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.
- Surveying the overall capital structure of the client and assessing
- Analyzing current debt service structure
- Calculating upcoming due dates for debt payments
- Appraising the client’s existing contracts for possible cascading
Which programs could be considered as Business Programs?
Business ranks among the most common fields of study. A business master’s degree program can be general, providing a cross-functional overview of the way a business runs, or they can focus on one particular area of business, such as finance or marketing. If you want to learn more about business in a formal academic setting, there is likely a degree program that would be appropriate for your current education level.
- Master of Business Administration
- Master of Arts in Business Administrations.
- Master of Sciences in Organization Management
- Professional Master Program which is focus on Management, Administration and Business
Which jobs that graduated from Master of Business programs could do?
- President & Vice President
- Associate director
- Business unit head
- Chief executive officer
- Chief financial officer
- Chief information officer
- Chief operating officer
- Divisional head
- Executive director
- Head of Registrar
- Head of department/faculty
- Warrant officer
- Principal/ Head Master
- Chancelor
2. Nature of our accreditation
Senior Leader Bureau’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 Bureau’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 Bureau 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
Senior Leader Bureau applies the accreditation guidelines issued by the European Union and the UK government to postgraduate programs. To apply for Senior Leader Bureau accreditation, the institution must have:
- 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
The standards for master programs in business based on the Senior Leader standard of UK Government. Employers involved in creating the standard: Serco (employer chair), Civil Service (employer chair), Acivico (Birmingham City Council), Anglo Educational, Barclays, BT, Balfour Beatty, Barchester Healthcare, Boots UK Ltd, British Army, BBC, CMI, Co-op, DFS, Grant Thornton, Interserve, JRV Associates, KPMG, Morgan Sindell, NHS (Dept of Health), Nestle, Opus Building Services, Pearson, Pendragon plc, Ricoh, Sainsburys, Santander UK plc, Speedy Services, umi Digital, Unipart, United Utilities plc, Virgin Media, Wincanton, XPO Logistics.
This occupation has a small, medium, and large organizations in the public, private or third sectors and sustainability as an area of the economy including health, finance, engineering, manufacturing, business and professional services, education, retail, leisure, technology, and construction. Senior Leaders are a key component of all types of business models where there is a workforce to lead, manage and support.
The general purpose of the occupation is a distinct, inclusive, and strategic leadership and direction relating to their area of responsibility within an organization. Typically, this involves setting, managing, and monitoring the achievement of core objectives aligned with the overall strategic destination of the organization’s Board (or equivalent). In a smaller organization, they are also likely to execute the achievement of these strategic objectives.
A Senior Leader influences at a higher organizational level, including sometimes at Board (or equivalent) level, and sets the culture and tone across their area of responsibility. They may work in varied environments including in an office, onsite, or remotely and demonstrate a high level of flexibility and adaptability to meet the needs of the organization. In their daily work, an employee in this occupation interacts with internal stakeholders such as members of their team, other senior leaders/managers, support services (finance, marketing, HR), and project groups in larger organizations. They may be part of a wider specialist team.
Depending on the size of their organization, a Senior Leader may be responsible for reporting results relating to their area of responsibility to a Board, trustees, shareholders, executive team, or other senior management within the organization. Externally, a Senior Leader acts as an ambassador for their organization with wide-ranging networks typically involving customers/clients, supply chains, and statutory/regulatory bodies. An employee in this occupation will be responsible for:
- Setting direction, vision, and governance and providing a clear sense of purpose for their area of responsibility.
- Providing clear and inclusive leadership.
- Identifying longer-term opportunities and risks using data from internal intelligence sources and external influences.
- Developing sustainable, ethical, innovative, and supportive cultures that get the best from people and enable the delivery of results.
- Resources that may include budgets, people, assets, and facilities.
- Staying up to date with innovation and championing its adoption.
- Keeping pace with - and responding to change - by leading agile transformation.
- Leading and promoting sustainable business practices.
- Responding and managing crisis situations.
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 shape the organisational mission, culture, and values.
K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K6: Ethics and values-based leadership theories and principles.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
K14: Working with the board and other company leadership structures.
Skills must have for Mapping Point 1:
S1: Use horizon scanning and conceptualisation to deliver high-performance strategies focusing on growth/sustainable outcomes.
S2: Set strategic direction and gain support for it from key stakeholders.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
Behavior must have for Mapping Point 1:
B2: Take personal accountability aligned to clear values.
Knowledge must have for Mapping Point 2:
K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K6: Ethics and values-based leadership theories and principles.
K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation, and the sustainability agenda.
K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Mapping Point 2:
S2: Set strategic direction and gain support for it from key stakeholders.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
Behavior must have for Mapping Point 2:
B2: Take personal accountability aligned to clear values.
