BA Social Care Leadership

Social care degree UK. 8 assessed courses, 3,600 notional hours, tuition-free.

Online or on campus

36 months360 creditsEnglish

Overview

Social care degree UK. BA Social Care Leadership at University of Brigant: 8 assessed courses, 360 credits and 3,600 notional learning hours, at 10 hours per credit. The hours on each course add up to that total. Seminars run online. An Edinburgh campus route is published separately from this online award. This award is academic. It is not a social-work, youth-work, or care registration. BA Social Care Leadership is taught as one award, not a list of unrelated modules. The published length is 36 months, and the credit total is 360. Students move from The service and the patient record through The service and the patient record; Access, flow, and delay; Quality and incident notes; Workforce and roster; Law, consent, and the limit of the award; Capstone: service file, and finish on Honours file in Social Care Leadership. Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use. The award is built so that a graduate can do the following in practice: Produce a professional file in Social Care Leadership Choose a method and write what the evidence cannot support Keep a record a third party can review Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.

Each credit is 10 notional learning hours. The courses add up to 360 credits and 3,600 hours. This award is academic. It is not a social-work, youth-work, or care registration.

Who This Programme Is For

People already working around Social Care Leadership
Career-changers who can study without leaving their city
Teams who need a file they can review, not a slogan

Faculty spotlight

University of Brigant supervises the courses and the final assessed file. Supervision is assigned from the school that owns the award.

How you can study

Recommended

Study online

100% tuition-free online

Online tuition is free. Online examinations are free. There is no exam fee for online study.

✦ Tuition: £0 / $0
✦ Examinations are free. There is no exam fee.
✦ Learn from anywhere · Live online seminars

Apply online →

On-campus study

Study at our campus

Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.

✦ Tuition: £7,500 / US$9,500/year
✦ Location: 3 Lady Lawson St, Edinburgh EH3 9DS, United Kingdom
✦ Campus examinations are charged
✦ In-person seminars, library & student services

Apply for campus →

What You Will Learn

Produce a professional file in Social Care Leadership
Choose a method and write what the evidence cannot support
Keep a record a third party can review
State the limit of the award
Submit the final project inside the published hours

Curriculum

Stage 1 — 900 hours

Code	Course	Credits · hours
SS1U601	The service and the patient record The service and the patient record (SS1U601) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can describe how people, records, and decisions move through one service, and separate cause from harm, using The service and the patient record as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a pathway description, an incident summary, and an information standard. Seminar time is for the decision, not for reading the materials aloud. Assessment is a brief a service manager could use, with the evidence attached. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a licence to practise nursing, medicine, or any other clinical profession. SS1U601-M1 · Pathway, payment, records, and the bottleneck — The service and the patient record SS1U601-M2 · Incident, harm, cause, and the change that prevents a repeat — The service and the patient record SS1U601-M3 · Indicators, privacy, and misuse of a report — The service and the patient record SS1U601-M4 · Quality, safety, and the limit of the data — The service and the patient record SS1U601-M5 · Service design for a named population — The service and the patient record SS1U601-M6 · A service or informatics brief with evidence and a recommendation — The service and the patient record	45 · 450 h
SRRUK02	Access, flow, and delay Access, flow, and delay (SRRUK02) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Access, flow, and delay as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. SRRUK02-M1 · Position, rivals, and the choice in front of the organisation — Access, flow, and delay SRRUK02-M2 · A financial result and the operational cause — Access, flow, and delay SRRUK02-M3 · The decision, the team, resistance, and the plan — Access, flow, and delay SRRUK02-M4 · Stakeholders and what they can block — Access, flow, and delay SRRUK02-M5 · Ethics and the limit of the recommendation — Access, flow, and delay SRRUK02-M6 · A consulting brief: problem, evidence, recommendation, defence — Access, flow, and delay	45 · 450 h

Code

Course

Credits · hours

SS1U601

The service and the patient record

The service and the patient record (SS1U601) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can describe how people, records, and decisions move through one service, and separate cause from harm, using The service and the patient record as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a pathway description, an incident summary, and an information standard. Seminar time is for the decision, not for reading the materials aloud. Assessment is a brief a service manager could use, with the evidence attached. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a licence to practise nursing, medicine, or any other clinical profession.

SS1U601-M1 · Pathway, payment, records, and the bottleneck — The service and the patient record
SS1U601-M2 · Incident, harm, cause, and the change that prevents a repeat — The service and the patient record
SS1U601-M3 · Indicators, privacy, and misuse of a report — The service and the patient record
SS1U601-M4 · Quality, safety, and the limit of the data — The service and the patient record
SS1U601-M5 · Service design for a named population — The service and the patient record
SS1U601-M6 · A service or informatics brief with evidence and a recommendation — The service and the patient record

45 · 450 h

SRRUK02

Access, flow, and delay

Access, flow, and delay (SRRUK02) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Access, flow, and delay as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

