responsible to enter the school paper and/or the school journalists in
appropriate contests and works with students who wish to compete in those
contests. Lastly, he/she must have acquired understanding of the code of ethics
that governs school paper writing/publication.
C. The Supreme Student Council (SSC) Adviser
The SSC adviser guides student leaders in successfully planning events,

making decisions and representing their fellow students. This role is essential
to developing students’ leadership skills and supporting their efforts to serve
their school. An adviser to the student council should be a sounding board for
all student government members. While student government members are
typically organized, self-motivated individuals, their adviser will still need to
assist with event planning and organization. An adviser should help students
brainstorm ideas for events such as dances and after-school activities and
delegate responsibilities among student council members. He/she should
provide strategies for completing all project tasks without taking over from the
governing body. He/she should promote participation in student government
events and projects to students, teachers and administrators. It is also
important for the adviser to recruit future members by explaining all of the
benefits of running for student council. At the end of each event and activity,
the SSC adviser should lead students in a discussion of how the event went,
what worked well and what could be improved in the future. It is important for
the adviser to provide constructive criticism as well as positive feedback. This
allows students to continue to grow without feeling defeated or run down in
the process.
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D. The Grandenian Performing Arts (GPA) Adviser
The GPA adviser assist and oversee the Grandenian Performing Arts members
under the supervision of the OSAS Director. He/she must be available to meet
with students during for GPA members’ selection and training. The GPA
adviser provides direction for the development and progress of the GPA.
He/she directs and facilities the GPA on all programs and activities that they
will perform or be a part of.
3.1.3. The Part-time Instructor and Teacher
The BGFC part-time instructors and teachers are members of the academic faculty
with only limited teaching loads. He/she is not required to have regular hours of work,
except when permitted by the administration and can have a flexible time schedule of
classes. He/she can be connected to other institution, company, or school or any
remunerative occupation outside BGFC. Nevertheless, he/she must possess the
professional duties and responsibilities of a BGFC academic faculty and must not
violate the BGFC Code of Conduct for the betterment of the students, the school, and
the community.
3.2. The Non-teaching Staff
Non-teaching academic and administrative staff refers to BGFC employee who has no
regular teaching load and perform functions in support of the academe such as admission,
registrations, guidance, discipline, library services, medical and dental services and other
support functions. They are the ones who handle scheduling, record-keeping and reporting;
ensure the school complies with relevant laws and regulations; develop and run educational
programs; hire, train and advice staff; counsel students when needed; resolve conflicts and
other issues; communicate with parents, regulatory bodies and the public; maintenance of
school facilities; make sure that the school is safe and peaceful; and help shape and uphold
the vision of the school. The academic staff includes but not limits on the following: the
registrar, guidance counselor and librarians, while administrative staff are the human resource
and management (HRM) director, nursing aide, accounting and bookkeeping officers, utility
and maintenance, supply officers, security guards, and among others.
3.2.1. The Guidance Counselor
Guidance counselors are certified professionals employed by schools or academic

institutions to assist and advise students about academic and personal decisions. They
provide private counseling to students, assess the ability and potential of students, and
coordinate with fellow professionals on student matters. The school’s guidance
counselor has the following duties and responsibilities:
a. Adheres to and support board policy, school guidelines, administrative rules

and directives;
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b. Analyze all student requirements and prepare formal lessons for all students
and provide support to all academic activities;
c. Maintain and analyze all student data and prepare programs and activities to
provide support to all student plans;
d. Prepare an individual plan system and ensure achievement of all school

goals;
e. Conducting individual and group counseling sessions to advise and assist

students with academic and vocational development;
f. Evaluating students’ attributes and assisting them in realizing their

objectives;
g. Developing and implementing counseling strategies with contemporary

methods of mentoring;
h. Identifying behavioral problems and acting appropriately to remedy the

situation;
i. Paying attention to societal and cultural differences in all student matters;
j. Assessing the development of students and highlighting their sense of

accomplishment;
k. Completing evaluations, analyzing results, and providing purposeful

feedback;
l. Cooperating with parents, academic staff, and external partners;
m. Arranging and scheduling orientation programs and internships;
n. Advertising facilities and study programs to potential students
o. Implementing and facilitating educational and training workshops for

academic and administrative faculty and staff;
p. Makes himself/herself available to all students seeking guidance and

counseling services;
q. Implements appropriate individual and group counseling methods and

conducts career and educational planning activities;
r. Submits required reports promptly and accurately; and,
s. Performs other duties as assigned.
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3.2.2. The School Librarian
A school librarian teaches students the importance of reading and helps them improve
their reading comprehension through various methods and activities. The school
librarians work more closely with students and teachers in need of educational
resources. The duties and responsibilities of a school librarian are the following:
a. Instruct students in selecting and using research materials and technology;
b. Plan, organize, coordinate, oversee, and provide library services in assigned

school libraries as well as develop library policies and procedures;
c. Purchase and catalog books for library collection; process and circulate
library books, materials, and equipment as well as process and shelve library
materials;
d. Assist students, teachers, and staff in the selection of library materials and
equipment and teach library clients the correct process of searching for
information;
e. Assure that students and teachers have access to library materials for
classes, assignments, and recreational reading;
f. Explain use of library facilities, resources, equipment and services, and

provide information about library policies as well as provide introduction to
the library and the technology within;
g. Train and provide work direction to assigned support staff and student
workers;
h. Search standard reference materials, including on-line sources and the

Internet;
i. Analyze students and faculty requests to determine needed information;
j. Keep records of circulation and materials and always check books in and out
of the library;
k. Review and evaluate resource material, such as book reviews and catalogs,
in order to select and order print, audiovisual, and electronic resources;
l. Code, classify, and catalog books, publications, films, audiovisual aids, and
other library materials based on subject matter or standard library
classification systems;
m. Organize collection of books, publications, documents, audiovisual aids,

and other reference materials for convenient access;
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n. Evaluate materials to determine outdated or unused items to be discarded,

and compile lists of overdue materials, and notify borrowers that their
materials are overdue;
o. Develop information access aids such as indexes and annotated

bibliographies, web pages, electronic pathfinder, and on-line tutorials;
q. Assemble and arrange display materials, compile lists of books, periodicals,

articles, and audiovisual materials on particular subjects;
r. Design information storage and retrieval systems, and develop procedures

for collecting, organizing, interpreting, and classifying information; and,
s. Provide input into the architectural planning for library facilities.
3.2.3. The School Nurse
The school nurse manages and coordinates the school’s health services program based
on requirements established by the Commission on Higher Education. He/she has the
following duties and responsibilities:
a. Maintain and operate the school clinic and provide medication to those in
need
b. Undertake consultation with students, faculty and staff;
c. Advise and make referrals to the nearest health unit when the case needed;
d. Act as a first aider when there is emergency health situation in school;
e. Serve as a liaison between the school, home health department

professionals, and other community agencies; and,
f. Perform related work as acquired.
3.2.4. The Disbursement Officer and/or Cashier
The cashier is responsible in cash collection, maintaining records, and safeguarding,

depositing of money. He/she has the following duties and responsibilities:
a. Responsible to collect the tuition fees and other receivables of the school;
b. Handles overall routine issuance for exam permit, and receipts, etc.;
c. Prepares simple statistical reports and registers to make sure easy

understanding fee entries as well as its changes;
d. Make payments under a contract or to receive payments of amounts due

under a contract;
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e. Responsible for determining the amount and collecting contract debts

whenever overpayments or erroneous payments have been made;
f. Release petty cash;
g. Entertain, assists and processes client transactions
h. Prepare daily collection reports, reports of checks and vouchers issued, cash
disbursement reports, and other similar documents;
i. Perform some particular clerical work regarding to cash and financial

transactions when needed; and,
j. Perform other functions as maybe assigned.
3.2.5. The Student Accounting Officer
The Student Accounting Officer performs various functions in relation to student

financial account and provides quality customer service to all customers, co-workers,
students, faculty and staff. He/she has the following duties and responsibilities:
a. Receipt student account monies on a daily basis with quality customer

service and professionalism;
b. Process, print and mail student account statements;
c. Maintain knowledge of legal collection guidelines and student privacy act;
d. Post school transactions to student accounts, verify students that are not
over-awarded, and document on enrollment form;
e. Post scholarship transactions to student accounts, document on enrollment

forms, and create scholarship-billing report in excel for the Vice President of
Administration and Finance Services;
f. Maintain accurate and timely ledger account of every student and assists
with the preparation of yearly audit;
g. Follow up with students regarding outstanding accounts;
h. Maintain accurate records on scholarship, financial aids for students;
i. Plan out strategies in ensuring better tuition fee collection operation;
j. Send communication letters to parents of the students with outstanding

balances; and,
k. Perform other functions as maybe assigned.
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3.2.6 The Bookkeeper
The bookkeeper performs bookkeeping duties such as coding, recording, posting and
processing day-to-day transactions. He/she processes one or more accounts
receivable, accounts payable and payroll, and maintains and updates accounting
records. He/she has the following other duties and responsibilities:
a. Code source documents such as invoices and receipts to the appropriate

accounts;
b. Maintain and update accounting records by performing duties such as

recording and posting transactions in journals and the general ledger for
accounts payable, accounts receivable and payroll;
c. Prepare and issues invoices and follows up on late accounts in accordance

with established procedures. Pays approved invoices;
d. Maintain bank account records; reconciles bank accounts and balances

cheque books;
e. Prepare various accounting summaries and reports;
f. Respond to inquiries and requests regarding payroll, benefit and other

bookkeeping duties.
g. Follow up to receive errors and discrepancies in accordance with

established procedures;
h. Assists the accountant or financial manager in the preparation for audit and
the production of financial statements, budgets and other financial reports by
performing such duties as providing related documentation, preparing various
summaries and reports, and compiling statistics; and,
i. Perform other related duties required.
3.2.7. The Total Quality Management System Officer
The Total Quality Management (TQM) System officer provides oversight for the
development and maintenance of quality programs, systems, processes and
procedures that ensure compliance with policies and that the performance and quality
of services conform to established internal and external educational standards and
guidelines. TQM is related to the creation of a quality culture with the aim that
Management can satisfy all educational customers, teachers / employees or staff can
satisfy both internal and external customers. Educational institutions that implement
TQM make continuous improvements in order to win global competition. The
following are the duties of the officer for TQM:
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a. Provides expertise and guidance in interpreting policies, regulatory and/or

governmental regulations, and internal regulations to assure compliance;
b. Works directly with operating entities to provide process analyses oversight

on a continuing basis to enforce requirements and meet regulations;
c. Leads audit and inspection preparation, resolution of audit and inspection

findings and liaises with auditing groups and inspectors through all stages of
the audits;
d. Prepares reports and/or necessary documentation (ex. Corrective and

Preventative Actions) and provides to applicable stakeholders, both internal
and external;
e. Coordinates legal requests in support of government investigations or

litigations;
f. Ensures the quality assurance programs and policies are maintained and
modified regularly;
g. Facilitates uniform standards for the site and enables best practice sharing,
thereby fostering the achievement of company's mission globally;
h. Management and facilitation of quality documentation system;
i. Work within the top management officers to provide and assist in the
implementation of quality-related continuous improvement opportunities; and,
j. Performs other related duties required.
3.2.8. The General Supply Officer
The general supply officer is responsible to receive and dispatch goods, manage stock
levels and record stock movement. He/she must perform the following duties and
responsibilities:
a. Maintains school inventory of supplies and equipment;
b. Disburses supplies and equipment to BGFC personnel as required;
c. Records the issuance of supplies, materials, and/or equipment to other

employees;
e. Maintains stocks of printed materials, uniform items, and weapons, and

replenishes stocks when necessary;
f. Overseeing the budget for supplies
g. Keeping an accurate inventory of the stock, inspecting and storing supplies,

arranging transportation, and placing orders when supply gets low;
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h. Keep detailed records and prepare reports;
i. Responsible for sourcing suppliers, negotiating contracts, ensuring timely

delivery of goods, maintaining inventory levels, and managing supplier
relationships;
j. Ensure that the organization has the necessary resources to meet its
operational needs efficiently and cost-effectively; and,
k. Performs other related duties required.
3.2.9. The Hardware Maintenance In-charge
Hardware Maintenance in-charge oversees and lead the institution’s computer

services and system maintenance procedures. They manage activities such as tracking
expenses of the hardware materials, inspection of computer services, and report
progress updates to the top management. They also handle specific tasks assigned
such as:
a. Develop computer maintenance procedures and ensure implementation of

computers and internet services;
b. Carry out inspections of the computer or hardware facilities to identify and

resolve issues;
c. Check electrical and hardware systems of every office to ensure

functionality;
d. Plan and oversee all computer repair and installation activities;
e. Monitor equipment inventory and place orders when necessary;
f. Monitor expenses and control the budget for hardware maintenance;
g. Manage relationships with computer system contractors and internet service

