Articles / Leadership Foundation for Higher Education: A Complete Guide to Advance HE
Development, Training & CoachingDiscover the history of the Leadership Foundation for Higher Education, its merger into Advance HE, and the comprehensive programmes supporting university leadership development across the UK.
Written by Laura Bouttell • Sun 4th January 2026
The landscape of leadership development in British higher education has undergone a fundamental transformation over the past two decades. What began as the Leadership Foundation for Higher Education (LFHE) in 2004 has evolved into Advance HE—a comprehensive member organisation that now serves over 470 institutions worldwide. For university leaders, governors, and aspiring academics, understanding this evolution is essential for accessing the professional development resources that shape careers across the sector.
The Leadership Foundation for Higher Education emerged from a recognised gap in the British higher education sector. Established in 2004 by Universities UK and SCOP (now known as GuildHE), the organisation was incorporated as a company in October 2003 and registered as a charity in February 2004. Its headquarters were located in Holborn, London, though it absorbed the functions of the Higher Education Staff Development Agency, which had been based in Sheffield.
The Foundation's creation reflected a growing consensus that higher education institutions required specialist support for leadership development distinct from generic management training. Universities operate within a unique ecosystem of academic governance, collegial decision-making, and public accountability that demands tailored approaches to leadership.
Funding came from the four higher education funding bodies of the United Kingdom: the Higher Education Funding Council for England, the Scottish Funding Council, the Higher Education Funding Council for Wales, and the Department for Employment and Learning in Northern Ireland. This cross-national approach ensured the Foundation could serve institutions across all four nations.
By 2014-2015, the Leadership Foundation had grown to encompass 152 universities and higher education colleges in membership. The organisation delivered its work through three primary channels: programmes and events, institutional advice and consultancy, and research on leadership, management, and governance.
The programmes ranged considerably in scope, from introductory offerings for those new to management through to the prestigious Top Management Programme for individuals aspiring to the highest leadership positions. This comprehensive approach established the Foundation as the authoritative voice on leadership development within British higher education.
The merger that created Advance HE was not a sudden decision but rather the culmination of a strategic review examining the future of sector agencies. Sir David Bell, Vice-Chancellor of the University of Reading, conducted a review of the UK's higher education agencies and recommended the creation of "a new, more responsive and holistic sector agency."
The context for this recommendation included significant sector-wide pressures. Public funding reductions for higher education bodies necessitated consolidation to eliminate service overlaps and achieve operational efficiencies. The Bell Review concluded that bringing together complementary organisations would strengthen rather than dilute their impact.
Following several months of preparatory work, including due diligence and engagement with the higher education sector and stakeholders, three organisations agreed to merge:
| Organisation | Focus Area | Founded |
|---|---|---|
| Leadership Foundation for Higher Education | Leadership, governance, management | 2004 |
| Higher Education Academy (HEA) | Teaching excellence | 2003 |
| Equality Challenge Unit (ECU) | Equality and diversity | 2001 |
The new organisation was established on 1 February 2018, with the formal merger completing on 21 March 2018. The Leadership Foundation for Higher Education was officially dissolved on 22 January 2019.
Alison Johns, who had served as Chief Executive of the Leadership Foundation, became Chief Executive of Advance HE. David Ruebain, previously CEO of the Equality Challenge Unit, took on the role of Interim Director of Equality Integration.
The merged organisation retained the core missions of its predecessor bodies. Advance HE continues the Leadership Foundation's work on leadership, governance, and management whilst maintaining the HEA's focus on teaching excellence through the Fellowship scheme and the ECU's commitment to equality through the Athena SWAN and Race Equality Charters.
Advance HE delivers several flagship programmes that represent the continuation and evolution of the Leadership Foundation's most impactful offerings.
Aurora stands as one of the most significant leadership development initiatives in higher education globally. Launched in 2013 under the Leadership Foundation, the programme specifically addresses the under-representation of women in leadership positions across the sector.
