1. What is Programmatic Accreditation?
The most important factor influencing the performance of universities, schools, learning centers, and other educational institutions is quality assurance. Schools are no longer merely locations for receiving education; they must now ensure that they provide instruction that meets the highest academic standards.
Accreditation is a voluntary, nongovernmental procedure that includes a thorough external examination of a college or university’s capacity to provide programs of the highest quality. Self-evaluations, peer-reviews, committee reviews, and the formulation of in-depth strategic plans are all a part of the accrediting process. Accreditation guarantees that students are learning the most relevant information to their field of study, thereby equipping them to be effective leaders following graduation.
Accreditation aims to establish a set of criteria to which all institutions of higher education must adhere, while also encouraging colleges and universities to excel. Accreditation strives, therefore, to assure the accountability of higher education institutions and degree programs in order to increase public confidence. When an institution or degree program is appropriately recognized, students are able to assess the school’s overall quality without undertaking their own in-depth analysis.
Programmatic accreditation aims to assure the public that an academic program has been subjected to a rigorous review process and found to meet high educational quality standards. Accreditation through a specific program relates to a one-degree program. An academic program must be housed at an accredited institution to get it.
Why Programmatic Accreditation of Senior Leader Council?
Senior Leader Council’s accreditation program only applies to institutions that have institutional accreditation and only to Master’s programs. SLC is also the first independent accreditation body dedicated to Master’s programs with accreditation standards issued by the UK government and major UK industry associations.
- For students: Students can identify accredited programs that meet the UK Gov professional standards and recognized by industries.
- For students: Students can apply to get Senior Leader Certified automatically and no need attend the end-point assessment exams.
- For students: Students can get another master's major within 06 months with our partner universities.
- For students: Students can come to doctorate programs with our partner university with exclusive scholarships.
- For Employee: Employers recognize qualified candidates as meet UK Gov standards for each of the positions.
- Program benefits: Your program learning outcome meets UK Gov standards and have the chance to improvements the quality.
- Institutional benefits: Proven ability to train up to UK Gov standards for senior professional.
Which programs could be considered as Master of Research?
Master of Research (abbreviated MRes, MARes, MScRes, or MScR) is a postgraduate research degree with international recognition. In the majority of instances, the degree is intended to prepare students for doctoral research. Students contemplating careers outside of academia, where advanced research skills are valued but a doctoral degree is not required, may find the degree increasingly useful.
If a student is unsure of whether or not they wish to pursue a doctoral degree, or if they lack the qualifications or experience for direct entry into a doctoral program, a Master of Research may be recommended. It can provide valuable insight into doctoral study while also allowing the student to earn a Master’s level qualification. In some instances, it is also regarded as a basis for conducting research in professional contexts.
A Master of Research provides the opportunity to understand the nature and potential of research study, such as through art and design practice, for disciplines that conduct practice-led research.
- Master of Research (M.Res)
- Master of Philosophy (M.Phil)
- Master of Sciences by Research
- Professional Master by Research
Which jobs that graduated from Master of Research programs could do?
- Analytics specialist
- Decision support analyst
- Management scientist
- Operational analyst
- Operational research analyst
- Operational research consultant
- Operational researcher
2. Nature of our accreditation
Senior Leader Council’s accreditation is an independent program-level accreditation based on the European Framework and UK government-recognized professional standards. SLC’s program-level accreditation ensures that the program is compatible with the competency framework for professional positions issued and recognized by the UK government and major UK professional associations.
Senior Leader Council’s accreditation activities are independent, fair, and transparent. Senior Leader Council accreditation is a comprehensive application of the competency framework issued by the UK government but is not an activity carried out by the UK government.
A program that is accredited by the Senior Leader Council is an important demonstration of its quality and effectiveness when compared to its respective position in the labor market. However, accreditation is not synonymous with nor is it an activity that leads to credit recognition when transferring to another education system.
3. Requirements
- An organization powered to train and award master degrees with national authorization.
- Had at least 1 institutional level accreditation by a reputable accrediting organization.
