ADMINISTRATIVE AND SUPERVIORY ORGANIZATION OF BEREU OF HIGHER EDUCATION

(COMMISSION ON HIGHER EDUCATION)

Ed 801 Process of Educational Administration and Supervision
Glyziel Anne P. Graviles

Detailed Topic Explanation

Creation: Presidential Survey Commission in 1970.

Presedential Decree No. 1 Created the Bureu of Higher Education
Presidential Commission was created by Ex. Order No. 202.
 Function includes itegration of administraive units consisting of private and state colleges and
ubiversities
 Urges the public in greater involvement in higher education
Functions
 Deveop, Formulate and Evaluate programs of higher education as well as scholarships
 Establish standards for all institution of collegiate and university levels
 Provide technical assisstance to encourage institutional development programs and projects
 Complie data on higher education
 Provide secretarial services on Board of Higher Education and Professional Boards
 Evaluate the state scholarship programs
Divisions
1. Student Service Division (P.D no. 1 sec 15.1)
 Develop programs to upgrade quality of curicula in both academic and technical higher education
 Evaluate admission procedures and scholarship grants for the purpose of appropriate
recommendations
 Ensure adequate library services and guidance placement
 Develop guidelines and procedures for conducting curricular programs
2. Staff Development Division (P.D no. 1 sec 15.2)
 Develop programs to improve quality of teaching
 Undertake contnuous assessment and evaluation of programs
 Provide expersts assisstance or consultative services
3. Physical Facilities Division
 Formulate programs to upgrade school plant and equipments
 Improve utilization and ensure proper maintenance on plants and equipments
 Formulate standards on quality and quantity of physical facilities and equipments

TRIFOCALIZATION OF EDUCATION
 Republic Act (RA) 9155, also known as the Governance of Basic Education Act of 2001, provides the overall
framework for principal empowerment by strengthening principal and leadership goals, and local school based
management within the context of transparency and local accountability. In August 2001, Republic Act 9155,
otherwise called the Governance of Basic Education Act, was passed transforming the name of the Department of
Education, Culture and Sports (DECS) to the Department of Education (DepEd) and redefining the role of field offices
(regional offices, division offices, district offices and schools). RA 9155 provides the overall framework for (i) school
head empowerment by strengthening their leadership roles and (ii) school-based management within the context of
transparency and local accountability. The goal of basic education is to provide the school age population and young
adults with skills, knowledge, and values to become caring, self-reliant,

The Technical Education and Skills Development Authority (TESDA) was established through the
enactment of Republic Act No. 7796 otherwise known as the "Technical Education and Skills Development Act of
1994", which was signed into law by President Fidel V. Ramos on August 25, 1994.

The Commission on Higher Education (CHED)  was created on May 18, 1994 through the passage
of Republic Act No. 7722, or the Higher Education Act of 1994. CHED, an attached agency to the Office of the
President for administrative purposes, is headed by a chairperson and four commissioners, each having a term of
office of four years. The Commission En Banc  acts as a collegial body in formulating plans, policies and strategies
relating to higher education and the operation of CHED

CHED ORGANIZATIONAL STRUCTURE

CHED FUNCTIONS:

1. Formulate and recommend development plans, policies, priorities, and programs on higher education;
2. Recommend to the executive and legislative branches priorities and grants on higher education and
research;
3. Set minimum standards for programs and institutions of higher learning recommended by panels of experts
in the field and subject to public hearing, and enforced the same;
4. Monitor and evaluate the performance of programs and institutions of higher learning for appropriate
incentives as well as the imposition of sanctions such as, but not limited to, diminution or withdrawal of
subsidy, recommendation on the downgrading or withdrawal of accreditation, program termination or school
course;
5. Identify, support and develop potential centers of excellence in program areas needed for the development
of world-class scholarship, nation building and national development;
6. Recommend to the Department of Budget and Management (DBM) the budgets of public institutions of
higher learning as well as general guidelines for the use of their income;
7. Rationalize programs and institutions of higher learning and set standards, policies and guidelines for the
creation of new ones as well as the conversion or elevation of schools to institutions of higher learning,
subject to budgetary limitations and the number of institutions of higher learning in the province or region
where creation, conversion or elevation is sought to be made;
8. Develop criteria for allocating additional resources such as research and program development grants,
scholarships, and the other similar programs: Provided, that these shall not detract from the fiscal autonomy
already enjoyed by colleges and universities;
9. Direct or redirect purposive research by institutions of higher learning to meet the needs of agro-
industrialization and development;
10. Devise and implement resource development schemes;
11. Administer the Higher Education Development Fund, as described in Section 10 of R.A. 7722, which will
promote the purposes of higher education;
12. Review the charters of institutions of higher learning and state universities and colleges including the
chairmanship and membership of their governing bodies and recommend appropriate measures as basis for
necessary action;
13. Promulgate such rules and regulations and exercise such other powers and functions as may be necessary
to carry out effectively the purpose and objectives of R.A. 7722; and
14. Perform such other functions as may be necessary for its effective operations and for the continued
enhancement, growth and development of higher education.

