1. NBEAC Accreditation of a Business School
Syed Zahoor Hassan, PhD Professor, SDSB, LUMS Former Vice Chancellor LUMS
Shaukat Ali Brah, PhD Founding (and Former) Rector KSBL Former Professor & Dean KSBL, AGU and LUMS
April 28-29, 2017

2. Outline Vision and Mission of NBEAC Accreditations Standards
Spirit of Accreditation
Summary

3. NBEAC Accreditation
Question: What is the shortest word in the English language containing the letters: “abcdef”?

4. NBEAC Accreditation
Question: What is the shortest word in the English language containing the letters: “abcdef”? Answer: feedback. Do not forget feedback is one of the essential elements of good communication.
~ Anonymous

5. Vision and Mission of NBEAC
“Enhancing the Quality of Business Education”
Mission (Proposed)
Ensure member institutions surpass the minimum threshold requirements of accreditation of a business or business related degree program
Provide training and support for enhancing the quality of accredited degree programs and employment prospects of graduates
Build capacity for the faculty, staff and administrative support of member institutions

6. Accreditation Standards
Strategic Management
Curriculum
Students
Faculty
Research and Development
Social Responsibility
Resources
Students Placement and External Linkages
Admission and Examination

7. Proformae 1: Strategic Management
Autonomy
Financial support
External participation in academic governance
Internal governance
Sense of vision and mission
Credibility of strategic planning and positioning

8. Strategic Management: Autonomy
Academic: Functioning of statutory bodies demonstrate a strong evidence of a fair, logical, consistent, transparent, effective and efficient decision making
Administrative: The school and academic units head always function in a fair, logical, consistent, transparent, independent, efficient and effective manner in accordance with the policy guidelines of the institution
Financial: The school has a complete authority to disburse an appropriately allocated and documented budget

9. Strategic Management: Autonomy
W=4 (Exceeds the standards)
X =3 (Meets the standard)
Y=2 (Minor Deficiency)
Z=0 (Major Deficiency)
Academic: The functioning of the statutory bodies1 of the business school2 demonstrate a strong evidence of a fair, logical, consistent, transparent, effective and efficient decision making.
Administrative: The head of business school and academic departmental heads are in place and functional. In addition, they always function in a fair, logical, consistent, transparent, independent, efficient and effective manner in accordance with policy guidelines of the institution.
Financial: The school has a complete authority to disburse an appropriately allocated and documented budget.
Academic: The functioning of the statutory bodies of the business school demonstrate a clear evidence of a fair, logical, consistent, transparent and effective decision making.
Administrative: The head of business school and academic departmental heads are in place and functional. Also, they function in a fair, logical, consistent, transparent, independent and effective manner in accordance with policy guidelines of the institution.
Financial: The school has an adequate authority to disburse an appropriately allocated and documented budget.
Academic: The functioning of the statutory bodies of the business school demonstrate some evidence of a fair, logical, consistent and transparent decision making.
Administrative: The head of business school and academic departmental heads are in place and functional. They usually function in a fair, logical, consistent, transparent, independent and effective manner in accordance with policy guidelines of the institution.
Financial: The school has some authority to disburse an appropriately allocated and documented budget.
Academic: The functioning of the statutory bodies of the business school is either non-existent or demonstrate a low level involvement in the decision making.
Administrative: The head of business school or academic departmental heads are neither in place nor completely functional. Also, the functioning is not in a fair, logical, consistent, transparent or independent manner.
Financial: The school has no authority to disburse an allocated budget.
1 Includes board of studies, board of faculty, board of advanced studies and research, academic council or equivalent
2 The “Business School” broadly refers to all departments, schools or colleges offering a degree in business administration, management sciences, commerce, public administration or related areas

10. Strategic Management: Financial Support
W=4 (Exceeds the standards)
X =3 (Meets the standard)
Y=2 (Minor Deficiency)
Z=0 (Major Deficiency)
The business school has generous support generated from the sponsors, agencies, endowment funds, consulting, projects, or executive education.
The school has extensive financial resources3 generated through an established endowment fund, and policies and infrastructure to raise fund.
The sources of funding for the school are diverse and stable to ensure the school is not excessively dependent on a single sources to meet the vision, mission and level of operation requirements in a sustained manner.
The tuition fees constitute less than seventy (70) percent of total budgetary needs of the business school.
The business school has sufficient support created from the sponsors, agencies, endowment funds, consulting, projects, or executive education.
The school has significant financial resources generated through an established endowment fund, and policies and infrastructure to raise fund.
The sources of funding for the school are fairly diverse and stable to meet the vision, mission and level of operation requirements in a sustained manner.
The tuition fees constitute less than eighty (80) percent of total budgetary needs of the business school.
The business school has some support produced from the sponsors, agencies, endowment funds, consulting, projects, or executive education.
The school has some financial resources generated through an established endowment fund, and policies and infrastructure to raise fund.
The sources of funding for the school are somewhat diverse and steady to meet the vision, mission and level of operation requirements in a sustained manner.
The tuition fees constitute less than ninety (90) percent of total budgetary needs of the business school.
The business school has limited support from the sponsors, agencies, endowment funds, consulting, projects, or executive education.
The school has a limited or no endowment fund, policies or infrastructure to raise funds.
The sources of funding for the business school are limited and unstable.
3 Not required at the business school level for a public sector institution