SRRUK02-M1 · Position, rivals, and the choice in front of the organisation — Access, flow, and delay
SRRUK02-M2 · A financial result and the operational cause — Access, flow, and delay
SRRUK02-M3 · The decision, the team, resistance, and the plan — Access, flow, and delay
SRRUK02-M4 · Stakeholders and what they can block — Access, flow, and delay
SRRUK02-M5 · Ethics and the limit of the recommendation — Access, flow, and delay
SRRUK02-M6 · A consulting brief: problem, evidence, recommendation, defence — Access, flow, and delay

45 · 450 h

Stage 2 — 900 hours

Code	Course	Credits · hours
SRHUY03	Quality and incident notes Quality and incident notes (SRHUY03) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Quality and incident notes as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. SRHUY03-M1 · Position, rivals, and the choice in front of the organisation — Quality and incident notes SRHUY03-M2 · A financial result and the operational cause — Quality and incident notes SRHUY03-M3 · The decision, the team, resistance, and the plan — Quality and incident notes SRHUY03-M4 · Stakeholders and what they can block — Quality and incident notes SRHUY03-M5 · Ethics and the limit of the recommendation — Quality and incident notes SRHUY03-M6 · A consulting brief: problem, evidence, recommendation, defence — Quality and incident notes	45 · 450 h
STFS604	Workforce and roster Workforce and roster (STFS604) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Workforce and roster as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. STFS604-M1 · Position, rivals, and the choice in front of the organisation — Workforce and roster STFS604-M2 · A financial result and the operational cause — Workforce and roster STFS604-M3 · The decision, the team, resistance, and the plan — Workforce and roster STFS604-M4 · Stakeholders and what they can block — Workforce and roster STFS604-M5 · Ethics and the limit of the recommendation — Workforce and roster STFS604-M6 · A consulting brief: problem, evidence, recommendation, defence — Workforce and roster	45 · 450 h

Code

Course

Credits · hours

SRHUY03

Quality and incident notes

Quality and incident notes (SRHUY03) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Quality and incident notes as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

SRHUY03-M1 · Position, rivals, and the choice in front of the organisation — Quality and incident notes
SRHUY03-M2 · A financial result and the operational cause — Quality and incident notes
SRHUY03-M3 · The decision, the team, resistance, and the plan — Quality and incident notes
SRHUY03-M4 · Stakeholders and what they can block — Quality and incident notes
SRHUY03-M5 · Ethics and the limit of the recommendation — Quality and incident notes
SRHUY03-M6 · A consulting brief: problem, evidence, recommendation, defence — Quality and incident notes

45 · 450 h

STFS604

Workforce and roster

Workforce and roster (STFS604) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Workforce and roster as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

STFS604-M1 · Position, rivals, and the choice in front of the organisation — Workforce and roster
STFS604-M2 · A financial result and the operational cause — Workforce and roster
STFS604-M3 · The decision, the team, resistance, and the plan — Workforce and roster
STFS604-M4 · Stakeholders and what they can block — Workforce and roster
STFS604-M5 · Ethics and the limit of the recommendation — Workforce and roster
STFS604-M6 · A consulting brief: problem, evidence, recommendation, defence — Workforce and roster

45 · 450 h

Stage 3 — 900 hours

Code	Course	Credits · hours
ST5SL05	Law, consent, and the limit of the award Law, consent, and the limit of the award (ST5SL05) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Law, consent, and the limit of the award as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree. ST5SL05-M1 · Forum, rule, and parties — Law, consent, and the limit of the award ST5SL05-M2 · Claim, counterclaim, and the facts that would change the result — Law, consent, and the limit of the award ST5SL05-M3 · A clause, briefing, or policy note for a named audience — Law, consent, and the limit of the award ST5SL05-M4 · Sources, revision, and the strength of the authority — Law, consent, and the limit of the award ST5SL05-M5 · Institutions and the limit of the award — Law, consent, and the limit of the award ST5SL05-M6 · A supervised paper: question, sources, argument, and defence — Law, consent, and the limit of the award	45 · 450 h
SSVSZ06	Capstone: service file Capstone: service file (SSVSZ06) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone: service file as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. SSVSZ06-M1 · Position, rivals, and the choice in front of the organisation — Capstone: service file SSVSZ06-M2 · A financial result and the operational cause — Capstone: service file SSVSZ06-M3 · The decision, the team, resistance, and the plan — Capstone: service file SSVSZ06-M4 · Stakeholders and what they can block — Capstone: service file SSVSZ06-M5 · Ethics and the limit of the recommendation — Capstone: service file SSVSZ06-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone: service file	45 · 450 h

Code

Course

Credits · hours

ST5SL05

Law, consent, and the limit of the award

Law, consent, and the limit of the award (ST5SL05) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can say who decides, under which rule, and draft a note a professional could read, using Law, consent, and the limit of the award as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a statute or instrument, a case or policy paper, and a commentary. Seminar time is for the decision, not for reading the materials aloud. Assessment is a memo or draft clause with sources and a revision note. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course is academic. It does not admit the student to practise law and it is not a qualifying law degree.