FUNCTION OF EACH OFFICES

1. The Office of the Chairperson (and Commissioners)

 Serves as the source of overall direction and guidance to the Commission;
 Formulates policies, standards, plans and programs for the development and reform of
Philippine higher education in a globalized context;
 Formulates policies and guidelines on the generation and allocation of funds for higher
education, and recommends to the Department of Budget and Management (DBM) the
budget of public institutions of higher learning;
 Deliberates on and resolves critical issues affecting higher education;
 Chairs the Governing Boards of SUCs and through this role ensures that CHED’s reform
initiatives take root in the SUCs; and
 Represents CHED in meetings with the legislative and executive branches of government

2. HIGHER EDUCATION DEVELOPMENT FUND STAFF

 Formulates and implements policies and guidelines for fund generation, fund allocation
and fund utilization;
 Conducts fund generation activities;
 Manages and monitors the utilization of HEDF funds;
 Ensures the equitable utilization of funds according to regions and programs, when
applicable;
 Ensures fast and accurate application and implementation of Government Accounting
Systems and Procedures;
  Mobilizes and sources out resources from donations, gifts, and other conveyances
including materials, equipment, properties and services by gratuitous title that will enable
the sustainability of the Fund;
 Engages in financing and investment operations in the financial, securities and banking
sector to generate income for its fund corpus by authorizing an investment and fund
managers;
 Formulates an annual investments plan and a financing program with plans, programs and
projects recommended by the Commission for the approval of the Trust Fund Governing
Board; and
 Reviews fund and investments management rules and guidelines as may be necessary
and review these periodically in order to optimize the fund utilization while achieving the
educational development priorities of the
 Commission for the approval of the Trust Fund Governing Board.

3. The International Affairs Staff (IAS)

 Is the high-level technical Secretariat that ably assists the CHED Chairperson in the
implementation of education matters involving other countries and international education
organizations. This unit shall be responsible for coordinating and harmonizing, on behalf of
the Chair and/or the Executive Director, all the international dimensions of CHED work that
emanate from the respective mandates of the Commission’s organic units. With three (3)
units, the Educational Agreements & International Recognition Unit, Trade in Education
Services Unit, and the Protocol Affairs Unit, the IAS has the following general functions :

4. The Office of the Executive Director

 consists of the Executive Director, the Deputy Executive Director, and the staff. It serves
as head of the Commission Secretariat, and is charged with overseeing the overall
implementation and operations of the CHED Central and Regional Offices. Pivotal to the
successful implementation of the higher education reform agenda, this Office:

5. The Administrative, Financial and Management Service (AFMS) 
 Provides the core of CHED’s operational service requirements covering human resource
management, budgetary allocations, accounting and audit procedure, record-keeping functions,
and general services, and is tasked to effectively provide the critical support system for the
aforementioned operational, financial and administrative requirements. The diverse magnitude and
complex aspects of personnel and funds management require the presence of four (4) divisions,
namely: the Budget Division, the Accounting Division, the Human Resource Management Division
(2 Units), and the General Services Division (4 Units) :

(1.) Budget Division

 Allocates CHED’s budget by program, allotment class and object of expenditures pursuant to the General
Appropriations Act (GAA);
 Reviews and consolidates the budget proposals of the Commission (Central and Regional Offices);
 Ensures the utilization of funds in accordance with the approved General Appropriations Act (GAA) and
Agency Budget Matrix;
  Is involved in the budget preparation and budget legislation activities for State Universities and Colleges
(SUCs), wherein respective review and recommendation on the submitted budget estimates per school are
made in accordance with the Normative Financing (NF) and National Budget Call of the DBM and other
issuances relative to budget preparation;
 Reviews, evaluates and recommends the Gender and Development (GAD) Budget proposals of the SUCs
per IRR of RA 9710; and
 Provides assistance to the Directors and the Chairperson on CHED and SUCs budgetary concern.