- The quality control systems for master programs must meet at least 90% our standards.
- The Master Programs must meet all the Knowledge, Skills and Behaviors when mapping with our Uk Gov standards
4. Accreditation Standards
This occupation is found in organisations of all sizes, including businesses across all industry sectors, government and other public sector bodies. These sectors include but are not limited to: Engineering, Government, Banking, Health, Telecommunications, Defence, Management Consulting, Transport, and Education. The broad purpose of the occupation is to help clients (either internally or externally) to make strategic, tactical and operational decisions by using advanced analytical methods to understand and solve complex non-routine problems. The benefits of Operational Research include a wide range of performance improvements such as reducing costs, increasing revenue, saving lives, raising levels of customer service and designing public policy.
Operational Research Specialists work with their clients and other interested parties to provide an end to end service from diagnosing and analysing a problem to making recommendations for change and supporting implementation.
Typically, Operational Research Specialists will structure complex non-routine problems and formulate specific research questions. They will address these questions by evaluating and implementing approaches from the range of existing models, methods and techniques, developing and adapting these methods and adopting methods from other fields where existing approaches are insufficient. In their daily work, an employee in this occupation interacts with their team, operational and policy experts and managers in the systems and processes they are analysing. They also interact with senior stakeholders (where relevant) and other specialists such as economists, data scientists, social scientists, management and financial accountants and data and information providers. In addition, they will interact with groups and organisations such as communities of practice, local and central governments, businesses, regulators, academics, researchers and non-technical audiences, both nationally and internationally.
An Operational Research Specialist will work independently or collaboratively as required, reporting to internal or external clients at almost any level of an organisation. A typical day may include overseeing and conducting analysis, meeting clients, managing projects, leading teams and commissioning work from others. An employee in this occupation will be responsible for understanding and resolving a complex non-routine problem to meet their clients’ requirements. The Operational Research Specialist has a high degree of autonomy and accountability for their work. They are unlikely to have detailed subject matter expertise. Therefore, they will collaborate with specialists and experts to understand the organisation, its systems and processes. Following this, they will select appropriate Operational Research method(s), identify & obtain data, carry out rigorous analysis, quality assuring their & others’ work. A key part of their role is communicating their impartial, pragmatic analysis and recommendations with impact, together with its limitations and associated risks. In some cases, they will support the implementation of their recommendations and monitor their effectiveness.
To be accredited, an organization needs to demonstrate that its training program meets the following competencies:
Knowledge must have for Mapping Point 1:
K1: How to select and apply, a range of problem structuring methods to understand complex problems.
K2: How to establish and scope client requirements into clear analytical questions.
K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
K5: How to manipulate, interrogate and manage raw data.
K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
K10: The role of the Operational Research team within their own organisation.
K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
K15: How Data Protection legislation is implemented across own and client organisation
K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
K17: The techniques for managing client relationships from project initiation to closure.
K18: Project management principles and techniques; including people, risk, financial controls and budgets.
K20: How Operational Research has evolved and its impact on society
Skills must have for Mapping Point 1:
S1: Structure a client's problem using a relevant informal or formal methodology.
S2: Conceptualise complex client problems into tractable operational research questions.
S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
S4: Manipulates, interrogate and manage raw data, using relevant methodology.
S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
S6: Exercise judgement by selecting the appropriate technique to design an approach to a client's problem.
S7: Use relevant software solutions to support the analysis of a client's problem.
Behavior must have for Mapping Point 1:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B2: Actively utilises diverse networks to enhance Operational research outcomes.
B3: Overcomes challenges and perseveres in order to deliver on time.
B4: Delivers client centric outcomes.
B6: Adopts an analytical mindset to the client's problem.
B7: Seeks out proportionate and pragmatic response to client issues.
Knowledge must have for Mapping Point 2:
K1: How to select and apply, a range of problem structuring methods to understand complex problems.
K2: How to establish and scope client requirements into clear analytical questions.
K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
K5: How to manipulate, interrogate and manage raw data.