ST5SL05-M1 · Forum, rule, and parties — Law, consent, and the limit of the award
ST5SL05-M2 · Claim, counterclaim, and the facts that would change the result — Law, consent, and the limit of the award
ST5SL05-M3 · A clause, briefing, or policy note for a named audience — Law, consent, and the limit of the award
ST5SL05-M4 · Sources, revision, and the strength of the authority — Law, consent, and the limit of the award
ST5SL05-M5 · Institutions and the limit of the award — Law, consent, and the limit of the award
ST5SL05-M6 · A supervised paper: question, sources, argument, and defence — Law, consent, and the limit of the award

45 · 450 h

SSVSZ06

Capstone: service file

Capstone: service file (SSVSZ06) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone: service file as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

SSVSZ06-M1 · Position, rivals, and the choice in front of the organisation — Capstone: service file
SSVSZ06-M2 · A financial result and the operational cause — Capstone: service file
SSVSZ06-M3 · The decision, the team, resistance, and the plan — Capstone: service file
SSVSZ06-M4 · Stakeholders and what they can block — Capstone: service file
SSVSZ06-M5 · Ethics and the limit of the recommendation — Capstone: service file
SSVSZ06-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone: service file

45 · 450 h

Stage 4 — 900 hours

Code	Course	Credits · hours
SSLTD07	Workplace project in Social Care Leadership Workplace project in Social Care Leadership (SSLTD07) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Workplace project in Social Care Leadership as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. SSLTD07-M1 · Position, rivals, and the choice in front of the organisation — Workplace project in Social Care Leadership SSLTD07-M2 · A financial result and the operational cause — Workplace project in Social Care Leadership SSLTD07-M3 · The decision, the team, resistance, and the plan — Workplace project in Social Care Leadership SSLTD07-M4 · Stakeholders and what they can block — Workplace project in Social Care Leadership SSLTD07-M5 · Ethics and the limit of the recommendation — Workplace project in Social Care Leadership SSLTD07-M6 · A consulting brief: problem, evidence, recommendation, defence — Workplace project in Social Care Leadership	45 · 450 h
SQ3WY08	Honours file in Social Care Leadership Honours file in Social Care Leadership (SQ3WY08) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Honours file in Social Care Leadership as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. SQ3WY08-M1 · Position, rivals, and the choice in front of the organisation — Honours file in Social Care Leadership SQ3WY08-M2 · A financial result and the operational cause — Honours file in Social Care Leadership SQ3WY08-M3 · The decision, the team, resistance, and the plan — Honours file in Social Care Leadership SQ3WY08-M4 · Stakeholders and what they can block — Honours file in Social Care Leadership SQ3WY08-M5 · Ethics and the limit of the recommendation — Honours file in Social Care Leadership SQ3WY08-M6 · A consulting brief: problem, evidence, recommendation, defence — Honours file in Social Care Leadership	45 · 450 h

Code

Course

Credits · hours

SSLTD07

Workplace project in Social Care Leadership

Workplace project in Social Care Leadership (SSLTD07) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Workplace project in Social Care Leadership as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

SSLTD07-M1 · Position, rivals, and the choice in front of the organisation — Workplace project in Social Care Leadership
SSLTD07-M2 · A financial result and the operational cause — Workplace project in Social Care Leadership
SSLTD07-M3 · The decision, the team, resistance, and the plan — Workplace project in Social Care Leadership
SSLTD07-M4 · Stakeholders and what they can block — Workplace project in Social Care Leadership
SSLTD07-M5 · Ethics and the limit of the recommendation — Workplace project in Social Care Leadership
SSLTD07-M6 · A consulting brief: problem, evidence, recommendation, defence — Workplace project in Social Care Leadership

45 · 450 h

SQ3WY08

Honours file in Social Care Leadership

Honours file in Social Care Leadership (SQ3WY08) is a 45-credit course on BA Social Care Leadership, with 450 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Honours file in Social Care Leadership as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

SQ3WY08-M1 · Position, rivals, and the choice in front of the organisation — Honours file in Social Care Leadership
SQ3WY08-M2 · A financial result and the operational cause — Honours file in Social Care Leadership
SQ3WY08-M3 · The decision, the team, resistance, and the plan — Honours file in Social Care Leadership
SQ3WY08-M4 · Stakeholders and what they can block — Honours file in Social Care Leadership
SQ3WY08-M5 · Ethics and the limit of the recommendation — Honours file in Social Care Leadership
SQ3WY08-M6 · A consulting brief: problem, evidence, recommendation, defence — Honours file in Social Care Leadership

45 · 450 h

Career Paths

Health service coordinator
Clinical administration lead
Quality and records officer
Care operations supervisor
Health data coordinator

Programme Highlights

360 credits · 3,600 notional hours · 8 courses
Course hours add up to the programme total
social care degree UK
Seminars run online. An Edinburgh campus route is published separately from this online award.

Assessment

Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.

Admission requirements

Academic entry

A secondary-school leaving qualification, or professional standing considered by admissions
Photo identification

Documents

A statement of about 400 words on why this award fits your work
A CV

Programme questions

How long is the BA Social Care Leadership?

The published duration is 36 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.

Can I study this from my country?

You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.

What does it cost?

Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.

What are the entry requirements?

Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.

How is the programme assessed?

Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.

Will this award be recognised where I live?

Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.

How do I apply?

Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.

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