(2.) Accounting Division

 Ensures fast and accurate application and implementation of the Government Accounting Systems and
Procedures;
 Administers financial data and other information generated by the eNGAS;
 Prepares and submits financial report requirements of other government agencies including liquidation
reports on projects implemented by CHED;
 Assures compliance with Government Accounting Rules and Regulations through pre-audit of transactions
and monitoring of implementation of the Commission on Audit’s recommendations;
 Processes disbursement vouchers and fund transfers;
 Safeguards government assets through verification of collection and deposit, inventory of supplies and
properties, inspection of delivered goods and monitoring of liquidation of the fund transfers and cash
advances;
 Provides support services to personnel and government collecting agencies through timely remittance of
mandatory and other allowable deductions, maintenance of remittances’ database and certification of
remittances made;
 Acts as withholding tax agent that requires proper taxation on compensation, goods and services and
preparation and submission of tax remittance advice;
 Consolidates the financial reports of the Central Office and Regional Offices; and
 Advises management on financial matters.

(3.) Human Resource Development Division

(3.a.) Personnel Management Section

 Assists and advises the head of the agency and heads of offices in the development, formulation and
execution of policies, rules and regulation in all areas of personnel management in accordance with the Civil
Service Rules and Regulations and other applicable laws;
 Establishes a sound and equitable recruitment and selection system within the organization;
 Implements position classification and compensation system and other employee welfare programs such as
retirement and other benefits as prescribed by the Department of Budget and Management and other
government instrumentalities;
 Helps create an atmosphere conducive to good supervisor-employee relations and improvement of
employee welfare and morale and recognizes the employees’ right to self-organization; and
 Maintains a complete and up-to-date personnel information system.

(3.b.) Training and Development Section

 Implements comprehensive and balanced personnel development programs designed to raise the level of
efficiency, effectiveness, competencies and morale of the personnel in the Commission;
 Evaluates the personnel data bank for competency building and career advancement towards the
development of a CHED Human Resource Plan; and
  Provides inputs for the development and implementation of the human resource training and development
program to training providers.

(4.) General Service Division

(4.a.) Property and Supply Management Section

 Periodically procures and conducts inventory of supplies and materials, equipment, and properties; and
 Maintains custody, disposition of unserviceable CHED properties (e.g. motor vehicles, office equipment,
furniture, etc.) consistent with government accounting rules and regulations.

(4.b.) Cashiering Services

 Collects and disburses promptly and accurately valid claims for and from CHED personnel, creditors, and
suppliers

(4.c.) Records Management Section

 Manages and maintains overall expedited records of all official incoming and outgoing/internal and external
documents and directives.

(4.d.) Building and Grounds Maintenance Section

 Maintains, improves, refurbishes, and modernizes CHED physical facilities; and

 Supervises other Contract Services which are handled by private agencies through outsourcing, such as
janitorial services, security , elevator maintenance, medical and dental, communication services, and other
maintenance service necessary.

6. The Legal and Legislative Service (LLS)

 is the Commission’s prime office to provide the range of legal and legislative services to support
its thrust in becoming a world-class agency fully capable of catapulting the country’s Higher
Education Agenda in the regional and global sphere. It is principally responsible for investigating
complaints on non-compliant programs of HEIs, effectively implementing the sanctions imposed by
the Commission en Banc (e.g. phase-out, closure, downgrading of status, imposition of fines,
among others) pursuant to its mandate under RA 7722, and provide a mechanism for effective
mediation services on numerous and myriad complaints regarding academic and other issues
brought before the Commission. Under this office are two (2) Divisions: the Investigation and
Enforcement Division, and the Legislative Liaison and Mediation Office :