K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
K15: How Data Protection legislation is implemented across own and client organisation
K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
K17: The techniques for managing client relationships from project initiation to closure.
K18: Project management principles and techniques; including people, risk, financial controls and budgets.
K19: How to translate information, insights and recommendations into client focused reports and presentations.
K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Mapping Point 2:
S1: Structure a client's problem using a relevant informal or formal methodology.
S2: Conceptualise complex client problems into tractable operational research questions.
S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
S4: Manipulates, interrogate and manage raw data, using relevant methodology.
S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
S6: Exercise judgement by selecting the appropriate technique to design an approach to a client's problem.
S7: Use relevant software solutions to support the analysis of a client's problem.
S13: Use appropriate methodologies to manage complex client relationships.
S14: Strategically manage all variables necessary to deliver timebound Operational Research recommendations. This includes, but is not limited to, people, risk, financial controls and budgets.
Behavior must have for Mapping Point 2:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B2: Actively utilises diverse networks to enhance Operational research outcomes.
B3: Overcomes challenges and perseveres in order to deliver on time.
B4: Delivers client centric outcomes.
B6: Adopts an analytical mindset to the client's problem.
B7: Seeks out proportionate and pragmatic response to client issues.
Knowledge must have for Mapping Point 3:
K1: How to select and apply, a range of problem structuring methods to understand complex problems.
K2: How to establish and scope client requirements into clear analytical questions.
K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
K5: How to manipulate, interrogate and manage raw data.
K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
K10: The role of the Operational Research team within their own organisation.
K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
K15: How Data Protection legislation is implemented across own and client organisation
K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
K17: The techniques for managing client relationships from project initiation to closure.
K18: Project management principles and techniques; including people, risk, financial controls and budgets.
K19: How to translate information, insights and recommendations into client focused reports and presentations.
K20: How Operational Research has evolved and its impact on society.
K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Mapping Point 3:
S1: Structure a client's problem using a relevant informal or formal methodology.
S2: Conceptualise complex client problems into tractable operational research questions.
S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
S4: Manipulates, interrogate and manage raw data, using relevant methodology.
S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
S6: Exercise judgement by selecting the appropriate technique to design an approach to a client's problem.
S7: Use relevant software solutions to support the analysis of a client's problem.
S12: Source and use relevant internal/external technical expertise necessary to address the client's problem.
S13: Use appropriate methodologies to manage complex client relationships.
S14: Strategically manage all variables necessary to deliver timebound Operational Research recommendations. This includes, but is not limited to, people, risk, financial controls and budgets.
S19: Use concepts of team dynamics to create, lead and manage high performing and collaborative teams.
S21: Design and implement strategic approaches that motivates team members to achieve objectives.
Behavior must have for Mapping Point 3:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B4: Delivers client centric outcomes.
B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
B6: Adopts an analytical mindset to the client's problem.
B7: Seeks out proportionate and pragmatic response to client issues.
B8: Acts ethically and challenges unethical evidence/practice.
Knowledge must have for Mapping Point 4:
K1: How to select and apply, a range of problem structuring methods to understand complex problems.
K2: How to establish and scope client requirements into clear analytical questions.
K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
K5: How to manipulate, interrogate and manage raw data.
K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
K9: How to create spreadsheets and code in at least one programming language to develop models and carry out analysis.
K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
K15: How Data Protection legislation is implemented across own and client organisation
K17: The techniques for managing client relationships from project initiation to closure.
K18: Project management principles and techniques; including people, risk, financial controls and budgets.
K19: How to translate information, insights and recommendations into client focused reports and presentations.
K22: Techniques for supporting colleagues in their professional development through provision of feedback.
K23: The concepts of team dynamics and its relevancy to solving Operational Research problems. How to use this to create, lead and manage high performing and collaborative teams.
K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Mapping Point 4:
S8: Creates a model to analyse a problem; applies an appropriate approach including programming, scripting, coding or using spreadsheets.
S9: Critically analyse the internal and external factors relevant to an Operational Research problem to determine a holistic approach. These factors include organisational structures, the political, business and social context.