providers;
h. Keep maintenance logs and report on daily activities;
i. Ensure health and safety policies are complied with the computer installment
and system; and,
j. Performs other duties as assigned.
3.2.10. The Computer Laboratory In-charge
The computer laboratory in-charge supervises a computer laboratory for specialized

instructional and research applications. He/she provides user, software, and hardware
assistance. He/she has the following duties and responsibilities:
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a. Supervise, train, and coordinate scheduling of lab assistants;
b. Maintain authoritative control of computer labs and building under strict

guidelines set forth by the school;
c. Maintain records or services and laboratory usage;
d. Develops policies and procedures to ensure efficient laboratory operations

and quality service;
e. Recommends plans regarding technical and physical changes to the

laboratory;
f. Ensures at least eight (8) open hours of computer laboratory operations;
g. Maintain supplies for laboratory equipment (e.g., paper, printer, toner, and
photocopier) and maintain working of lab equipment;
h. Assist student and faculty/staff users regarding the use of supported

software applications and hardware;
i. Assist departmental staff regarding office computer use/problems;
j. Coordinates and/or performs software installations, diagnostics, and repairs;
k. Keep current computer technology in order to make informed decisions

regarding improvements in computer lab resources;
l. May include entering and maintaining instructional lab reservations for

academic classes/training; and,
m. Performs other duties as assigned.
3.2.11. The Science Laboratory Custodian
The Science laboratory custodian plays a critical role in maintaining all areas of the
school’s science laboratory clean and free of potential contaminants. The science
laboratory custodian is responsible for daily general cleaning, wet mopping,
vacuuming, window cleaning (interior windows), restroom cleaning, and trash/recycle
removal of the science laboratory. He/she has other general duties and
responsibilities:
a. Supervises the upkeep of the laboratory room, equipment, and apparatuses;
b. Prepares the necessary materials, apparatuses, equipment, and chemicals

needed in the science laboratory;
c. Schedules the use of the laboratory;
d. Updates inventories of all laboratory equipment and apparatuses;
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e. Makes requisitions for reagents, repairs/replacement of laboratory

apparatus;
f. Makes requisitions for materials, chemicals, apparatus, and equipment

recommended by the Science Coordinator/s and Science teachers;
g. Conducts laboratory orientation to students and teachers on the proper use

of all laboratory and its facilities;
h. Assists students and teachers in their laboratory activities;
i. Receives, checks, and cleans apparatuses, equipment or materials after

laboratory period;
j. Assists students in the conduct of scheduled special laboratory experiments;
k. Submits year-end report; and,
l. Perform other related tasks as may be requested by the academic and

administrative management.
3.2.12. The Administrative Assistant and Office Secretary
Administrative assistants and office secretaries are responsible for running and
coordinating the day-to-day administrative duties of the institution. This essential role
provides support to management and/or the office team and college or department
operations. Although an administrative assistant and office secretary have specific
duties depending on the office, he/she is assigned to, he/she has general
responsibilities such as:
a. Answering incoming communications, distributing mail correspondence,

doing general admin duties such as filing, printing or photocopying, data entry
and various ad hoc duties;
b. Perform general clerical duties to include but not limited to: photocopying,
mailing, and filing as well as meet and greeting clients and visitors;
c. Maintain hard copy and electronic filing system of important documents;
d. Set up and coordinate meetings and conferences;
e. Support staff in assigned project-based work;
f. Taking messages and handling correspondence as well as maintaining

diaries and arranging appointments for his/her head of office;
g. Typing, filing, preparing and collating reports;
h. Organizing and servicing meetings (producing agendas and taking minutes);
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i. Managing databases and prioritizing workloads;
j. Follow all the assigned work of his/her head of office; and,
k. Performs other duties as assigned.
3.2.13. The Security Guard
The school security guard inspects and patrols school premises regularly. He/she
monitors school property entrance, authorizes entrance of people and vehicles, and
reports any school suspicious behaviors and happenings. The general duties and
responsibilities of the school’s security guard are the following:
a. Promotes and maintains safety at the college;
b. Prohibits students, faculty and staff from entering the College premises
when not wearing prescribed dress code;
c. Performs many of the public safety functions of law enforcement;
d. Promote lawful behavior and protect the welfare of students, faculty and
staff as a uniformed presence on school campus;
e. Performs foot patrols of a college to monitor behavior, secure buildings and

property, investigate disturbances, maintain order during events and enforce
regulations;
f. Monitor the physical safety of campus building by locking and unlocking

doors, patrolling or monitoring using surveillance systems, and reporting
suspicious behaviors;
g. In emergency situations, campus security responds to the same, provide first

aid, and alert additional police or emergency personnel as appropriate;
h. Write and submit incident reports to the administrator or law enforcement

agencies as appropriate; and,
i. Perform other duties as assigned.
3.2.14. The School Driver
The school driver's responsibilities include ensuring proper vehicle maintenance, and
observing safety and traffic rules. The school driver is responsible for the
transportation of the Board of Trustees, BGFC employees, and students to their
destination in an official school related activity. He/she has the following necessary
responsibilities:
a. Regularly checking that the vehicle is in safety such as tires, brakes, turn
signals, mechanical equipment, etc.;
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b. Monitoring and reporting fuel consumption, mileage, and passenger

numbers, as well as reporting delays, accidents, and emergencies;
d. Responding to emergency and non-emergency situations;
e. Inspecting the vehicle thoroughly before and after each trip;
f. Assisting with the loading and unloading of the bus when required;
g. Enforcing conduct and safety rules on the vehicle;
h. Maintaining a clean vehicle; and,
i. Performs other duties as assigned.
3.2.15. The Utility and Maintenance Aide
The utility and maintenance aide of the school is responsible for ordering and
maintain cleaning supplies and maintenance equipment. He/she must conduct basic
repairs on landscaping and maintenance equipment, and ensuring the safe handling
and storage of volatile cleaning liquids and gasoline at school. The general
descriptions of the duties and responsibilities of the utility and maintenance aide are
the following:
a. Assist in performing preventive maintenance and cleaning of the buildings

in school;
b. Assist in installing and repairing various materials as necessary for the

maintenance and upkeep BGFC property;
c. Assist in keeping school buildings, facilities, and equipment clean and in

other proper working order and running condition;
d. Assist in performing variety of skilled maintenance duties which could

include painting of buildings and minor repairs as necessary, and assist in
doing minor alterations and emergency major repairs;
f. Perform heavy physical labor and uses hand power tools related to work
performed;
g. Follow common school safety practices and procedures;
h. Follow oral and written directions by the academic and administrative top
management; and,
i. Perform other function as directed.
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ARTICLE II
EMPLOYMENT SELECTION & CONDITION
The employment selection, appointment, and condition of faculty members and non-
teaching personnel is undertaken on the basis of standards and procedures established by the
school.
Section 1. General Principles
1.1. The employment selection, appointment, and conditions of faculty members and
non-teaching personnel at Bucas Grande Foundation College (BGFC) are governed by a set
of standards and procedures established by the institution.
1.2. BGFC is committed to providing equal employment opportunities to all qualified

individuals without discrimination on the basis of race, color, religion, gender, national
origin, age, disability, or any other protected status in accordance with applicable laws and
regulations.
1.3. The employment process at BGFC aims to identify and hire individuals who
demonstrate excellence, dedication, and a commitment to the institution's mission and values.
1.4. Applications for teaching and non-teaching positions are made to the school
President. The President shall consider only those applicants meeting the minimum
requirements set by the school for a particular position. All applicant should submit
application letter attaching an official transcript of school record, proof of satisfactory
passage of government licensure examinations, if any, and such additional documents as may
be required by the school for adequate evaluation.
Section 2. Employment Selection
Selection of school employees for appointment shall be anchored on the principles of

merit, competence, fitness and equality. It shall be open to all who are qualified, regardless of
gender, civil status, disability, religion, ethnicity or political affiliation.
2.1. Selection Methods & Procedures for Faculty or Teaching Personnel
The selection of faculty or teaching personnel is a critical process in any educational

institution, as it directly impacts the quality of education provided to students. Below are the
selection methods and procedures for faculty or teaching personnel:
2.1.1. Job Advertisement: The process begins with creating a clear and
detailed job advertisement that outlines the qualifications, responsibilities, and
expectations of the position. This advertisement is then shared through various
channels, such as the institution's website, job portals, and professional
networks.
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2.1.2. Application Screening: The received applications are screened to

shortlist candidates who meet the minimum qualifications and experience
required for the position by the Human Resource and Management Office.
This application screening is crucial to manage the number of applicants
effectively. The shortlisted CVs and cover letters are reviewed to assess the
candidates' educational background, teaching experience, research
achievements, and other relevant skills.
2.1.3. Initial Interview: Selected candidates are invited for initial interviews
by the Human Resource and Management Director, which may be conducted
in-person, over the phone, or via video conferencing.
2.1.4. Teaching Demo or Sample Lecture & Final Interview: Depending on

the position's nature, candidates may be asked to give a teaching
demonstration or a sample lecture to showcase their teaching style,
methodology, and presentation skills. A final interview will be done after the
teaching demo or sample lecture. The observer and interview panel must
consist of the Vice President for Academic and Student Affairs or his/her
representative, the Vice President for Research Development & Extension or
his/her representative, the college dean, department heads, and or senior
faculty members of the respective college for which the candidate is applying.
2.1.5. Reference Checks and Final Selection: The Director of Human

Resource and Management will consolidate the overall rating results of the
teaching demo or sample lecture of the candidates to the Selection Committee.
The Selection Committee must be composed of the three (3) Vice Presidents
of the institutions; the Vice President for Academic and Student Affairs, the
Vice President for Research Development and Extension, and the Vice
President for Administration and finance Services. Before making a final
decision, the Office of the Vice Presidents (OVPs) conducts reference checks
to validate the candidates' credentials, teaching abilities, and professional
conduct, interview performance, teaching demo, and other evaluation
methods. After careful consideration and evaluation, the Vice President for
Academic and Student Affairs selects the most suitable candidate/s for the
position and will make a recommendation to the school President.
2.1.6. President’s Approval: The school president will have the final authority
to approve the appointment of faculty members.
2.1.7. Appointment, Onboarding and Orientation: Once the selection process

is complete, the chosen candidate is extended an appointment certificate
detailing the terms of employment. The new faculty or teaching personnel
undergo an onboarding process and orientation to familiarize them with the
institution's policies, culture, and facilities.
2.2. Selection Methods & Procedures for Non-Teaching Personnel
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The selection methods and procedures for non-teaching personnel are similar to those
used for hiring teaching staff, but it may vary depending on the specific roles and
responsibilities of the non-teaching positions. Here are steps and methods used in the
selection process for non-teaching personnel:
2.2.1. Job Analysis and Advertisement: Before starting the selection process,
the institution should conduct a thorough job analysis to define the roles,
responsibilities, qualifications, and skills required for the non-teaching
positions. The institution advertises the job openings for non-teaching
positions through various channels such as online job portals, the institution's
website, and professional networks.
2.2.2. Application Screening and Interview: After receiving applications, the