(1) Investigation and Enforcement Division

(1.a.) Investigation Section

 Conducts fact-finding investigations on all complaints filed against organic personnel of the Commission,
and on all matters relative to violation of the CHED law, rules and regulations committed by higher
education institutions (HEIs);
  Coordinates with the proper law enforcement agencies whenever necessary, in order to effectively carry out
the functions stated in the preceding bullet point and for the purpose of containing unlawful activities as
provided under R.A. 7722 and BP 232;
 Coordinates properly with the Office of the Solicitor General in all matters relative to judicial cases of the
Commission;
 Secures the opinion of the Department of Justice on matters that require its intervention;
 Prepares and submits fact-finding reports and recommendation for consideration and appropriate action by
the Commission;
 Provides technical inputs for the legislative liaison requirements of the Commission in both Houses of
Congress and the office of the President; and
 Coordinates Mediation Services in support of the investigation powers of the Commission as an effective
alternative mode of dispute resolution.

(1.b.) Enforcement Section

 Formulates and recommends policies and programs of action for the effective enforcement of the country’s
educational laws, rules and regulations;
 Enforces the decisions, directives, orders and resolutions issued by the Commission En Banc and other
judicial and quasi-judicial bodies;
 Prosecutes respondents in formal investigation for alleged violations by CHED organic personnel pertinent
to provisions of the laws, rules and regulations pertaining to education;
 Processes applications for Correction of Name in School records;
 Reviews Contracts, Memorandum of Agreements and Commission Issuances, Circulars, etc.;
 Assists in the review of appeals on cases of Exclusion and Expulsion of Students; and
 Maintains lateral coordination with other government and private agencies in the implementation of all
activities and programs.

(2) Legislative Liaison and Mediation Division

 Consolidates valuable inputs, comments and alternative positions from the various CHED offices/units
whenever preparing a unified position on bills relevant to higher education;
 Consolidates inputs for written comments and/or position papers of the Commission on proposed legislation
that affect higher education, as well as inputs in the preparation/drafting or proposed priority bills of the
Commission;
 Attends public hearings conducted by the Education Committees of both the House of Representatives and
the Senate regarding proposed education bills and other congressional committees together with the
technical staff of concerned offices;
 Identifies, coordinates and provides technical support to the CHED Chairpersons, Commissioners and key
officials during legislative hearings;
 Monitors and analyzes the status of priority legislative proposals on higher education and coordinates with
Congress the implementation of viable strategies to address delays in the passage of needed legislative
measures and other related problems;
 Initiates efforts to establish rapport with the legislators and their Chiefs-of-Staff and arrange meetings and
briefings with the Commission, if and when needed, for advocacy and other purposes;
 Provides coordination and liaison work with Congress during budget hearings and briefings; and
 Performs all other pertinent legislative liaison and coordination work with Congress, and other government
agencies.

7. Office of Planning, Research and Knowledge Management (OPRKM) :

  Directs and issues guidelines for the formulation of sector-wide and CHED-wide policies, plans, and
development initiatives, and consolidates them for Commission approval and endorsement to the National
Economic and Development Authority in case of sector-wide plans and policies;
 Establishes the allocation parameters, framework/guidelines for allocating SUC budget and coordinates
their application in the allocation of the budget of SUCs, and consolidate the results;
 Develops criteria and systems for allocating HEDF and other public investment resources;
 Directs and manages the formulation of higher education R&D agenda and monitors and evaluates its
implementation;
 Determines and provides the research infrastructure and enabling policies and initiatives;
 Oversees major research projects for which CHED is accountable;
 Promotes the utilization of research outputs within the framework of Intellectual Property policies;
 Generates, processes, and analyzes higher education related date/information for policy formulation,
planning, program development and serving the information needs of stakeholders;
 Conducts or outsources research with significant policy inputs for CHED;
 Provides overall direction in the development, implementation and maintenance of packaging information,
network systems, information systems, databases, and electronic dissemination of information, and client
support services supportive to the attainment of the Vision, Mission, and Goals of the CHED; and
 Packages and disseminates in a timely manner relevant higher education and R&D data and information.