Knowledge must have for Mapping Point 3:
K3: New market strategies, changing customer demands, and trend analysis.
K5: Systems thinking, knowledge/data management, research methodologies, and program management.
K6: Ethics and values-based leadership theories and principles.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K14: Working with the board and other company leadership structures.
K15: Brand and reputation management.
Skills must have for Mapping Point 3:
S2: Set strategic direction and gain support for it from key stakeholders.
S3: Undertake research, and critically analyse and integrate complex information.
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
Behavior must have for Mapping Point 3:
B2: Take personal accountability aligned to clear values.
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.
Knowledge must have for Mapping Point 4:
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people, and culture and sustainability.
K6: Ethics and values-based leadership theories and principles.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K8: Financial strategies, for example, scenarios, modeling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non-financial information such as the implications of sustainable approaches.
K9: Financial governance and legal requirements, and procurement strategies.
Skills must have for Mapping Point 4:
S5: Lead and respond in a crisis situation using risk management techniques.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
S12: Oversee procurement, supply chain management, and contracts.
Behavior must have for Mapping Point 4:
B2: Take personal accountability aligned to clear values.
Knowledge must have for Mapping Point 5:
K5: Systems thinking, knowledge/data management, research methodologies, and program management.
K6: Ethics and values-based leadership theories and principles.
K17: Crisis and risk management strategies.
K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Mapping Point 5:
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
S5: Lead and respond in a crisis situation using risk management techniques.
S8: Apply principles relating to Corporate Social Responsibility, Governance, and Regulatory compliance.
Behavior must have for Mapping Point 5:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Mapping Point 6:
K6: Ethics and values-based leadership theories and principles.
K10: Organisational/team dynamics and how to build engagement and develop high-performance, agile and collaborative cultures.
K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity, and inclusion.
K18: Coaching and mentoring techniques.
Skills must have for Mapping Point 6:
S2: Set strategic direction and gain support for it from key stakeholders.
S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
S15: Give and receive feedback at all levels, building confidence and developing trust, and enabling people to take risks and challenges where appropriate.
S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Behavior must have for Mapping Point 6:
B1: Work collaboratively enabling empowerment and delegation.
B4: Value difference and champion diversity.
B5: Seek continuous professional development opportunities for self and wider team.
Knowledge must have for Mapping Point 7:
K6: Ethics and values-based leadership theories and principles.
K10: Organisational/team dynamics and how to build engagement and develop high-performance, agile and collaborative cultures.
K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity, and inclusion.
Skills must have for Mapping Point 7:
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
S15: Give and receive feedback at all levels, building confidence and developing trust, and enabling people to take risks and challenges where appropriate.
S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
S17: Lead and influence people, building constructive working relationships across teams, using matrix management where required.
S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Behavior must have for Mapping Point 7:
B1: Work collaboratively enabling empowerment and delegation.
B4: Value difference and champion diversity.
B5: Seek continuous professional development opportunities for self and wider team.
Knowledge must have for Mapping Point 8:
K12: Influencing and negotiating strategies both upwards and outwards.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
Skills must have for Mapping Point 8:
S19: Manage relationships across multiple and diverse stakeholders.
S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating, and using advocacy skills to build a reputation and effective collaboration.
Behavior must have for Mapping Point 8:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Mapping Point 9:
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture, and sustainability.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K12: Influencing and negotiating strategies both upwards and outwards.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
Skills must have for Mapping Point 9:
S2: Set strategic direction and gain support for it from key stakeholders.
S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.
S19: Manage relationships across multiple and diverse stakeholders.
Behavior must have for Mapping Point 8:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Mapping Point 10:
K15: Brand and reputation management.
K20: The organisation’s developing communications strategy and its link to their area of responsibility.
Skills must have for Mapping Point 10:
S2: Set strategic direction and gain support for it from key stakeholders.
S21: Shape and manage the communications strategy for their area of responsibility.
Behavior must have for Mapping Point 10:
B1: Work collaboratively enabling empowerment and delegation.
Knowledge must have for Mapping Point 11:
K3: New market strategies, changing customer demands, and trend analysis.
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people, culture, and sustainability.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Mapping Point 11:
S3: Undertake research, and critically analyze and integrate complex information.
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives and drive continuous improvement.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
Behavior must have for Mapping Point 11:
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.
Knowledge must have for Mapping Point 12:
K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K9: Financial governance and legal requirements, and procurement strategies.
Skills must have for Mapping Point 12:
S3: Undertake research, and critically analyse and integrate complex information.
S8: Apply principles relating to Corporate Social Responsibility, Governance, and Regulatory compliance.
S12: Oversee procurement, supply chain management, and contracts.
Behavior must have for Mapping Point 12:
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.
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.