Human Resource and Management Office (HRMO) screens them to shortlist
candidates who meet the minimum qualifications and requirements specified
in the job advertisement. Shortlisted candidates are invited for interviews,
which could be conducted by the Director of Human Resource and
Management, or by a panel. The interviews help assess the candidates'
suitability for the role, their communication skills, and their alignment with
the organization's values.
2.2.3. Technical or Practical Assessments: In certain non-teaching roles,

candidates might be asked to undergo technical or practical assessments to
evaluate their abilities to perform specific job-related tasks.
2.2.4. Reference and Background Checks: The HRMO may conduct

reference checks to verify the candidates' work experience, performance, and
character from previous employers or supervisors. To ensure the candidate's
integrity and suitability for the position, background checks, including
criminal record checks, might be performed.
2.2.5. Final Selection: The Director of Human Resource and Management

will submit a report to the Vice President for Administration and Finance
Services of the interviews of the candidates together with their credentials.
Based on the interview performance, assessment results, reference checks, and
background checks, the final candidates are selected for the non-teaching
positions by the Vice President for Administration and Finance Services. After
careful consideration and evaluation, the Vice President for Administration
and Finance Services selects the most suitable candidate/s for the position and
will make a recommendation to the school President.
2.2.6. President’s Approval: The school president will have the final authority
to approve the appointment of non-teaching staff members.
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2.3 Selection Procedures for Administrator
The administrator's selection process is done by the school President endorsing to the
Board of Trustees with the following procedures:
2.3.1. Identification of the Need: The process usually begins when there is a
vacancy or a need for a new administrator (e.g., Principal, Dean, etc.) within
the school. This need can arise due to retirement, resignation, or the creation
of a new administrative position.
2.3.2. Job Description and Qualifications: The school administration, along

with the Board of Trustees, defines the job description and qualifications
required for the position. This involves specifying the roles, responsibilities,
and desired experience and skills of the ideal candidate.
2.3.3. Recruitment and Application: The position is advertised publicly

through various channels, such as the school's website, job boards, educational
associations, etc. Interested candidates submit their applications and relevant
documents (e.g., resume, cover letter, references).
2.3.4. Screening and Interview: The Office of the School President reviews
the received applications and shortlists candidates who meet the minimum
qualifications and requirements outlined in the job description. Shortlisted
candidates are invited for interviews. The interviews can include multiple
rounds, where candidates meet with the school president and or other school
administrators.
2.3.5. Reference Checks: The Office of the School President contacts the
references provided by the final candidates to gain insights into their work
history, performance, and character.
2.3.6. Decision and Endorsement: After completing the interview process and
reference checks, the school president evaluates the candidates and makes a
recommendation to the Board of Trustees. The president's endorsement carries
significant weight in the selection process.
2.3.7. Board of Trustees Approval: The Board of Trustees reviews the

president's recommendation and makes the final decision on hiring the new
administrator. The board considers the president's endorsement, the
candidate's qualifications, and how well they align with the school's vision and
mission.
2.3.8. Offer and Contract: Once the Board of Trustees approves the
candidate, the school president or a designated representative extends a formal
job offer with the terms and conditions of employment. If the candidate
accepts the offer, a contract or memorandum of agreement is signed.
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Section 3. Appointment & Tenure
3.1. Faculty members and non-teaching personnel are appointed in writing by the
President.
3.2. Tenure is the title of permanence to position for the faculty and non-teaching
personnel to hold until retirement, resignation, death, separation for cause, or dropping form
the roll as determined through due process. The initial appointment for faculty members and
non-teaching personnel is Temporary or Probationary for a period not to exceed one year or
two (2) consecutive semesters while a non-teaching staff is for a period not to exceed to six
(6) months. Renewal of appointment is based on Very Satisfactory or better performance
rating.
3.3. In meritorious or exceptional instances, the administrators or the Dean and the
head of office may recommend the waiver of the probationary period for the faculty member
or non-teaching personnel. The services of an employee who has been engaged on a
probationary basis may be terminated for a just cause or when he fails to qualify as a regular
employee in accordance with reasonable standards made known by the employer to the
employee at the time of his/her engagement.
3.4. Every appointment of the faculty member and non-teaching personnel shall be
made by a formal agreement signed by him/her and the school President or his/her
representative, and shall state the position, salary, length of the agreement, and other
conditions of appointment.
3.5. Acceptance through affixing conforme’s signature of the appointment shall

indicate the appointee’s willingness to be found by all the terms of the agreement. By
accepting the position of the school, faculty member and non-teaching personnel assume a
contractual obligation. It his/her duty to live up to his/her contract and should therefore, have
full knowledge of the terms and conditions of his/her employment. He/she is expected to
understand, support and carry out the legitimate policies of the school.
3.6. Permanent or Regular appointment is given to faculty members and non-teaching

personnel who completed the probationary period, had finished their masters or doctorate
degree or the required educational qualification based from the institution and the
Commission on Higher Education (CHED).
3.7. Issuance of permanent appointment shall be made by the school President duly
approved by the Board of Trustees.
Section 4. Personnel Record
It is crucial for the institution to follow the applicable laws and regulations concerning
the collection, storage, and access to employee personnel records to protect the privacy and
rights of their employees. All faculty members and non-teaching personnel are required to
complete their records on file the following:
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4.1. 201 File with personal information, full name, address, contact details, date of
birth, social security number, etc.
4.2. Employment history: Dates of employment, job titles, duties, salary history, etc.
4.3. Performance evaluations: Records of performance appraisals and reviews.
4.4. Educational Attainment, Training and Certifications: A copy of Transcript of

Records (TOR), License Certificate, documentation of training courses and
certifications completed by the employee.
4.5. Leaves and absences: Records of leaves taken by the employee, including sick
leave, vacation days, etc.
4.6. Disciplinary actions: Documentation of any disciplinary actions taken against the
employee.
4.7. Employment contracts: Copies of the employment contract or offer letters.
4.8 Emergency contact information: Details of individuals to be contacted in case of

emergencies.
4.9. Benefit enrollment information: Records related to employee benefit plans,

insurance, and retirement plans.
Any misinterpretation of facts in any of the personal record forms filled out and
signed by the faculty member and non-teaching personnel will be considered sufficient
ground for immediate termination of services, at the discretion of the school authorities. This
misrepresentation is considered especially serious with respect to educational attainment and
qualifications.
Section 5. Employee Compensation
Employee compensation is the total rewards, both financial and non-financial, that an
employee receives from the institution in exchange for their work and services. It includes all
forms of payments, benefits, and incentives given to employees for their efforts and
contributions to the institutions. Employee compensation plays a vital role in attracting,
motivating, and retaining a skilled and engaged workforce, which ultimately contributes to
the overall success and growth of the institution.
5.1. Types of Compensation
5.1.1. Direct Compensation: This includes the monetary rewards that

employees receive directly for their work. It consists of:
a. Base Salary or Wages: The fixed amount paid regularly to an

employee for their job role and responsibilities.
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b. Bonuses: Additional payments given to the employees which

include cash bonuses, Mid-Year Bonus and Year-End Bonus.
c. Allowances: This includes monthly employee allowance, yearly

clothing allowance, housing allowance for administrators, faculty or
staff who are not a resident of Bucas Grande.
D. Honorarium: A payment or compensation made to individuals who

provide services to the institution on a voluntary or irregular basis,
often in recognition of their expertise, contributions, or services
e. Incentives: Special rewards or monetary benefits offered to motivate

and encourage specific achievements or behaviors.
5.1.2. Indirect Compensation: This comprises the non-financial benefits and

perks that employees receive as part of their employment package. It includes:
a. Employee Benefits: This may include health insurance, separation pay,

retirement plans, life insurance, etc.
b. Paid Time Off (PTO): Vacation days, sick leave, holidays, and other types
of leave provided by the institution.
c. Work-Life Balance Initiatives: Flexible work hours, remote work options,

and family-friendly policies.
d. Employee Recognition Programs: Awards, certificates, or public

acknowledgment for outstanding performance.
5.2. School’s Policies and Practices on Salary Payment
5.2.1. Payroll Schedule: The designated payroll schedule outlines the dates
when employees receive their salaries The monthly payroll schedule of the
school is every third week of the month.
5.2.2. Timekeeping and Attendance: Employees are required to maintain

accurate records of their work hours through timekeeping systems or
attendance registers. This information is crucial for calculating salaries.
a. Top administrators, such as the school president, vice presidents,

deans, program heads, and school principal, have a flexible time
schedule and have the flexibility to determine their daily work hours
within certain core hours established by the institutions. The school
required these administrators to be present at work during the core
hours from 9:00 AM to 3:00 PM. They have the freedom to choose
when to start and end their workday, as long as they meet these core
hour requirements. Administrators are allowed to negotiate their work
time schedule through an agreement with the institution as per review
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and approval of the Board of Trustees. This type of arrangement is

referred to as a flexible work schedule or flexi-time agreement.
However, the flexible work arrangements should not compromise the
quality of work or the organization's productivity. Administrators with
such privilege include the school president, school vice presidents,
deans, program heads and school principal.
b. All full-time faculty and non-teaching personnel is required to have

regular workday which is eight (8) hours. The daily work schedule
from Monday to Friday is from 8:00 AM to 5:00 PM, with a one-hour
unpaid lunch break, or a total of eight (8) hours of work per day.
c. Security Guards have an eight (8) hour shift that includes both day
and night work referred to as a "rotating shift" or a "swing shift." In
this type of schedule, security guards work both during the day and
night, alternating between shifts to ensure continuous coverage for a
24/7 security presence.
5.3. Salary Calculation
Once the pay period ends, the Human Resource and Management Office gathers the
timekeeping data and calculates the salaries for each employee based on their hourly
rate, annual salary, or other agreed-upon compensation.
5.4. Deductions and Taxes
The salary calculation process takes into account various deductions, such as taxes,
retirement contributions, health insurance premiums, and other authorized deductions
as applicable.
5.5. Approval and Verification
The salary calculations and deductions are usually reviewed and verified by relevant
authorities, such as top administrators, HRMO personnel, and finance managers.
5.6. Direct Deposit or Paychecks
After verification, the finalized salaries are distributed to employees. This can be done
through direct deposit to the employee's bank account or by issuing physical
paychecks, in some special instances it will be in cash.
5.7. Pay Slips
Along with the salary payment, employees receive pay slips or electronic statements
detailing their earnings, deductions, and other relevant information for that pay
period.
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5.8. Record Keeping
The school maintains records of all salary payments, including pay stubs, for both
compliance and reference purposes.
5.9. Handling Special Cases
The payroll procedure may have specific provisions for handling special cases like
part-time wages, overtime, bonuses, leaves, and other exceptional circumstances.
Section 6. Evaluation and Promotion
Promotion and evaluation are essential tools for managing and developing human
capital within the institution. They contribute to a motivated workforce, improved
performance, and overall organizational success. These processes create a culture of
meritocracy, transparency, and continuous improvement.
6.1. General Guidelines for Promotion and Evaluation
Promoting a faculty member typically involves a systematic evaluation of their

performance, qualifications, and contributions to the institution.
6.1.1. Promotion shall be done only after three (3) evaluation periods and not
more than once a year.
6.1.2. No faculty member or non-teaching personnel shall be promoted unless

he/she obtains a rating of Very Satisfactory or obtained the desired points or
better after three rating periods.
6.1.3. The evaluation of each faculty member is undertaken by the Deans, with
the assistance of the appropriate Program Head of the college per semester.
6.1.4. A separate evaluation of the Deans, and Program Head is undertaken by

the Vice President for Academic.
6.1.5. For the non-teaching personnel, the evaluation shall be taken by the
Vice President for Administration with assistance of human resource and
management personnel at least once a year.
6.1.6. The results of the individual evaluation are submitted and compiled to
the Human Resource and Management Office. The overall results of the
evaluations shall be submitted to the Office of the Vice Presidents fifteen (15)
days after the conduct of evaluation.
6.1.7. The Vice President for Academic will submit an official report of the
overall evaluation result of all college faculty, including the deans and
program heads, to the school President. The Vice President for Administration
will submit an official report of the overall evaluation result of all the non-
teaching personnel, including the heads offices, to the school President. While
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the Vice President for Research and Development must compile the results of
the evaluations for research and institutional development purposes.
6.1.8. Recommendation for promotion of non-teaching personnel will be done

by the Vice President for Administration based upon their years of service,
performance evaluations, skills and competencies, educational qualifications,
and contributions to the institution.
6.1.9. The recommendation for promotion of non-teaching personnel, along

with relevant evaluations and assessments, will be reviewed by school
president. It should be noted that the President reserves the right to review and
where necessary in his/her judgment, revise the recommendations submitted to
him/her for approval.
6.2. Faculty and Non-Teaching Personnel Promotion Processes
6.2.1. Eligibility Criteria: These criteria may include minimum years of

service, academic qualifications, teaching experience, research achievements,
and contributions to the institution or community.
6.2.2. Self-Assessment and Application: The faculty member interested in

promotion must prepare a self-assessment or application package. This
package includes a detailed curriculum vitae (CV), teaching evaluations,
teaching observations by the dean or program head, research publications,
professional development activities, and a statement of teaching philosophy
and research interests.
6.2.3. Peer Review: The promotion process involves a peer review by other
faculty members or an appointed committee by the school President. Peers
will evaluate the candidate's application package and may conduct classroom
observations or research assessments.
6.2.4. Evaluation: The candidate's college dean or an appointed committee

will review the application package and peer evaluations to make an informed
decision on whether to recommend promotion.
6.2.5. Review and Recommendation of the Vice Presidents: The candidate's

application and recommendations from various stages of evaluation and
reviews will be forwarded to the Vice President’s Office. He/she will submit
the final recommendation letter to the school President for the promotion of
the faculty candidate and non-teaching candidate.
6.2.6. Decision and Approval: The final decision on promotion rests with
school President’s decision. If approved, the faculty member will be notified
of their promotion, and the new rank or title will be officially conferred. It
should be noted that the President reserves the right to review and where
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necessary in his/her judgment, revise the recommendations submitted to

him/her for approval.
6.2.7. Communication and Implementation: The promotion decision will be

communicated to the faculty member, and necessary administrative changes
will be made to reflect the new rank or title in official records. After the
promotion, the staff member's performance will continue to be monitored and
evaluated to ensure they are effectively handling their new responsibilities.
The institution will offer feedback to the faculty member on areas for
improvement or ongoing support to ensure continued professional
development.
6.3. Criteria for Promotion
6.3.1. Meeting Eligibility Criteria: The faculty member should meet the
minimum eligibility criteria for promotion as defined by the institution such as
years of service, academic qualifications, teaching experience, research output,
and contributions to the institution or community.
6.3.2. Demonstrated Excellence: The faculty member should have