11. Strategic Management: External Participation in Academic Bodies4
W=4 (Exceeds the standards)
X =3 (Meets the standard)
Y=2 (Minor Deficiency)
Z=0 (Major Deficiency)
The membership of statutory and academic bodies cover all stakeholders and at a level exceeding the stature of the business school.
The school has a very active and effective presence5 of national and international members in statutory and academic bodies.
There is a strong evidence of effective implementation and follow-up of decisions and recommendations of these bodies in practice.
The membership of statutory and academic bodies cover all stakeholders at a level commensurate with the stature of the business school.
The school has an active and effective presence of national members in statutory and academic bodies.
There is a clear evidence of effective implementation and follow-up of decisions and recommendations of these bodies in practice.
The membership of statutory and academic bodies cover most stakeholders at a level below the stature of the business school.
The school has an active presence of national members in statutory and academic bodies.
There is some evidence of effective implementation and follow-up of decisions and recommendations of these bodies in practice.
The membership of statutory and academic bodies is ineffective or unrepresentative.
The business school has no active or effective presence of national members in statutory and academic bodies.
There is a very little hint of implementation of decisions and recommendations of these bodies in practice.
4 Includes representatives from other academic and non-academic institutions from within the city, country or globally
5 Includes video link

12. Strategic Management: Internal Governance
W=4 (Exceeds the standards)
X =3 (Meets the standard)
Y=2 (Minor Deficiency)
Z=0 (Major Deficiency)
The business school has a strong legal, fair, unbiased, transparent, effective and efficient functional and departmental hierarchical systems and control mechanism for academic and non-academic departments.
The school regularly generate and disseminate reports of internal and external governance to all relevant stakeholders and takes effective and efficient actions.
The school uses independent and transparent audit system for financial governance, and effectively communicate the findings to all stake holders
The business school has a good legal, fair, unbiased, transparent, effective and efficient functional and departmental hierarchical systems and control mechanism for academic and non-academic departments.
The school periodically generate and disseminate reports of internal and external governance to all relevant stakeholders and takes effective actions.
The school uses independent and transparent audit system for financial governance, and communicate the findings to all stake holders.
The business school has a legal, fair and unbiased functional and departmental hierarchical systems and control mechanism for academic and non-academic departments.
The school normally generate and disseminate reports of internal and external governance to all relevant stakeholders and takes effective and efficient actions.
The business school uses independent audit system for financial governance.
The business school does not have a legal, fair or unbiased functional and departmental hierarchical systems and control mechanism for academic and non-academic departments.
The school seldom generate and disseminate reports of governance to any stakeholders or take effective actions.
The business school does not use independent audit system for financial governance.

13. Strategic Management: Sense of Vision and Mission
W=4 (Exceeds the standards)
X =3 (Meets the standard)
Y=2 (Minor Deficiency)
Z=0 (Major Deficiency)
The faculty, staff, students and other key stakeholders broadly know and share the distinctive, realistic, vision and mission of the business school.
The formal mission, goals, objective and strategy are completely aligned with the vision of the school.
The school has a dedicated and committed leadership team and enough resources to achieve the vision and mission.
There is a strong evidence of tangible steps and measurable outcomes of leading the school towards achieving the vision and mission in last 3 year.
The faculty, staff, students and other stakeholders know and share the distinctive, realistic, vision and mission of the business school.
The formal mission, goals, objective and strategy are generally aligned with the vision of the school.
The school has a committed leadership team and sufficient resources to achieve the vision and mission.
There is a clear evidence of tangible steps and outcomes of moving the school closer to achieving the vision and mission in last 3 year.
The faculty, staff, students and other stakeholders generally share the realistic vision and mission of the business school.
The formal mission, goals, objective and strategy are mostly aligned with the vision of the school.
The business school has a leadership team and some resources to partially attain the vision and mission.
There is some evidence of steps and outcomes of progressing the school on the road to achieving the vision and mission in last 3 year.
The stakeholders barely know or share the vision and mission of the business school.
The formal mission, goals, objective and strategy are scarcely aligned with the vision of the school.
The business school has a weak leadership team or insufficient resources to achieve the vision or mission.
There is no evidence of realizing the vision or mission of the school in recent times.

14. Strategic Management: Credibility of Strategic Planning and Positioning
W=4 (Exceeds the standards)
X =3 (Meets the standard)
Y=2 (Minor Deficiency)
Z=0 (Major Deficiency)
The business school research and prepare a viable strategic plan once every five years and shares the same with relevant stake holders after seeking a formal approval.
There is a strong evidence of active involvement and broad ownership of key stakeholders in development and execution of the strategic plan.
The school monitor and update the strategic plan on a bi-annual basis in light of feedback and new adjustments.
The business school prepare a practical strategic plan once every five years and shares the same with relevant stake holders after seeking a formal approval.
There is a clear evidence of active involvement and wide ownership of stakeholders in development and execution of the strategic plan.
The school monitor and update the strategic plan on a bi-annual basis in light of feedback and new changes.
The business school prepare a workable strategic plan once every five years and shares the same with some stake holders after seeking a formal approval.
There is some evidence of involvement and open ownership of stakeholders in development and execution of the strategic plan.
The school occasionally monitor and update the strategic plan in light of feedback and new revisions.
The business school either prepare a strategic plan irregularly or rarely shares the same with relevant stake holders.
There is a very little evidence of involvement of key stakeholders in development or execution of the strategic plan.
The school hardly monitors or update the strategic plan.

15. Spirit of Accreditation
Consider perspectives of all stakeholders
Faculty, students, staff, alumni, employers and society
Focus on the processes and outcomes
Assessments based on the standards linked to the best practices and established benchmarks
© T/Maker Co.

16. Summary Accreditation review is about: And not about:
Purpose, people, processes and progress (continuous improvement)
And not about:
Pass, recognition, badge of honor or fail
Journey is more important than the destination
© T/Maker Co.

17. Concluding Thought Thank you for your support
“We all need people who will give us feedback. That is how we improve.”
– Bill Gates
Thank you for your support
Together, we can make a difference