S10: Apply holistic approaches to an Operational Research problem, taking into consideration internal and external factors.
S12: Source and use relevant internal/external technical expertise necessary to address the client's problem.
S15: Exercise judgement to deliver persuasive arguments that are objective and unbiased.
S16: Translate complex landscapes into client focused communications that balance rationale for recommendations with project limitations & compliance.
S18: Apply judgement to provide relevant and timely feedback when supporting colleagues' development.
S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Mapping Point 4:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B4: Delivers client centric outcomes.
B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
B6: Adopts an analytical mindset to the client's problem.
B7: Seeks out proportionate and pragmatic response to client issues.
B8: Acts ethically and challenges unethical evidence/practice.
Knowledge must have for Mapping Point 5:
K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
K5: How to manipulate, interrogate and manage raw data.
K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
K8: Operational Research software solutions (packaged and "in-house" developed) and their comparative strengths and weaknesses in analysing client operational research problems.
K9: How to create spreadsheets and code in at least one programming language to develop models and carry out analysis.
K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
K15: How Data Protection legislation is implemented across own and client organisation
Skills must have for Mapping Point 5:
S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
S4: Manipulates, interrogate and manage raw data, using relevant methodology.
S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
S8: Creates a model to analyse a problem; applies an appropriate approach including programming, scripting, coding or using spreadsheets.
S9: Critically analyse the internal and external factors relevant to an Operational Research problem to determine a holistic approach. These factors include organisational structures, the political, business and social context.
S10: Apply holistic approaches to an Operational Research problem, taking into consideration internal and external factors.
S13: Use appropriate methodologies to manage complex client relationships.
S14: Strategically manage all variables necessary to deliver timebound Operational Research recommendations. This includes, but is not limited to, people, risk, financial controls and budgets.
S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Mapping Point 5:
B2: Actively utilises diverse networks to enhance Operational research outcomes.
B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
B6: Adopts an analytical mindset to the client's problem.
Knowledge must have for Mapping Point 6:
K1: How to select and apply, a range of problem structuring methods to understand complex problems.
K2: How to establish and scope client requirements into clear analytical questions.
K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
K8: Operational Research software solutions (packaged and "in-house" developed) and their comparative strengths and weaknesses in analysing client operational research problems.
K10: The role of the Operational Research team within their own organisation.
K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
K19: How to translate information, insights and recommendations into client focused reports and presentations.
K22: Techniques for supporting colleagues in their professional development through provision of feedback.
K23: The concepts of team dynamics and its relevancy to solving Operational Research problems. How to use this to create, lead and manage high performing and collaborative teams.
K24: The principles and techniques of quality assurance. This includes model structure and clarity, validation & verification, recording data sources, assumptions and documentation.
K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Mapping Point 6:
S6: Exercise judgement by selecting the appropriate technique to design an approach to a client's problem.
S7: Use relevant software solutions to support the analysis of a client's problem.
S8: Creates a model to analyse a problem; applies an appropriate approach including programming, scripting, coding or using spreadsheets.
S9: Critically analyse the internal and external factors relevant to an Operational Research problem to determine a holistic approach. These factors include organisational structures, the political, business and social context.
S10: Apply holistic approaches to an Operational Research problem, taking into consideration internal and external factors.
Behavior must have for Mapping Point 6:
B3: Overcomes challenges and perseveres in order to deliver on time.
B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
B7: Seeks out proportionate and pragmatic response to client issues.
Knowledge must have for Mapping Point 7:
K1: How to select and apply, a range of problem structuring methods to understand complex problems.
K2: How to establish and scope client requirements into clear analytical questions.
K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
K8: Operational Research software solutions (packaged and "in-house" developed) and their comparative strengths and weaknesses in analysing client operational research problems.
K10: The role of the Operational Research team within their own organisation.
K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
K19: How to translate information, insights and recommendations into client focused reports and presentations.
K24: The principles and techniques of quality assurance. This includes model structure and clarity, validation & verification, recording data sources, assumptions and documentation.