demonstrated excellence in teaching, research, and service activities. Their
teaching evaluations should show consistent high-quality performance or Very
Satisfactory rating, and their research output should be of a standard that
aligns with the institution's expectations for the promotion.
6.3.3. Research Accomplishments: The faculty member should have a strong

record of publications, involve in faculty research or institutional research,
conference presentations, grants, or other scholarly activities relevant to their
field.
6.3.4. Teaching Innovations: The faculty member should have shown

commitment to continuous improvement in their teaching methodologies,
innovations in the classroom, and positive feedback from students and peers.
6.3.5. Service and Leadership: Contributions to the institution and academic

community through service and leadership roles should be considered. This
could include involvement in committees, academic governance, or
community engagement.
6.3.5. External Recognition: Recognition by external peers, such as awards,

invitations to speak at conferences, or leadership roles in professional
organizations, are also positive indicators for promotion.
Section 7. Termination and Resignation
Termination and resignation are critical events in the employment lifecycle, with
significant impacts on both individuals and the institutions. Handling these processes with
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fairness, professionalism, and adherence to legal requirements is essential to maintain a

positive work environment and protect the rights of both the institution and employees.
7.1. Grounds for Termination of Appointment or Contract
Termination of appointment or contract policies typically include guidelines and

procedures related to the dismissal or termination of employment for faculty and non-
teaching personnel. The various grounds for termination are the following:
7.1.1. Incompetence or poor performance: If an employee consistently fails

to meet the required standards of performance or is deemed incapable of
fulfilling their responsibilities.
7.1.2. Misconduct: This could include violations of the institution's code of

conduct, ethics, or policies, ranging from minor infractions to serious offenses.
7.1.3. Breach of contract: Termination can occur if an employee breaches

their employment contract or any specific terms of employment.
7.1.4. Financial reasons or restructuring: In case there is the need for the
institutions to downsize or restructure, leading to the termination of certain
positions.
7.1.5. Non-renewal of contract: For positions with fixed-term contracts, the

appointment may not be renewed for various reasons.
7.1.6. Health reasons: If an employee's health condition prevents them from

fulfilling their duties, termination may occur.
7.1.7. Retirement or voluntary resignation: In some cases, employees may

choose to retire voluntarily or resign from their positions.
7.2. Termination Process
The termination process involves ending the employment relationship between the
institution and an employee.
7.2.1. Notification: The Human Resource and Management Office must notify
the employee of their termination either in person or in writing. They should
explain the reasons for termination and provide any relevant documentation.
The institution must provide the employee with a one (1) month notice period
or opt for payment in lieu of notice, depending on the circumstances and the
employment contract.
7.2.3. Exit Interview: The school President will conduct an exit interview.
This is an opportunity for the departing employee to share feedback, insights,
and suggestions about their experiences with the company.
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7.3. Employee Resignation
Resignation is entirely voluntary, and the decision to leave the job lies with the
employee. It is considered a personal choice, and employers cannot force an employee
to resign. The institution promotes resigning in good standing which means leaving
the job on positive terms without any outstanding issues or disciplinary actions. In an
event that faculty or non-teaching personnel wishes to resign from BGFC, the
concerned shall do the following processes:
7.3.1. Resignation Letter and Notice Period: The employee must submit the
letter of intent to resign one (1) month before the desired resignation date. The
letter should be addressed to the school president through their college dean or
head of office or department. It should be professional, brief, and include the
intended last day of work. The institution highly discouraged any faculty or
non-teaching personnel to resign in the middle of school month, hence, the
school President shall have the authority to defer the resignation until one
school semester is done.
7.3.2 Exit Interview: The school President will conduct an exit interview. This
is an opportunity for the departing employee to share feedback, insights, and
suggestions about their experiences with the company.
7.4. Clearance and Final Settlement
Before leaving the organization, all employees, whether resigned or

terminated, are required to complete the following clearance process. The institution
will then provide the employee with any final dues, such as salary for the remaining
days, unused paid leave, and other benefits according to the employment contract and
labor laws.
*See Annex A for a sample of Employee Clearance Form
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ARTICLE III
EMPLOYEE LEAVES AND ABSENCES
Section 1. Leaves and Absences in General
1.1. General Policy
Bucas Grande Foundation College (BGFC) emphasizes the importance of regular

attendance and discourages excessive absences among faculty and non-teaching personnel.
This policy is designed to ensure accountability, maintain operational efficiency, and provide
a framework for leaves and absences.
1.2. Absences in Excess of Limits
1.2.1. Any absences that exceed established limits will not be noted in personnel
records and may have consequences in the annual performance review of individual
faculty members.
1.2.2 Payroll Deductions: Excessive absences may result in payroll deductions as per
institutional guidelines.
1.3. Official Business Absences
Faculty members or non-teaching personnel who are absent to attend to official

business for the College will not suffer a reduction in pay and will not be debited for such
approved absence, especially if they are compensated on an hourly rate basis.
1.4. Leave of Absence without Pay
Upon request and with prior approval from the President, a faculty member may be
granted an indefinite leave of absence without pay. If the requested or actual leave of absence
exceeds one school year, the faculty member's resumption of teaching duties will depend on
position availability. In such cases, all other qualifications being equal, the faculty member
will be given preference if a vacancy arises.
1.5. Absence Without Approved Leave (AWOL)
1.5.1 Faculty members or non-teaching personnel who are continuously absent

without approved leave (AWOL) for a period of at least thirty (30) working days will
be subject to separation from the service without prior notice.
1.5.2 Notification of Separation: The separated employee will be informed of their

separation from the service within five (5) days from the effective date. The
notification will be sent to the address appearing in the employee's 201 files or their
last known address.
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1.6. Non-Authorized Absences
1.6.1 For absences less than thirty (30) working days without prior authorization, a
written return-to-work order will be served to the employee's last known address on
record.
1.6.2 Failure to Report: If the employee fails to report to work within the period
specified in the return-to-work order, this will be considered valid grounds for
removal from the employment rolls.
Section 2. Daily Time Record Policy
The primary objectives of the Daily Time Records (DTR) Policy at Bucas Grande Foundation
College (BGFC) are to ensure accurate recording of employee attendance, facilitate efficient
payroll processing, and maintain a transparent system for monitoring work hours.
2.1 DTR Submission
2.1.1 Submission Frequency: Employees are required to check, sign, and submit their
DTR on a monthly basis or by the 18th day of each month.
2.1.2 Submission Deadline: DTRs must be obtained for evaluation and verification by
the 18th day of the month and submitted no later than the 19th day of the month.
2.1.3 Submission Channels: DTR submissions will take place at the Human
Resources and Management Office (HRMO).
2.1.4 Approval Process: DTR entries require approval from the Human Resources and
Management Office.
2.2 Record Accuracy
All BGFC faculty and staff are mandated to register their daily time in and out
through the biometric system from Monday to Friday.
2.2.1 Time Accuracy:
Morning log in schedule: 7:00 am - 8:14 am. (8:01 am – 8:14 am will be mark as
Tardy)
Morning log out schedule: 12:00 pm - 12:45 pm.
Afternoon log in schedule: 12:46 pm - 1:14 pm. (1:01 pm – 1:14 pm will be mark as
Tardy)
Afternoon log out schedule: 5:00 pm - 6:00 pm.
2.2.2 Round-off Rules: Employees logging in after 8:15 am or 1:15 pm will be

considered ABSENT for the respective morning or afternoon period.
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2.3 Overtime and Undertime
2.3.1 Overtime Recording: Employees must register overtime through the biometric
system or logbook from the security guard.
2.3.2 Undertime Reporting: In cases of undertime or unforeseen absence, employees

must inform their supervisor, head of the office, or dean within one hour of their
scheduled shift. A written explanation is required upon return.
2.3.3 Overtime Pay: Overtime will be deducted from undertime before computing
overtime pay.
2.4 Lunch Break
A one-hour lunch break is allocated from 12:00 pm - 1:00 pm.
2.5 Leave and Absences
2.5.1 Leave Application: Employees must seek prior approval for any leave, including
sick or vacation, following the BGFC Leave Policy.
2.5.2 Sick Leave Reporting: All employees must report to HRMO and apply for leave
upon return. Sick leave exceeding 3 days requires a medical certificate.
2.6 Record Retention
2.6.1 Data Storage: DTRs are securely stored electronically or in physical form.
2.6.2 Retention Period: DTRs are retained for a minimum of five years.
2.7 Confidentiality
2.7.1 Access Controls: Access to DTR records will be restricted to authorized

personnel only.
2.7.2 Confidentiality Agreement: All employees must sign a confidentiality

agreement regarding DTR information.
2.8 Communication of Changes
2.8.1 Updates: Any changes to the DTR policy will be communicated to all
employees in advance.
2.8.2 Training: Necessary training will be provided to employees and supervisors

regarding policy changes.
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Section 3. Vacation Leave
3.1 Eligibility
Full-time faculty members and non-teaching personnel at Bucas Grande Foundation

College (BGFC) are entitled to vacation leave with pay.
3.2 Faculty Vacation Leave
3.2.1. Faculty members are eligible for vacation leave during the following periods:
a. Semestral breaks in the first and second terms.
b. Christmas break.
3.2.2. Faculty members cannot apply for vacation leave outside of the specified
periods mentioned in section 2.2.1.
3.3 Non-Teaching Personnel Vacation Leave
3.3.1. Non-teaching personnel have the flexibility to apply for vacation leave on any
day of the month, provided that the request is submitted at least one week before the
intended vacation date.
3.3.2. Non-teaching personnel are granted fifteen (15) days of vacation leave
privileges for one whole academic year. These leave days may be consumed on a
staggered basis, as per the employee's preference and the approval of the immediate
supervisor or HR department.
3.4 Accumulation and Cash Conversion
Vacation leave is cumulative, meaning unused leave days can be carried forward to
subsequent years. However, it is non-convertible to cash, and any unused leave days will not
be compensated in monetary terms upon separation from BGFC.
3.5. Working Days
Days on which no classes are held but are not legal holidays are considered working
days for both faculty and employees unless otherwise indicated in writing by the school
president.
Section 4. Sick Leave
Sick leave is granted to full-time faculty members and non-teaching personnel at

Bucas Grande Foundation College (BGFC) for the purpose of temporarily withdrawing from
their teaching or work assignments due to a documented and certified temporary disability
resulting from actual sickness as determined by a qualified physician.
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4.1. Sick Leave Entitlement
4.1.1 Faculty Sick Leave: Regular full-time faculty members are entitled to five (5)
working days of sick leave for temporary disabilities caused by actual sickness, as
duly certified by a physician, annually.
4.1.2 Non-Teaching Personnel Sick Leave: Non-teaching personnel are granted

fifteen (15) days of sick leave privileges for one academic year.
4.2 Accumulation of Sick Leave
4.2.1 Sick leave may be accumulated up to a maximum of forty-five (45) working

days for illnesses of long duration.
4.2.2 For illnesses requiring hospitalization and prolonged convalescence, sick leave
may be extended to an additional forty-five (45) days. However, in no case shall sick
leave accumulation exceed one hundred twenty (120) working days.
4.2.3 To qualify for cumulative and/or extended sick leave, illnesses should be duly
certified by a physician as requiring continuous abstention from work of any kind and
the need for confinement and hospitalization.
4.3. Medical Certification
4.3.1. Sick leave for two (2) days or less will not require a medical certification,
provided that such absences do not fall on a Monday of any week or on any day
before or after a regular or special holiday.
4.3.2. If the illness extends beyond the second day, the faculty member or non-
teaching personnel must:
a. Notify the College in writing of their illness.
b. Submit a medical certificate not later than the third day.
4.4 Non-Convertibility and Non-Cumulativeness
Sick leave is not convertible to cash if not used and is non-cumulative. Unused sick
leave days from one year will not be carried over to the following year.
Section 5. Special Privilege Leave
5.1. Employees at Bucas Grande Foundation College (BGFC) are subject to a strict
three-day limit for availing of Special Privilege Leave (SPL) or a combination of any leaves
for a maximum of three days in a given year.
5.2. Employees may avail of one Special Privilege Leave (SPL) for three (3)
consecutive days.
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5.3. Special Privilege Leave (SPL) and any combination of leaves used for a
maximum of three days are non-cumulative, which means unused leave days will not be
carried over to the next year.
5.4. These leave privileges are strictly non-convertible to cash, and employees will
not receive monetary compensation for unused leave days.
5.5. The specific reasons for granting special leave can vary widely but may include:
a. Bereavement Leave: This is a common form of special leave granted to

employees to cope with the death of a close family member, such as a spouse,
child, parent, or sibling. The duration and conditions of bereavement leave can
vary depending on company policies or labor laws.
b. Marriage Leave: Some employers offer special leave to employees to allow

them to take time off for their own wedding or for attending the wedding of a
close family member.
c. Emergency Leave: Special leave may be granted in case of emergencies,

such as a sudden illness or accident involving the employee or a family
member.
d. Compassionate Leave: This type of special leave is typically provided to