The programme takes its name from the Roman goddess of the dawn, who in myth reinvents herself each morning. This metaphor of renewal and flexibility reflects the programme's philosophy.
Since its inception, more than 15,000 women from over 200 institutions across the United Kingdom and the Republic of Ireland have participated in Aurora. The programme targets women up to senior lecturer level (or professional services equivalent) who wish to explore leadership roles and responsibilities.
Aurora explores four key areas associated with leadership success:
| Theme | Focus |
|---|---|
| Identity | Understanding personal leadership identity and values |
| Impact and Voice | Developing presence and influence |
| Core Leadership | Building fundamental leadership capabilities |
| Politics and Influence | Navigating organisational dynamics |
A distinguishing feature of Aurora is that mentoring forms a recommended element of the programme. Delegates work with mentors over the programme duration, typically meeting four to six times. The Adaptive Leadership component introduces approaches to leading change, including concepts of leading without authority, collective leadership, and working with multiple leadership intelligences.
The Top Management Programme (TMP) represents the pinnacle of leadership development for higher education executives. Designed to equip senior leaders with the skills to extend their thinking, TMP is open to senior executives in higher education institutions worldwide.
The programme's alumni network speaks to its influence: over 60 current and former Vice-Chancellors and Principals have completed TMP, with many other participants holding the most senior positions throughout the sector. The alumni network currently exceeds 750 members, providing an ongoing support network for participants.
TMP is structured across multiple residential weeks, with locations including Glasgow for modules covering institutional influence, political leadership, and governance. The programme deliberately challenges participants, providing opportunities to broaden perspectives and act as forces for change at institutional, personal, and professional levels.
The Strategic Leadership Programme (SLP) creates opportunities to rehearse leadership approaches through a participant-centred design. Those completing the programme leave with a tested strategy addressing a live institutional challenge, strengthened skills in influence and governance, and a trusted peer network of senior leaders across the United Kingdom and internationally.
Advance HE provides several other leadership development opportunities:
The Governance Development Programme (GDP) represents a critical component of Advance HE's work, originally created in 2005 and built upon earlier initiatives of the Committee of University Chairs (CUC). The programme engages with approximately 900 governors across the United Kingdom annually.
University governance in Britain operates within a complex framework of charitable status, regulatory oversight, and public accountability. The GDP addresses contemporary challenges facing higher education governance, including financial sustainability, regulatory compliance, and quality assurance.
| Programme Component | Target Audience | Duration |
|---|---|---|
| Induction for New Governors | Those new to HE governance | 1 day (twice yearly) |
| Student Governor Programme | Student representatives on boards | Immersive programme |
| Leading the Board | Aspiring or new board chairs | Multiple sessions |
| Governance Professionals Programme | University secretaries, clerks, governance managers | 4 months |
The Governance Professionals Programme is delivered through virtual workshops alongside face-to-face Action Learning sets. Participants include university secretaries, clerks to governing bodies, and staff in professional support teams central to academic and corporate governance.
Advance HE has developed a Governor Competencies Map as a practical tool supporting individual progression and development needs as well as board-level development planning.
The Professional Standards Framework (PSF) represents a globally recognised framework for benchmarking success within higher education teaching and learning. Originally developed by the Higher Education Academy, the PSF underwent a sector-led review in 2022, resulting in the PSF 2023 which launched on 31 January 2023.
The revised framework emphasises effectiveness and impact, inclusion, and context as fundamental aspects of practice. With greater emphasis on digital technology, professional values, student support, and collaboration, the PSF 2023 ensures relevance wherever and however higher education teaching and learning are delivered.