8. OFFICE OF PROGRAM STANDARD AND DEVELOPMENT Primarily in-charge of the enhancement of

program quality and standards; the development of corresponding policy guidelines; and the achievement of
transparency, accountability, expediency and integrity in the formulation and enforcement of PSGs, the
Office of Programs and Standards Development (OPSD) has three (3) Divisions: the Programs
Development Division, the Standards Development Division, and the Non-Conventional Higher Education
Programs Division :

    (1) Programs Development Division

 Assists the Commission in the formulation of academic programs in higher education and in determining the
participation of individuals or HEIs in international academic programs;
 Evaluates and synthesizes the results of program evaluation in aid of policy formulation and development;
 Recommends to the Commission the composition of Technical Panels, Committees and Task Forces and
provides technical support for their operation;
 Develops and evaluates programs and projects in accordance with developed and established standards;
and
 Assists in the identification of and support for Centers of Excellence and Centers of Development in various
academic programs.

(2) Standards Development Division

 Assists the Commission in the setting/revision of policies, standards and guidelines for higher education
programs;
 Develops the system, criteria, instruments and procedures for monitoring and evaluating the implementation
of policies, standards and guidelines;
 Assists the Commission in the formulation of criteria and identification of potential Centers of Excellence and
Centers of Development in various academic programs;
 Provides technical assistance to the Regional Offices in the performance of their pertinent functions; and
 Reviews applications for authority to operate higher education programs for approval of the Commission;
and Coordinates and collaborates with the Office of Planning, Research, and Knowledge Management
 (OPRKM) for data collection and banking of performance of graduates in the different licensure
examinations.

(3) Non-Conventional Higher Education Programs Division

 Assists the Commission in the formulation, revision and amendment of policies, standards and guidelines
for the implementation of the non-conventional higher education programs;
 Enforces policies, standards, and guidelines for non-conventional higher education programs;
 Links and cooperates with appropriate agencies, industries, professional associations and institutions, and
local and international accrediting bodies for the promotion, maintenance of standards and, local and global
social acceptance;
 Recommends the deputization of higher education institutions which may conduct equivalency
assessments, develop assessment instruments, provide academic supplementation and/or award degrees
within their area of competence or specialization;
 Establishes equivalency and accreditation mechanism for the college degree programs within the National
Qualifications Framework; and
 Coordinates the training of HEI faculty in human resource training, and development of prior learning
accreditation and assessment of learning experiences.

9. Office of Institutional Quality Assurance and Governance (OIQAG)

 focuses on issues of quality assurance, governance and the coordination of higher education institutions.
Generally, it has the following functions :

 Assists and monitors quality management and governance initiatives of HEIs;

 Promotes the strengthening of HEIs’ productivity capabilities;
 Supports HEIs’ innovations for productivity improvement;
 Formulates and supports the implementation of institutional policies and guidelines on quality
assurance and governance;
 Assesses, coordinates with, and supports the HEIs’ vertical development per their horizontal typology;
 Assesses, coordinates with, and supports public HEIs in their status and functioning as amalgamated or
merged institutions;
 Coordinates with, and supports HEIs in their plans to establish consortia, twinning, partnerships,
linkages between and among themselves and with foreign HEIs; and
 Advocates sustained promotion for continuing quality improvement and transparent responsible
institutional governance.

There are two (2) Divisions under OIQAG :

(1) Quality Assurance Division

 Advocates sustained promotion of continuous quality improvement in higher education and capability
building programs for faculty;
 Formulates and implements institutional policies and guidelines for the implementation of an outcomes-
based and typology-based QA;
 Develops, continuously refines and implements an outcomes-based institutional assessment/accreditation
monitoring and evaluation tool that corresponds to the HEI typology;
 Helps convene and provide secretariat support to the principal accrediting bodies to ensure the
harmonization across accreditation bodies and networks of outcomes-based program accreditation on the
one hand, and institutional assessment/accreditation on the other;
  Continuously scans the regional and global environment for developments in the areas of program and
institutional quality assurance to provide inputs to the principal accrediting body for the refinement of
existing accreditation criteria and practices;
 Reviews the institutional QA monitoring and evaluation reports and integrates the OPDS reviews of program
QA monitoring and evaluation for appropriate interventions by the principal accrediting body;
 Develops and maintains an accurate database of QA-related variables for all Philippine HEIs that is linked to
the CHED MIS;
 Establishes linkages with CHED units, HEIs, regional and international organizations and other QA
stakeholders in higher education; and
 Keeps track of regional and international developments on QA and provide appropriate future directives and
options for CHED and HEIs; and
 Administers the faculty development program as mechanisms for achieving institutional quality; and
 In the implementation of the 2011-2016 Strategic Plan and HERA, assists HEIs in the development of
internal QA mechanisms and proactively ensures that a critical mass of them have QA systems in place.