employees who need to care for a family member who is seriously ill or facing
a crisis.
e. Volunteer or Community Service Leave: Some companies encourage their

employees to engage in volunteer work or community service by granting
them special leave for this purpose.
f. Educational Leave: In some cases, employers may provide special leave to

employees who wish to pursue further education or attend training programs
related to their job.
g. Jury Duty Leave: If an employee is summoned for jury duty, some

employers provide special leave to allow them to fulfill this civic obligation.
h. Military or Reserve Duty Leave: Employees who are members of the

military reserves may be granted special leave to fulfill their military
obligations.
Section 6. Forced Leave
6.1. If a non-teaching personnel has not utilized their leave benefits within one year,
they will be required to take five (5) days of forced leave.
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6.2. The HR personnel will notify the non-teaching personnel in writing of the date(s)
for the forced leave. This notification will provide the employee with sufficient notice to
prepare for the leave.
6.3. Non-teaching personnel are required to file their forced leave request one week
before the intended leave dates.
Section 7. Maternity Leave
7.1 Maternity Leave Entitlement
BGFC adheres to the provisions of the 105-Day Expanded Maternity Leave Law (RA
11210 or EML) to provide maternity leave benefits to eligible female employees. This policy
covers female workers in both the private and public sectors, workers in the informal
economy, voluntary contributors to the Social Security System (SSS), and national athletes.
7.2 Duration of Maternity Leave
7.2.1. For normal delivery, the employee is entitled to 105 days of maternity leave.
7.2.2. For caesarean delivery, the employee is entitled to 120 days of maternity leave.
7.2.3. Maternity leave should be availed of in a continuous and uninterrupted manner,

including Saturdays, Sundays, and holidays.
7.2.4. Maternity leave is counted in calendar days.
7.3 Frequency of Maternity Leave
A woman may apply for maternity leave in every instance of pregnancy, regardless of
frequency.
7.4 Overlapping Maternity Benefit Claims
7.4.1 In cases of overlapping maternity benefit claims, such as one miscarriage or

emergency termination of pregnancy after another, or a live childbirth followed by
miscarriage, the employee shall be granted maternity leave benefits for the two
contingencies in a consecutive manner.
7.4.2 For SSS members, the amount of benefit corresponding to the period where
there is an overlap shall be deducted from the current maternity benefit claim.
7.5. Notification and Documentation Requirements
7.5.1 The employee is required to inform their employer of their pregnancy and
expected date of delivery at least 30 days before the intended date of leave.
7.5.2 The employee should also provide a medical certificate to support their leave
application.
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Section 8. Paternity Leave
Paternity leave benefits are provided to married male employees for the purpose of
enabling them to effectively support their wives during the period of recovery and nursing of
the newly-born child, as defined in Section 3 of Republic Act 8187 (R.A. 8187).
8.1 Eligibility
8.1.1 Paternity leave benefits are extended to regular full-time faculty members and
non-teaching personnel at Bucas Grande Foundation College (BGFC).
8.1.2 Eligibility for paternity leave benefits applies to male employees regardless of
their employment status, including regular or probationary.
8.2. Duration of Paternity Leave
The Department of Labor and Employment (DOLE) has determined, through its
issuances, that paternity leave benefits consist of seven (7) calendar days and are not limited
to working days.
Section 9. Study Leave
BGFC encourages and supports the pursuit of higher education and professional
development through study leave for eligible faculty members. Employees are encouraged to
adhere to the application process and reporting requirements outlined in this policy
9.1 Eligibility for Study Leave
Eligible faculty members at Bucas Grande Foundation College (BGFC) are entitled to
study leave without pay for a period not to exceed two (2) academic years without any loss of
seniority, provided the course is successfully completed.
9.2 Application Process
9.2.1 Applicants for study leave must submit a written request at least 30 days before
the beginning of the school term.
9.2.2 The request for study leave should be recommended for approval by the Dean of
the respective department.
9.3 Duration of Study Leave
9.3.1 A study leave is valid for a period not to exceed one school year, allowing the
faculty member to pursue graduate study on a full-time basis in an acceptable
educational institution.
9.3.2 If the course exceeds two school years, the College may extend the leave to
cover the period necessary for its completion.
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9.4 Reporting Requirements
For every term of study, faculty members or personnel on study leave are required to
provide the College with a copy of their enrollment documents and transcript of grades and
credits obtained.
9.5 Short-Term or Training Study Leave
Faculty members or non-teaching staff may also apply for study leave to attend short-
term courses or training programs, provided that the application is submitted at least 30 days
before the beginning of the course.
ARTICLE IV
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CODE OF CONDUCT
This article establishes the detailed Code of Ethics for both teaching and non-teaching
personnel at Bucas Grande Foundation College (BGFC). The Code of Conduct is designed to
provide a clear framework for expected behavior, professional responsibilities, and ethical
standards for all employees. Violations of this code will result in appropriate sanctions,
depending on the nature and severity of the offense.
Section 1. General Code of Ethics
BGFC is committed to upholding the highest ethical standards and expects all
employees, both teaching and non-teaching, to adhere to these standards. Violations will be
subject to appropriate sanctions as outlined in this Code of Ethics.
1.1 For Teaching Personnel
a. Professionalism
Offense: Professionalism encompasses a range of behaviors and attitudes that

reflect positively on BGFC and the teaching profession. Violations include
engaging in unprofessional conduct, such as inappropriate relationships with
students, colleagues, or stakeholders. This also covers actions that undermine
the institution's reputation, such as spreading false information or engaging in
unethical practices.
b. Academic Integrity
Offense: Academic integrity is fundamental in maintaining the quality and

credibility of BGFC's educational programs. Violations involve acts of
academic dishonesty, such as plagiarism, cheating, or fabricating research or
assessment results.
c. Commitment & Attitude Towards BGFC
Offense: BGFC expects its teaching personnel to be fully committed to the

institution's mission and values. This includes fulfilling job responsibilities
diligently, actively participating in institutional initiatives, and promoting a
positive image of BGFC.
d. Commitment & Attitude Towards Colleagues
Offense: Collaboration and a harmonious work environment are essential for

BGFC's success. Violations in this area involve behaviors that disrupt the
collegial atmosphere, such as harassment, bullying, or uncooperative conduct.
e. Commitment & Attitude Towards Learners
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Offense: BGFC places a high value on the well-being and development of its
students. Violations that harm students' well-being or hinder their learning,
such as discrimination, neglect, or unethical treatment, are taken seriously.
f. Commitment & Attitude Towards Parents & Stakeholders
Offense: BGFC maintains strong relationships with parents and stakeholders.

Teaching personnel are expected to interact with them professionally and
positively. Violations include behaving in a manner that damages the
institution's reputation, trust with parents or stakeholders, or exhibiting
unprofessional conduct in interactions with them.
g. Classroom Management & Work Ethics
Offense: Effective classroom management and ethical teaching practices are

crucial for providing quality education. Violations may include failure to
maintain a conducive learning environment, unethical conduct in teaching, or
breaches of work ethics.
1.2 For Non-teaching Personnel
a. Professionalism
Offense: Non-teaching personnel are also expected to uphold high standards of

professionalism. Violations may include behaviors that reflect negatively on
BGFC or hinder the efficient functioning of the institution or engaging in
unprofessional behavior or actions that undermine the reputation and
functioning of BGFC.
b. Compliance with Institutional Policies
Offense: BGFC's policies and procedures are in place to ensure efficient and
consistent operations. Violating BGFC's policies and procedures is strictly
prohibited.
c. Attendance & Punctuality
Offense: Timely attendance and punctuality are essential for non-teaching

personnel to fulfill their roles effectively. Violations may include habitual
tardiness or unauthorized absences, or poor attendance, which can disrupt
operations.
d. Ethical Conduct
Offense: Ethical conduct is a fundamental expectation for all personnel at

BGFC. Violations encompass actions that go against principles of integrity
and trustworthiness, such as dishonesty or unethical behavior.
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1.3 Sanctions for Offenses in Code of Ethics
1.3.1 Verbal or Written Warning: This is often the first step in addressing a
minor violation of the Code of Ethics. A warning serves as a formal notice to
the individual that their behavior is not in accordance with the established
ethical standards. It is meant to bring awareness to the issue and encourage
corrective action. Verbal warnings may be undocumented, while written
warnings should be documented and kept in the individual's personnel file.
1.3.2 Suspension: Suspension involves temporarily removing an individual

from their duties, without pay, as a response to a significant violation of the
Code of Ethics. The duration of suspension may range from five (5) to fifteen
(15) working days, depending on the severity and circumstances of the
violation. Suspension provides an opportunity for both the individual and the
organization to assess the situation, investigate the matter further if necessary,
and determine a course of action for improvement. The specific duration of
suspension will be determined based on the nature and gravity of the ethical
breach.
1.3.3 Termination: Termination involves the permanent separation of the

individual from their position within the organization. Termination is typically
reserved for severe or repeated violations of the Code of Ethics. This could
include actions that pose a significant threat to the organization, its employees,
or its stakeholders. Termination should follow a fair and documented process.
The individual should be informed of the reasons for termination, and the
organization should ensure that the decision is consistent with its policies and
legal obligations. Termination will follow Philippine labor laws and after due
process, including an opportunity for the employee to explain their actions.
Employees who are terminated will receive their final pay and benefits as
required by law.
1.3.4 Additional Measures
a. Restitution: In some cases, individuals may be required to make restitution

for any harm caused by their actions. This could involve compensating
affected parties or taking specific actions to remedy the consequences of the
violation.
b. Training or Counseling: For less severe violations, organizations may

require individuals to undergo additional training or counseling to address the
underlying issues and prevent future breaches of the Code of Ethics.
Section 2. Prohibited Acts
BGFC has established clear grounds for the termination of faculty and non-teaching
personnel appointments to maintain a professional and ethical work environment.
Additionally, the institution prohibits certain acts to uphold its values and standards.
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2.1. Grave Misconduct
2.1.1. This includes actions such as, but not limited to:
a. Giving grades not based solely on scholastic performance;
b. Failure to maintain the confidentiality of school records;
c. Contracting loans from students or parents;
d. Use of cruel punishment; and,
e. Insubordination.
2.1.2 Sanctions for grave misconduct may range from warnings to termination,
depending on the severity of the misconduct.
2.2. Gross Inefficiency and Incompetence
2. 2.1 This pertains to:
a. Failure to meet the reasonable standard of efficiency and

competence expected by BGFC;
b. Habitual absences and tardiness; and,
c. Willful neglect of employment and assignment.
2.2.2 Sanctions for gross inefficiency and incompetence may include

counseling, performance improvement plans, suspension, or termination.
2.3. Tampering or Falsification of Records
2.3.1. This involves tampering with or falsifying school or student records, including
unreasonably delaying grade submissions.
2.3.2 Sanctions for tampering or falsification of records may include warnings,

suspension, or termination.
2.4. Conviction of Crime or Criminal Act
Any conviction of a crime, attempted crime, or criminal act against the life of a school
official, personnel, or student, or upon the property or interest of the institution is grounds for
termination.
2.5. Being Notoriously Undesirable
Termination may occur if an employee is deemed notoriously undesirable for the

institution.
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2.6. Disgraceful or Immoral Act
Engaging in disgraceful or immoral acts either inside or outside the school campus is
considered grounds for termination.
2.7. Voluntary Request for De-loading of Teaching Units
If a faculty member voluntarily requests to teach fewer units than the required
minimum, it can lead to termination.
2.8. Other Prohibited Acts
Apart from the enumerated grounds for termination above, BGFC strictly prohibits
the following acts as well:
2.8.1. Collection of Monies
Faculty and non-teaching personnel are prohibited from collecting money

from students unless authorized by the College through written instructions.
2.8.2. Sales to Students
Classroom sales of instructional materials are not permitted. Any required

materials must be approved by the Dean.
2.8.3. Tutorial Services
Faculty members cannot provide tutorial services to their students for a fee.
Remedial classes, with conditions including parental consent, no monetary
compensation, and campus-based sessions, may be conducted with prior
approval from the Dean.
2.8.4. Sexual Harassment
BGFC is committed to maintaining a secure and respectful environment free

from sexual harassment and intimidation.
2.8.5. Prohibited Activities While on Campus
Activities like gambling, drinking, soliciting, smoking, and carrying deadly

weapons are strictly forbidden on campus. Circumspect social distance should
be maintained with students.
2.9. Sanctions on these Prohibited Acts
2.9.1 Verbal Warning: A verbal warning serves as an initial formal notice for
minor violations of prohibited acts. It aims to bring awareness to the violation
and encourage corrective action.
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2.9.2 Written Warning: A written warning is issued for more serious or

repeated violations. It formally documents the violation and emphasizes the
need for improvement. Written warnings are typically kept in the individual's
personnel file.
2.9.3 Suspension: Nature: Suspension involves a temporary removal from