K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Mapping Point 7:
S1: Structure a client's problem using a relevant informal or formal methodology.
S2: Conceptualise complex client problems into tractable operational research questions.
S6: Exercise judgement by selecting the appropriate technique to design an approach to a client's problem.
S7: Use relevant software solutions to support the analysis of a client's problem.
S11: Recommend compliant solutions that address the client's problem.
S12: Source and use relevant internal/external technical expertise necessary to address the client's problem.
S16: Translate complex landscapes into client focused communications that balance rationale for recommendations with project limitations & compliance.
S17: Critically evaluate & address own developmental needs.
S18: Apply judgement to provide relevant and timely feedback when supporting colleagues' development.
S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Mapping Point 7:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B2: Actively utilises diverse networks to enhance Operational research outcomes.
B6: Adopts an analytical mindset to the client's problem.
B7: Seeks out proportionate and pragmatic response to client issues.
B8: Acts ethically and challenges unethical evidence/practice.
Knowledge must have for Mapping Point 8:
K17: The techniques for managing client relationships from project initiation to closure. anagement principles and techniques; including people, risk, financial controls and budgets.
K18: Project management principles and techniques; including people, risk, financial controls and budgets.
K21: Techniques for managing and appraising your own personal and professional development.
K24: The principles and techniques of quality assurance. This includes model structure and clarity, validation & verification, recording data sources, assumptions and documentation.
Skills must have for Mapping Point 8:
S15: Exercise judgement to deliver persuasive arguments that are objective and unbiased.
S18: Apply judgement to provide relevant and timely feedback when supporting colleagues' development.
S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Mapping Point 8:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B2: Actively utilises diverse networks to enhance Operational research outcomes.
B4: Delivers client centric outcomes.
B6: Adopts an analytical mindset to the client's problem.
Knowledge must have for Mapping Point 9:
K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
K21: Techniques for managing and appraising your own personal and professional development.
Skills must have for Mapping Point 9:
S19: Use concepts of team dynamics to create, lead and manage high performing and collaborative teams.
S20: Operate autonomously within the limits of own authority and responsibility.
S21: Design and implement strategic approaches that motivates team members to achieve objectives.
S22: Exercise judgement in managing and using data in accordance with relevant legislation, organisational principles and governance.
Behavior must have for Mapping Point 9:
B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
B6: Adopts an analytical mindset to the client's problem.
Knowledge must have for Mapping Point 10:
K10: The role of the Operational Research team within their own organisation.
K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
K15: How Data Protection legislation is implemented across own and client organisation.
K20: How Operational Research has evolved and its impact on society.
Skills must have for Mapping Point 10:
S11: Recommend compliant solutions that address the client's problem.
S12: Source and use relevant internal/external technical expertise necessary to address the client's problem.
Behavior must have for Mapping Point 10:
B4: Delivers client centric outcomes.
5. Our Accreditation Process
1. Preparation and Self-Examination
The college, university, or other institution seeking accreditation develops materials that successfully demonstrate its accomplishments. Frequently, the institution creates a written report of its successes, highlighting specific achievements that help it meet the accreditation agency’s standards.
2. Peer Review
After formal documentation has been presented, administrative and academic peers conduct a thorough assessment of the prepared materials, written report, and
3. Visit and Examination
Senior Leader Council will send a team of specialists to the college, university, or institution seeking accreditation after the peer review has been completed. This team is frequently comprised of peers and members of the community who provide their time to ensure that high-quality education standards are met.
4. A Decision is Reached
After the preceding steps have been completed, the accrediting body asks its commission to review the collected data and either grant or deny accreditation status to the college, university, or institution under investigation.
5. Continuous Review
By gaining accreditation from Senior Leader Council, a college, university, or other institution pledges to uphold the organization’s quality requirements. Additionally, the accredited college, university, or institution commits to submit to periodic accreditation renewal reviews. Due to this structure, certification is frequently a continuing process, and institutions must annually demonstrate that they meet high educational quality criteria.