(2) Institutional Governance Division

 Assesses, supports and coordinates with private and public HEIs in plans and actions involving consortia,
twinning, partnerships, linkages, between them, and with foreign HEIs;
 Assesses, coordinates with and supports public HEIs in their status and functioning as regional university
systems or amalgamated/merged HEIs;
 Advocates, formulates and recommends institutional policies and guidelines on governance issues and
institutional development;
 Maintains an updated database that contains variables specific to SUCs/LUCs and private HEIs; and
 Provides appropriate governance and related technical support for public and private HEIs

10. Office of Student Development and Services (OSDS)

In terms of policy, program development and technical assistance:

 Directs, in coordination with stakeholders and other CHED units, the conduct of research and
studies that lead to policies, plans, programs, guidelines and procedures relative to the relevant
student development and services programs;
 Provides technical assistance to CHEDROs, HEIs and other concerned agencies in the
development of guidelines for various student development and services; and
 Establishes and maintains linkages with government and non-government agencies and
organizations on matters pertaining to student development and services

For monitoring and evaluation:

 Develops criteria and instruments for monitoring and evaluating student development and services’
program administration and implementation, in coordination with other agencies and concerned
CHED units; and
 Monitors and evaluates the implementation and outcomes of student development and services
programs in the CHEDROs and HEIs.

In line with student development and services information system:

 Enhances and maintains student development and services information system in collaboration
with the OSDS;
  Adopts systematic filing, storing, retrieval and reproduction of data/information and other relevant
documents;
 Gathers, collates and analyze disaggregated data on clientele profile and other information;
 Prepares, maintains and updates databases for the special clienteles of special programs and
initiatives and of overseas students; and
 Ensures the safety and security of the OSDS information system.

For program advocacy:

 Prepares the advocacy plan for implementation;

 Prepares and packages information materials pertaining to policies and programs relative to the works
of the Divisions for wider dissemination and advocacy; and
 Assists other government agencies in information materials development and dissemination that deal
with student welfare and development

11. Regional Offices 

 are the dynamic and empowered frontline organic units of CHED that adhere to the highest
principles of good governance, accountability, transparency and efficient service to the
stakeholders of higher education. With the most crucial role the CHEDRO’s play in the
implementation of the policies and programs of the Commission and in higher education reform,
they have the following general terms of reference :

 Monitors the implementation of national policies and programs and enforcement of academic
standards at the regional level;
 Coordinates the formulation of higher education plans and programs that are responsive to the
needs and potentials of the region in consultation with other regional offices;
 Provides assistance to the CHED Central Office in the allocation of resources and preparation of
the composite higher education budget for the region;
 Undertakes research; conducts/outsources studies applicable to the region and disseminates
information to all institutions and agencies;
 Provides technical assistance and develops relevant training program to higher education
institutions; and
 Collects and analyzes higher education information relative to the region and maintains an
adequate management information system.

Specifically, the CHEDROs also :

 Implements the plans, policies, standards, guidelines, rules and regulations promulgated by the
Commission concerning the operation of Higher Education Institutions in the different regions;
 Monitors and evaluates the performance of Higher Education Institutions in the region in terms of
compliance to minimum standards for the various higher education programs;
 Issues permits and recognition for the various program offerings of private higher education
institutions;
 Coordinates the implementation of projects and programs of the Commission in the region for the
development and improvement of the higher education system;
 Formulates and updates regional higher education development plans;
 Implements scholarship, study grants and student financial assistance programs as well as other
relevant student auxiliary services
 Gathers and consolidates basic higher education data/statistics for the region;
  Disseminates PSGs, higher education data and other relevant information for guidance of
stakeholders;
 Coordinates the provision of efficient and effective student services (e.g., issuance of Special
Orders; certification, authentication and verification of academic records, etc.);
 Represents the Commission and participates in the affairs of the Regional Development Council;
and

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