duties without pay. The suspension period for Prohibited Acts Violations may
range from five (5) to ten (10) working days, depending on the severity of the
violation. Suspension provides a more serious consequence, allowing time for
reflection and assessment, and signaling the gravity of the violation.
2.9.4 Termination: Termination is considered for severe or repeated

violations of prohibited acts. Termination is typically reserved for actions that
pose a significant threat to the organization, its employees, or its stakeholders.
Termination follows a fair and documented process, ensuring that the decision
is consistent with organizational policies and legal obligations.
2.9.5 Additional Measures
a. Restitution: Individuals may be required to make restitution for any harm

caused by their actions, compensating affected parties, or taking specific
actions to remedy the consequences of the violation.
b. Training or Counseling: For less severe violations, individuals may be

required to undergo additional training or counseling to address the underlying
issues and prevent future breaches of the Code of Ethics.
BGFC expects all employees to adhere to these standards and policies. Violations will
result in appropriate sanctions, with the severity depending on the nature of the misconduct.
This approach ensures a safe, ethical, and professional environment for all members of the
BGFC community.
Section 3. Deportment
BGFC has established a set of guidelines related to deportment and conduct to ensure
a harmonious, professional, and productive work environment.
3.1. Identification Cards
All faculty members and non-teaching personnel are required to wear identification
(ID) cards around their necks at all times while within the school premises. These ID cards
are replaced every three years, ensuring updated identification and security.
3.2. Care of School Property
BGFC emphasizes the importance of maintaining school property in good operational

condition. Employees are expected to:
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a. Exercise diligence in handling and storing school property;
b. Encourage others, including students, to do the same; and,
c. Take responsibility for any damage or loss of school property under their
supervision.
3.3. Dress Requirements
To maintain professional decorum, BGFC has specific dress requirements:
a. Employees are required to wear the office or school uniform from Monday,
Tuesday, Thursday, and Friday.
b. Certain attire is not permitted on college premises and during class

handling, such as T-shirts, sleeveless shirts, skirts above the knee for females,
and shorts for males, slippers, and other inappropriate clothing.
c. Male faculty members are encouraged to wear long-sleeved shirts, with a

polo shirt being the minimum acceptable attire.
3.4. Off-Campus Passes
At BGFC, we take the safety and security of our employees seriously. Leaving the
campus during working hours requires proper authorization and adherence to specific
guidelines to ensure a safe and productive working environment.
3.4.1 Guidelines when requesting and using an Off-Campus Pass:
a. Authorization: Leaving the campus during working hours requires prior

authorization from the Head of office, College Dean, and Human Resource &
Management Office (HRMO). Obtain an Off-Campus Pass before leaving the
campus. Passes can be requested from the HRMO.
b. Pass Request: Fill out the Off-Campus Pass form completely and accurately.
Provide the reason for leaving the school campus, date, time of departure, and
expected time of return.
c. Pass Approval & Issuance: Submit the completed Off-Campus Pass form to your
immediate supervisor or college dean for approval and signature. Once approved and
signed by your supervisor or college dean, submit the form to the Human Resource &
Management Office for final approval. Upon final approval, the HRMO will provide
you with an Off-Campus Pass.
d. Conditions: Surrender the pass to the guard on duty upon departure and return to
the campus. Return to the campus promptly at the specified time of return. If there are
any delays or changes, notify your supervisor immediately. The Off-Campus Pass is
valid only once a week for BGFC employees. In case of emergencies or exceptional
circumstances, please notify the HRMO for special considerations. The Off-Campus
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Pass is valid only for the specified date and time. Unauthorized extensions or
alterations are not allowed.
e. Disciplinary Action: Employees who have an Off-Campus Pass more than six
times in a month may be subject to disciplinary actions. Employees who do not use
the Off-Campus Pass when required may face suspension or termination. Failure to
comply with these guidelines may result in disciplinary action.
f. Return of Pass: Return the Off-Campus Pass to the guard on duty when you come
back to the school premises.
g. Supervisor Responsibility: Supervisors or college deans are responsible for

ensuring that employees under their supervision adhere to these guidelines. They
should review and approve Off-Campus Pass requests based on the validity of the
reason and the employee's work schedule.
3.5 Tardiness
This Tardiness Policy is designed to provide clear guidelines for employees regarding
attendance, punctuality, and the consequences of tardiness, which is considered a form of
gross and habitual neglect of duty.
3.5.1 Scope
This policy applies to all full-time employees of Bucas Grande Foundation College.
3.5.2 Definitions
a. Tardiness: Tardiness is defined as arriving late for work, leaving work before the
authorized time, or taking an excessive number of unauthorized breaks during the
workday.
b. Authorized Absence: Authorized absence refers to instances where an employee

has received prior approval from their supervisor or department head for time off,
such as annual leave, sick leave, or any other approved time off.
3.5.3 Attendance and Punctuality Expectations
a. Regular attendance and punctuality are essential for the efficient operation of
BGFC. Employees are expected to report to work on time and adhere to their
designated work schedule. All full-time faculty and non-teaching personnel are
required to maintain a regular workday of eight (8) hours. The daily work schedule
from Monday to Friday is from 8:00 AM to 5:00 PM, with a one-hour unpaid lunch
break, totaling eight (8) hours of work per day.
b. In the event of unforeseen circumstances such as illness or emergency situations,

employees should promptly notify their immediate supervisor or office head if they
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anticipate being late or absent from work. BGFC strictly prohibits unauthorized
absenteeism and tardiness, and violations will result in disciplinary action as outlined
in this policy.
3.5.4 Recording of Attendance
BGFC employs a biometric system to accurately record employee attendance and

punctuality. Additionally, there is a timekeeping system in place where Human
Resources and Management (HRM) personnel, or an assigned staff member, will
monitor employee attendance during working hours. It is the responsibility of
employees to diligently record their daily hours worked and any approved leaves.
3.5.5 Consequences of Tardiness
a. First Offense - Verbal Warning: Upon the first instance of tardiness, the employee
will receive a verbal warning from their immediate supervisor. During this
conversation, the supervisor will stress the importance of punctuality and document
the discussion.
b. Second Offense - Written Warning: If an employee continues to exhibit tardiness

within a six-month period following the verbal warning, they will receive a written
warning from the HRM office. The written warning will detail previous tardiness
incidents and emphasize the need for immediate improvement.
c. Third Offense - Suspension: A third instance of continuous tardiness within a six-

month period will lead to a suspension without pay. The duration of the suspension
will be determined by the top administrators of BGFC, taking into account the
severity and frequency of the tardiness.
d. Fourth Offense – Termination: A fourth instance of continuous and excessive

tardiness within a six-month period may result in the termination of employment.
Such decisions will be made in accordance with BGFC's progressive discipline policy
and in full compliance with Philippine labor laws.
3.6. Undertime & Absence Without Official Leave (AWOL)
This policy regulates employee attendance, manages undertime, and addresses

absence without official leave (AWOL) situations while ensuring compliance with Philippine
labor laws and regulations. Bucas Grande Foundation College (BGFC) recognizes the
importance of maintaining efficient operations and adhering to legal obligations in managing
employee attendance.
3.6.1 Scope
This policy applies to all full-time employees of BGFC, including faculty members
and non-teaching personnel.
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3.6.2 Definitions
a. Undertime: Occurs when an employee reports for work later than the scheduled
time or leaves work earlier than the scheduled time without proper authorization.
b. Absence Without Official Leave (AWOL): An employee is absent from work

without prior approval or a valid reason.
3.6.3 Authorization for Leave
Employees must request and obtain prior approval for any leave of absence, including
sick, vacation, or any other type of leave as defined in the BGFC Leave Policy. The
top administrators of this institution are responsible for approving or denying leave
requests.
3.6.4 Reporting Procedures
In cases of undertime or absence due to unforeseen circumstances, employees must

notify their immediate supervisor, head of the office, or dean of the college as soon as
possible, but no later than one (1) hour after their scheduled shift starts. If an
employee cannot report to work for any reason, they should provide a written
explanation upon their return.
3.6.5 Reporting Violations
Employees aware of any violations of this policy should report them to their
immediate head of office, dean or program head, or the Human Resources &
Management (HRM) office.
3.6.6 Authorized Undertime
a. Undertime may be authorized for legitimate reasons, such as medical appointments,

family emergencies, or other situations that warrant special consideration.
b. To request authorized undertime, employees must submit a formal request to their

college dean or office head at least forty-eight (48) hours in advance, unless it is an
emergency.
c. College deans, heads of offices, and the HRM office will evaluate and approve or
deny undertime requests based on the institution's operational needs and the validity
of the request.
3.6.7 Penalties for Unauthorized Undertime and AWOL
a. Continuous AWOL: Faculty members or non-teaching personnel who are

continuously absent without approved leave (AWOL) for at least thirty (30)
working days will be subject to separation from the service without prior notice.
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The separated employee will be informed of their separation from the service
within five (5) days from the effective date. The notification will be sent to the
address in the employee's 201 files or their last known address.
b. Frequent AWOL: Employees who are frequently absent without official leave
(AWOL) without prior approval may face disciplinary action, including but not
limited to written warnings, suspension, or termination, depending on the severity
and frequency of the AWOL incidents.
c. Unauthorized Undertime: Unauthorized undertime will also be subject to

disciplinary measures, including written warnings and other appropriate actions
based on the circumstances.
3.6.8 Consequences for Violations of the Undertime and AWOL Policy
a. Verbal Warning: The first instance of unauthorized undertime or continuous

absences without formal leave may result in a verbal warning issued by the HRM
office. During this warning, the employee will be reminded of the policy's importance
and the need for adherence.
b. Written Warning: A second violation will lead to a written warning. This formal
document will outline the offense, the consequences of further violations, and the
need for improved attendance. A second written warning will be sent to the employee
if violations of this policy occur again. A copy of these warnings will be placed in the
employee's personnel file.
c. Suspension: If an employee continues to commit unauthorized undertime or

AWOL after the second written warning, a suspension may be imposed. The length of
the suspension will depend on the circumstances, but it is typically one to five
working days. During the suspension, the employee will not receive pay nor be
allowed to enter the workplace.
d. Termination: Persistent violations or egregious violations of the policy may result

in termination of employment. Termination will follow Philippine labor laws and after
due process, including an opportunity for the employee to explain their actions.
Employees who are terminated will receive their final pay and benefits as required by
law.
e. Loss of Leave Privileges: In some cases, employees who repeatedly violate the
policy may lose the privilege to request leave or may have leave requests scrutinized
more closely.
3.6.9 Documentation and Records
BGFC will maintain accurate records of employee attendance, including leave

requests, approvals, and any instances of unauthorized undertime or AWOL. These
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records will be used to monitor and manage employee attendance, as well as for
compliance with labor laws and regulations.
3.7. Calling Off of Classes/Work
When classes or work are canceled outside of officially scheduled holidays or non-
working days, the following guidelines apply:
3.7.1."No classes" means students have no classes, but faculty and staff must report to
work.
3.7.2. "No work" means both students and staff have no classes or work.
3.7.3. Institutional activities replacing regular classes require faculty and staff
attendance, unless otherwise announced.
3.7.4. Employees must report for work if the national government cancels classes,
unless stated otherwise.
Section 4. Grievance Policy
The purpose of the grievance procedure is to outline the steps and guidelines for
employees of Bucas Grande Foundation College to follow when they have workplace
concerns, disputes, or grievances that require formal attention. The procedure is in place to
ensure that these concerns are addressed in a manner that is fair, efficient, and confidential. It
covers all full-time employees of BGFC.
4.1 Principles
The principles underlying this grievance procedure include:
4.1.1 Promoting a Harmonious Work Environment: BGFC is committed to fostering a

workplace culture where employees can collaborate and work together effectively.
4.1.2 Open Communication: Employees are encouraged to communicate openly with

their supervisors and colleagues to resolve issues at an early stage.
4.1.3 Fairness: The procedure aims to treat all employees impartially and equitably,
ensuring that everyone has an equal opportunity to address their concerns.
4.2 Scope of Grievance Mechanism
This grievance mechanism applies to the following:
4.2.1 Unsatisfactory Working Conditions: Concerns related to the physical or

environmental conditions in the workplace.
4.2.2 Improper, Tedious, or Laborious Work Assignments: Grievances related to the

nature of work tasks and assignments.
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4.2.3 Faulty Tools or Equipment: Complaints regarding tools, equipment, or resources

necessary for job tasks
4.2.4 Unsatisfactory Personnel and/or Work Procedures: Issues related to colleagues'

conduct or inefficient work processes.
4.2.5 Improper Placements: Grievances concerning employee job placements.
4.2.6 Arbitrary Exercise of Discretion: Concerns about decisions made without proper
justification.
4.2.7 Inter-Personal Relations: Disputes involving relationships among colleagues.
4.2.8 Policies, Practices, and Procedures: Grievances arising from BGFC's policies
and procedures affecting employees.
4.2.9 Any and All Matters Giving Rise to Employee Dissatisfaction: Broadly
encompassing issues that lead to employee dissatisfaction.
4.3 Grievance Procedures
4.3.1 Informal Resolution: Before initiating a formal grievance, employees are

encouraged to attempt an informal resolution. This means they should try to address
their concerns by discussing them with their immediate supervisor or department
head. Informal resolutions can often lead to a quick and amicable solution without the
need for a formal process.
4.3.2 Formal Grievance Procedure:
a. Filing a Grievance: If the issue remains unresolved through informal means

or if the employee believes their concern has not been adequately addressed,
they can initiate the formal grievance process.
To do this, they must prepare a written grievance and submit it to the Human
Resources and Management (HRM) office within ten (10) business days from
the date of the incident or concern.
The written grievance should include details such as the nature of the
grievance, a brief description of the incident, and the desired outcome or
resolution.
The HRM office will acknowledge receipt of the grievance within five (5)
business days.
b. Investigation and Resolution: The HRM office will conduct a thorough and
impartial investigation of the grievance. This investigation may involve
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interviewing relevant parties, reviewing documentation, and collecting

evidence.
The HRM office will submit the collected documentations and evidence to the
Grievance Committee, which is composed of the following:
Chairman: School President
Committee Members:
 School's Vice-Presidents (3)
 Two (2) deans or Heads of offices chosen by the chairman according to

concerned cases
In case the complaint concerns any of the members of the committee, the
Chairman will choose another head of office.
The Grievance Committee should strive to resolve the grievance within thirty
(30) business days from the date of receiving it. If more time is required, the
employee will be informed of the delay and the expected resolution date.
c. Decision and Appeal: Once the investigation is complete, the HRM office
will communicate its findings and decisions from the Grievance Committee to
the employee in writing.
If the employee is dissatisfied with the outcome, they have the option to
appeal the decision within ten (10) business days of receiving the HRM
decision. The appeal should be submitted in writing to the school President.
4.5 Confidentiality
Confidentiality is a crucial aspect of the grievance procedure. It means that all

information related to the grievance will be handled discreetly and shared only with
those directly involved in the process. This helps protect the privacy of the individuals
involved and ensures that sensitive information is not disclosed unnecessarily.
4.6 Non-Retaliation
BGFC is committed to preventing any form of retaliation against employees who use
the grievance procedure in good faith. This means that employees should not face
adverse consequences or treatment for filing a grievance or participating in the
grievance process. Retaliation against an employee for raising a concern will be
considered a separate violation of BGFC policy and will result in disciplinary action
against those responsible.
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4.7 Review and Update
The grievance procedure is not static; it will be periodically reviewed and updated as
needed to ensure that it remains effective and aligns with any changes in laws,
regulations, or the school's policies. This commitment to review and update ensures
that the procedure continues to serve its intended purpose effectively over time.
4.8 Responsibilities of Personnel Officer/Records Keeper of The Recognized

Grievance Committee
The meticulous record-keeping of complaints and grievances is a pivotal aspect of an

effective grievance procedure, ensuring transparency, accountability, and compliance
with regulatory requirements. All records concerning employee complaints and
grievances will be diligently maintained to facilitate this. The primary custodians of
these records will include the administrative assistant or Secretary of the Office of the
School President and the Human Resources and Management office. These
individuals will be responsible for cataloging, safeguarding, and organizing all
documentation related to grievances, thereby creating an easily accessible repository
for reference and audit purposes.
4.9 Definition of Terms
Complaint: An employee's expressed (written or spoken) feelings of dissatisfaction

with some aspects of their working conditions, relationships, or status that are outside
their control.
Grievance Committee: A body referred to as the "Committee," equally composed of

representatives from every department and/or party, the main function of which is the
settlement and resolution of grievances.
Grievance: A written complaint regarding problems arising from physical working

conditions, placement of employees, work distribution, performance appraisal,
arbitrary actions, lay-offs and transfers, selection and promotion, and other matters
that give rise to employee dissatisfaction, in the employee's opinion, have been
ignored, overridden, or dropped without due consideration.
Grievance Procedure: The method of determining and finding the best way to
remedy the specific cause or causes of the complaint or grievance.
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ARTICLE V
INSTRUCTIONAL PROCEDURES
Section 1. Teaching Assignment and Working Hours
1.1. Teaching Assignment
Teaching assignment refers to the time spent instructing students in classrooms, often
referred to as "contract hours." This assignment is communicated in writing by the Dean to
each faculty member for the school term. It includes details such as class hours, subjects to be
taught, and other relevant information. The duplicate assignment is returned to the Dean,
ensuring a documented record of the faculty member's responsibilities.
1.2. Room Assignments
Room assignments, on the other hand, are usually posted on campus bulletin boards
or obtained from the Dean before the start of classes. These assignments specify the location
of classes, helping faculty members and students know where to go for their lessons.
1.3. Working Hours
Working hours refer to the daily amount of time that a faculty member is expected to
be present at the school. It's important to note that these working hours should not exceed
eight hours per working day, ensuring a reasonable work-life balance.
Section 2. Teaching Loads
Teaching loads refer to the number of courses or classes assigned to a faculty member
within a given school term or academic year. Here's an elaboration on teaching loads:
2.1. Teaching Load Distribution & Allocation
The distribution of teaching loads can vary depending on the faculty member’s
contract, academic rank, and departmental needs while teaching load allocation is a critical
aspect of faculty management and workload distribution in an academic institution.
2.1.1. Teaching Load Policy
a. Regular Teaching Load for Full-Time Faculty (24 units): Full-time

faculty members are typically expected to carry a regular teaching load of
twenty-four (24) units during a semester of every school term or academic
year. This load allocation allows them to engage with a substantial number of
courses while also providing sufficient time for other academic
responsibilities, including research, committee work, and academic advising.
Full-time faculty are only allowed to have six (6) units of extra load or part-
time subject load per semester.
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b. Faculty with Special Designations (Varies, up to 12 units): Faculty

members with special designations, such as school directors and coordinators,
may have varying teaching loads based on the weight of their designated roles.
These individuals may be allocated a regular teaching load of up to twelve
(12) units only, depending on the nature and demands of their specific roles.
This flexibility allows the institution to balance administrative and
instructional responsibilities. They are also only allowed to have six (6) units
of extra load or part-time subject load per semester.
c. College Deans, Program Heads, and Senior High School Principal (6

units and 9 units respectively): College deans, program heads, and senior high
school principals often have significant administrative responsibilities in
addition to their teaching duties. Therefore, the deans and school principal are
allocated a reduced teaching load of six (units) 6 units, while the program
heads must have a teaching load of nine (9) units. This lighter load recognizes
the demands of their leadership roles while still allowing them to remain
engaged in classroom instruction. The deans, program heads, and school
principal are also only allowed to have six (6) units of extra load or part-time
subject load per semester.
d. Maximum Allowed Teaching Load for Part-Time: Part-time faculty

members are typically hired on a contractual basis and may not have the same
level of institutional engagement as full-time faculty. Therefore, they are
typically allowed a maximum teaching load of twelve (12) units each
semester. This limit ensures that part-time instructors can effectively manage
their commitments to the institution while providing quality instruction to their
students. Full-time staff member of the institution who are hired to be part-
time instructors are allowed to have a maximum of six (6) units of teaching
load only per semester.
2.1.2. Load Management and Equitability: Load management is a delicate

process that requires consideration of faculty members' capabilities, expertise,
and professional responsibilities. Department heads or academic
administrators play a crucial role in assessing faculty members' qualifications
and assigning appropriate teaching loads. Equitability in load distribution
ensures that each faculty member's workload aligns with their strengths and
institutional needs.
2.1.3. Balancing Academic and Administrative Responsibilities: For

academic leaders like program deans and heads, finding the right balance
between administrative duties and teaching commitments is essential. A
reduced teaching load acknowledges their administrative roles while still
keeping them connected to classroom instruction.
2.1.4. Flexibility in Load Allocation: The flexibility to adjust teaching loads

based on specific roles and responsibilities allows academic institutions to
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adapt to changing needs and priorities. It supports faculty members in

fulfilling their varied roles within the institution effectively.
2.2. Course Preparation
Faculty members are responsible for adequately preparing for each course they teach.
This includes developing course materials, syllabi, lesson plans, and assessments. Course
preparation time should be factored into their workload.
2.3. Office Hours
In addition to teaching hours, faculty members are required to hold regular office
hours. These hours are set aside for student consultations, academic advising, and addressing
student concerns.
Section 3. Classroom Management
3.1 Certificate of Registration and Examination Permits
At the beginning of the semester, faculty members should check students' Certificate
of Registration (COR) to ensure they are enrolled in the class. Students who fail to present
their COR should not be admitted to the class. Additionally, during major examinations,
faculty members should verify students' examination permits, and those without permits
should not be allowed to take the exam.
3.2. Medium of Instruction
The medium of instruction in all classes is English, except for Filipino classes.
Faculty members are expected to fluently communicate in English. The college encourages
maintaining conversations in English in front of students, promoting English language
proficiency.
3.3. Classroom Discipline
Faculty members are responsible for maintaining discipline in the classroom. A well-
disciplined class reflects positively on the faculty member's ability, character, and
personality. Faculty members have the authority to discipline students for infractions within
the classroom, such as sending them out and refusing further attendance until they present a
readmission slip from the Director of the Office of Student Affair Services (OSAS). Corporal
punishment is prohibited, and deductions in scholastic ratings should not be made for non-
academic infractions.
3.4. Substitute Instructors
The use of substitute instructors is discouraged except in urgent and unavoidable

situations. Substitutes should be academically qualified to handle the subject. Faculty
members should notify the Dean of the circumstances requiring substitution and obtain prior
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approval. Using substitutes during final examinations is generally not allowed, unless it's an
urgent and unavoidable situation.
Section 4. Grading System
The school follows the grading system outlined in the Students' Handbook. This
ensures consistency and transparency in evaluating student performance. Faculty members
should adhere to the specified grading criteria and scale provided in the handbook.
4.1. Deadlines for Grade Report
Grades must be encoded promptly, not later than seven (7) days after the last day of
scheduled examinations. Finalized grading sheets should be submitted to the office of the
Dean and College Registrar within this timeframe. Timely reporting of grades is crucial for
administrative and student record-keeping purposes.
Section 5. Field Trips & Outdoor Activities
5.1. Faculty members have the opportunity to plan field trips for students, enhancing
their learning experiences through real-world exposure. These trips should be carefully
correlated with the subject matter of the course, ensuring educational value.
5.2. Before finalizing any official field trip, faculty members must obtain written
permission from the Dean or school principal. Additionally, the Dean or school principal may
require written consent or waivers from parents or guardians of students participating in the
trip. These precautions help ensure the safety and well-being of students during off-campus
activities.
ARTICLE VI
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FACULTY DEVELOPMENT & EMPLOYMENT BENEFITS
Section 1. Professional Development
1.1. In-Service Training
The institution recognizes the importance of continuous professional development for

faculty members. In-service training programs initiated by the institution provide faculty
members with opportunities to enhance their pedagogical techniques and stay updated on the
latest developments in their respective disciplines. These training sessions are designed to
improve teaching effectiveness and student engagement. Importantly, the institution covers
all expenses related to these seminars, underlining its commitment to faculty growth.
1.2. External Conferences and Seminars
The institution acknowledges the value of external conferences, conventions, and

seminars organized by outside organizations. Depending on the relevance to the faculty
member's subject matter and discipline, the institution may choose to sponsor the
participation of selected faculty members in such events. This support encourages faculty
members to engage with the broader academic community and stay informed about the latest
trends and best practices. Faculty members who attend these events are encouraged to share
their insights and findings with their colleagues through written reports, which can be
distributed to benefit others.
1.3. Graduate Studies
BGFC recognizes that some faculty members may wish to pursue graduate studies
simultaneously while teaching at the institution. To facilitate this, the school collaborates
with faculty members to arrange teaching schedules that accommodate their graduate work.
This flexibility allows faculty members to further their education and expertise, ultimately
enhancing their teaching and research capabilities. The school is also offering scholarship and
subsidies for the faculty members on their graduate studies.
1.4. Industry Immersion
Encouraging faculty members to immerse themselves in industry environments

related to their field of specialization is a forward-thinking approach. Industry immersion
provides faculty members with practical insights and real-world experience that can enrich
their teaching and research. The knowledge gained from industry immersion can be directly
applied to classroom instruction, benefiting students by bridging the gap between theory and
practice.
1.5. Research Endeavors
Faculty members at BGFC are encouraged to engage in research aligned with their
areas of specialization. The institution provides guidelines and incentives for faculty
undertaking research, details of which can be found in the Research Manual. Supporting
research activities demonstrates the institution's commitment to academic excellence and the
Page 94 of 103
generation of knowledge. Faculty research contributes not only to their professional growth
but also to the institution's academic reputation.
Section 2. Personal Development
2.1. Capability Building
Beyond professional development, the institution recognizes the importance of

personal development. Capability-building programs and training initiatives are initiated by
the College to help faculty members enhance their personal skills and competencies. These
programs may cover areas such as leadership, communication, time management, and
interpersonal skills. Personal development opportunities empower faculty members to excel
not only in their roles as educators but also as well-rounded individuals.
Section 3. Employee Benefits
In addition to professional development and personal growth opportunities, BGFC is

committed to providing various benefits to its employees, which are essential for their well-
being and job satisfaction.
3. 1. Medical and Dental Care
3.1.1. Medical Services: The College offers comprehensive medical care to

its faculty members. This includes regular consultations and physical check-
ups conducted by the school Nurse and visiting Physicians. Faculty members
have access to medical services within the College premises. Additionally,
essential medicines are made available through the medical services to address
common health needs.
3.1.2. Dental Services: Dental care is an integral part of faculty well-being,

and BGFC provides access to dental services. Faculty members can avail
themselves of dental check-ups and treatments by qualified dentists. This
benefit ensures that faculty members maintain good oral health.
3.2. Tuition & Miscellaneous Fee Privileges
3.2.1. 50% Tuition Fee Reduction: BGFC extends a 50% reduction in tuition
fees to the children of regular and full-time faculty members and non-teaching
staff who are enrolled as students at the College. This discount is applicable
for a maximum of four children enrolled in any single school year. It reflects
the institution's commitment to supporting the educational pursuits of BGFC
employees’ families.
3.2.2. 50% Miscellaneous Expense Deduction: In an additional benefit,

faculty members or non-teaching personnel who enroll in BGFC programs
while working can enjoy a 50% deduction on their miscellaneous expenses.
This benefit makes pursuing further education or professional development
more accessible to the College's own staff.
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3. 3. Group Insurance
BGFC values the well-being and security of its faculty members. As such, the school
provides group insurance coverage to all regular full-time faculty and staff members
annually. Group insurance offers financial protection in case of unforeseen medical expenses
or emergencies, offering peace of mind to BGFC employees.
3.4. Financial Assistance
The College recognizes that unforeseen financial needs may arise for BGFC
employees. While discouraging loans and advances against future salaries, BGFC has
arranged for provident loans with a 1% monthly interest rate payable over six months.
Additionally, faculty and staff can explore various forms of financial accommodations,
including salary loans through institutions such as the Social Security System (SSS), PAG-
IBIG, local lending cooperatives, or banks. These options provide the employees with
flexibility in managing their finances.
3.5. Separation Fee and Retirement Benefits
BGFC acknowledges the importance of financial security in retirement. Faculty

members who meet the qualifications and reach the age of 60 are entitled to retirement
benefits in accordance with Republic Act 7641, which governs retirement benefits in the
private sector. Additionally, faculty members who choose to resign may receive a separation
fee, provided they have rendered a minimum of five (5) years of service. Detailed guidelines
and procedures regarding separation and retirement can be found in the Human Resource
Manual.
Section 4. Miscellaneous
4.1 Library Services
The BGFC Library is a valuable resource for faculty members. Faculty can borrow
books for reference and research purposes and utilize the library as a quiet workspace. While
the library does not supply instructor's copies of assigned texts, faculty members are
encouraged to arrange for their own copies. It's important to note that faculty members must
obtain clearance slips from the library after each semester and in case of termination of
employment.
4.2 Multi-media and Reproductive Services
BGFC offers multimedia and reproductive services to faculty members. These

services include printing from computer files, photocopying, and risograph means. Faculty
members can take advantage of these facilities for various teaching and administrative needs.
Additionally, faculty members can use multimedia facilities upon arrangement with the
responsible personnel. These services support faculty members in their instructional and
administrative responsibilities.
Page 96 of 103
ANNEX A
Employee Clearance Form
Employee Information:
Page 97 of 103
Name: _______________________________ Employee ID Number: ______________
College/Department: ____________________ Last Working Day: _________________
Instructions:
Before leaving the institution, all employees, whether resigned or terminated, are required to
complete the following clearance process. This ensures a smooth transition and the return of
any school property.
Step 1: Return of School Property
Return all school-issued equipment, including laptops, mobile phones, access cards,
keys, etc.
Return any school-owned documents, files, or materials in your possession.
Checked by: ___________________________ Date: ___________________

(General Supply Officer)
Step 2: Handover of Responsibilities

Complete the necessary handover of duties and responsibilities to the designated
employee or supervisor.
Ensure all pending tasks are appropriately assigned or completed.
Checked by: ___________________________ Date: ___________________

(College Dean/Principal/Office Head)
Step 3: Settlement of Dues

Ensure that all outstanding dues, reimbursements, and claims are settled with the
finance department.
Collect the final paycheck, including any unused paid leave (if applicable).
Clear from all school financial obligations (provident loans, cash advances,
submission of accounting documents, etc.,).
Checked by: ___________________________ Date: ___________________

(Disbursement Officer)
Step 4: Library and Equipment Clearance
Return all library books and materials borrowed during your employment.
Clear any outstanding obligations related to company equipment and facilities used
during your tenure.
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Checked by: ___________________________ Date: ___________________

(Library Officer)
Step 5: Exit Interview

Schedule an exit interview with the Human Resources department to provide
feedback and insights about your experience with the organization.
Checked by: ___________________________ Date: ___________________

(HRMO)
Step 6: Final Clearance Sign-off
I, __________________________________________, hereby confirm that I have completed

all the steps mentioned above and have returned all school property and materials. I
understand that failure to comply with the clearance process may delay the processing of my
final dues or other imposed sanction of the institution.
Employee Signature: _______________________ Date: ________________
VP for Administration’s Signature: _____________________ Date: ________________
Approved by:
WARLITO L. NOGUERRA
School President
ANNEX B
Request for Undertime Form
Employee Information
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Name: Date of Request:
Employee ID: College/Office Department:
Position: Contact Information:
Request Detail
Date(s) of Requested Undertime: _________________________________
Reason(s) for Request:
________________________________________________________________________
College Dean/Office Head’s Approval
Approval Status: [ ] Approved [ ] Denied
Comments (if any): _______________________________________________________
________________________________________________________________________
College Dean/Office Head’s Name: __________________________________________
Position: _______________________________________
Signature: ________________________________________ Date: _________________
Acknowledgment and Agreement
I, the undersigned, understand and agree that:
The request for undertime is subject to approval by my supervisor and, if applicable,

HR/Payroll. I will ensure that my responsibilities and work commitments are properly
managed during my undertime. I will inform colleagues or team members who may be
affected by my undertime. I will return to my regular work schedule after the approved
undertime period. Failure to comply with the terms and conditions of this approval may
result in disciplinary action.
Employee’s Signature Over Printed Name: Human Resources & Management Personnel’s
Signature Over Printed Name:
Date: Date:
ANNEX C
OFF-CAMPUS PASS FORM

Employee’s Name: Date Requested
College/Office Department: Time of Departure:
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Position: Time of Return:
Reason/s for leaving:
I, _________________________________________, have received approval to leave the

school premises during working hours for the aforementioned reason, as indicated on the
attached Off-Campus Form. I understand that leaving the premises requires authorization,
and I hereby seek approval for this absence.
I agree to adhere to the following conditions:
 1. I will obtain an Off-Campus Pass and surrender it to the guard on duty upon
departure and return.
 2. I will return to the school premises promptly at the specified time of return.
 3. I will notify my supervisor or college dean in case of any delays or changes to my
return time.
 4. I understand that failure to comply with these conditions may result in disciplinary
action.
[Employee's Signature]:____________________________ Date: _____________________
Approval: Approval:
Supervisor/Dean's Personnel’s Signature Over HRMO Personnel’s Signature Over Printed Name:
Printed Name:
___________________________________
_____________________________
Date: ___________________
Date: ___________________
Off-Campus Pass
For Office Use Only:
Pass Issued To: _____________________
Pass Issued By: _____________________ Date/Time of Issue: ________________
Pass Number: ___________________
Guard on Duty: Guard on Duty:

Guard's Name: Guard's Name:
_______________________________ _______________________________
Date/Time of Departure: Date/Time of Return:
______________________ _______________________
Guard's Signature: Guard's Signature:
____________________________
____________________________
ANNEX D
BGFC Employee Grievance Form
Employee Information
Page 101 of 103

Employee Name:
Employee ID: Date of Submission:
Department: Position:
Head of Office/Dean of College: Contact Information:
Grievance Details
Nature of Grievance:
[Briefly describe the nature of your grievance, e.g., working conditions, assignments,
interpersonal issues, etc.]
Description of Incident:
[Provide a detailed description of the incident or issue that led to this grievance. Include
dates, times, locations, and names of individuals involved. Attach additional sheets if
necessary.]
Previous Actions Taken:
Informal Resolution: [Describe any attempts you made to resolve the issue informally,
including discussions with your immediate supervisor or department head. If none,
please specify.]
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Date(s) of Informal Resolution: [Provide the date(s) of any informal discussions, if

applicable.]
Witnesses:
Names of Witnesses (if any): [List the names of any witnesses who can support your
grievance. Include their contact information if available.]
Acknowledgment:
I, ____________________________________, hereby acknowledge that the information

provided in this Grievance Form is accurate and complete to the best of my knowledge. I
understand that this grievance will be subject to the BGFC Employee Grievance
Procedure, and I agree to cooperate with any investigations or processes related to this
grievance.
Employee's Signature: ________________________ Date: ____________________
Please submit this completed Grievance Form to the Human Resource and Management
(HRM) Office within ten (10) business days from the date of the incident or concern. The
HRM Department will acknowledge receipt of your grievance within five (5) business
days, and the formal grievance process will proceed according to the BGFC Employee
Grievance Procedure.
Page 103 of 103

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BUCAS GRANDE FOUNDATION COLLEGE

C. Taruc Street, Brgy. Taruc, Socorro, Surigao del Norte

BRIEF HISTORY OF THE SCHOOL

Bucas Grande Foundation College (BGFC) is an ever-dreamed educational institution

Moreover, the institution is accredited as training and assessment centers by the

To provide academic and operational excellence vis-à-vis holistic education,

Honesty & Integrity

2. Create an innovative and technologically advanced campus that facilitates effective

3. Cultivate a culture of grace by engaging in school-based and community-based

4. Elevate students' academic performance, support faculty and staff development,

5. Drive institutional growth by attracting more students, expanding course offerings,

Purpose of the Manual

Authority and Scope

Section 1. The Board of Trustees

1. 1. Functions of the Board of Trustees

The Board of Trustees shall:

1.1.1. Formulate policies for the smooth operation of the institution;

1.1.2. Establish a governance framework, including a compliance framework to

1.1.4. Oversee financial performance of the organization and oversee a risk

1.1.7. Operate within its statutory powers and policies;

1.1.9. Prescribe the course of study and rules of discipline;

1.1.12. Reviewing financial reports and other critical information regularly;

1.1.14. Chart the general direction of the institution; and

1.1.15. Acting in good faith when decision making.

1.2. Organizational Composition of the Board of Trustees

Figure 1. The Organizational Structure of the Board of Trustees

1.2.1. The Chairman

1.2.2. The Vice-Chairman

1.2.3. The Secretary

1.2.4. The Treasurer

1.2.5. The Auditor

The Board of Trustees’ Auditor is responsible primarily of the oversight of the

1.3. BOT Retirement Benefit

1.3.1. Criteria of Retirement

A Board of Trustee member can retire with the following criteria:

a. Health-Related Problems: A BOT member may retire if they can no longer

b. Personal Decision: A BOT member has the option to retire based on

c. Disability: Retirement may also be considered if a BOT member is disabled

1.3.2. Retirement Pay

a. Founding Members: Founding members are automatically entitled to the

1.3.4. Guidelines for the Retirement Procedure

3) A BOT member must identify in a formal writing his/her beneficiary in

1.3.5. Budgetary Allocation

An amount of One Hundred Thousand Pesos (Php 100,000.00) should be allocated

Section 2. The Administration

2.1. The School President

2.1.1. The Responsibilities and Functions of the School President

The school President shall:

a. Collaborate with the Board of Trustees to provide regular updates on the

d. Make recommendations to the board for approval of the operating and

f. Recommend policies for Board action, and implementing those policies

making recommendations, handling agendas, minutes, policies, and other

i. Perform any other duties assigned or delegated by the Board of Trustees.

a. Foster a culture of academic excellence by promoting innovative teaching

b. Develop and implement a progressive and community-responsive school

c. Develop, maintain, and evaluate the academic programs and student

d. Develop and maintain an appropriate administrative organization to ensure

f. Uphold the academic and ethical standards of the school fostering

h. Supervise the selection of curricula, class schedules, assessments,

i. Optimize the physical learning environment and technology in all

j. Provide for effective internal and external communications, including

a. Organize student activities and extracurricular opportunities;

b. Administer the school’s discipline policies and standards of conduct;