Fellowship recognition demonstrates professionalism to learners and stakeholders. It is increasingly used by employers across the sector as a condition of recruitment, probation, progression, and promotion.
| Category | Requirements | Focus |
|---|---|---|
| Associate Fellow | Demonstrates key dimensions of practice | Supporting learning |
| Fellow | Evidences all revised dimensions | Teaching and supporting learning |
| Senior Fellow | Different in nature; impact on peers rather than students directly | Leading educational development |
| Principal Fellow | Strategic leadership of teaching and learning | Institutional influence |
From 1 January 2024, Advance HE only accepts fellowship applications based on the PSF 2023. Institutions with accredited programmes continue to confer fellowship on successful participants.
Advance HE's equality charter frameworks, inherited from the Equality Challenge Unit, represent some of the most influential mechanisms for driving institutional change in higher education globally.
Established in 2005, the Athena SWAN Charter (Scientific Women's Academic Network) recognises and promotes commitment to advancing gender equality. Initially focused on women's careers in science, technology, engineering, mathematics, and medicine (STEMM), the charter expanded in May 2015 to include arts, humanities, social sciences, business, and law. It also extended coverage to professional and support staff, technical staff, and transgender staff and students.
Member institutions apply for Bronze, Silver, or Gold awards, each valid for four years. The charter has achieved international reach, with Athena Swan Ireland launching in 2015 at the request of the Higher Education Authority, where accreditation is now linked to institutional eligibility for research funding.
Established in 2015, the Race Equality Charter supports and recognises commitment to tackling racial inequalities. In July 2023, the charter was updated following recommendations from an independent review and sector consultation.
The updated Race Equality Charter covers all aspects of institutional activity, including academic and research staff, professional, technical and operational staff, and students at all levels. Member institutions can apply for Bronze or Silver awards depending on their progress.
Advance HE operates as a member-led organisation currently working with over 470 institutions worldwide. Membership provides access to a comprehensive range of benefits designed to support institutional success.
Following consultation with members, Advance HE developed four themed projects addressing sector challenges:
| Theme | Focus |
|---|---|
| Governing and Leading Transformation | Insights for those overseeing and implementing strategic change |
| Securing Student Outcomes | New models for service delivery and targeted interventions |
| Designing Education for the Future | Innovative approaches to education development and delivery |
| Fourth theme | Sector-specific challenges and solutions |
The Collaborative Development Fund offers grants of between £10,000 and £15,000 annually for member institutions undertaking work on important sector needs aligned with global themes.
Institutions seeking to access Advance HE services have several options:
UK-based higher education providers and international institutions can both hold membership, with tailored offerings for different institutional contexts.
The Leadership Foundation for Higher Education merged with the Higher Education Academy and the Equality Challenge Unit in March 2018 to form Advance HE. This merger followed recommendations from the Bell Review for a single sector agency covering equality and diversity, learning and teaching, and leadership and governance. The Leadership Foundation was formally dissolved in January 2019, though its programmes and services continue under the Advance HE banner.
Yes, Advance HE continues to recognise the Leadership Foundation Fellowship. Fellows can continue to use the post-nominal FLF (Fellow Leadership Foundation). The fellowship was offered to those who undertook qualifying leadership development activity in the 2018-19 academic year, representing the final cohort eligible for this specific recognition.
Aurora is designed for women from higher education institutions in the United Kingdom and Ireland, working up to senior lecturer level or the professional services equivalent. Participants may work in universities, colleges, or related organisations and should have interest in developing and exploring issues relating to leadership roles and responsibilities. Unlike many leadership programmes aimed at those already in leadership positions, Aurora enables engagement with leadership development at an earlier career stage.
Membership fees vary based on institutional size, type, and location. UK higher education providers and international institutions have different fee structures. Advance HE provides tailored membership packages, and interested institutions should contact Advance HE directly for current pricing. Members receive significant discounts on programmes and events, making membership cost-effective for institutions with substantial professional development needs.
The Top Management Programme targets senior executives aspiring to the highest leadership positions, including Vice-Chancellor and Principal roles. It features residential weeks and develops broad strategic thinking. The Strategic Leadership Programme focuses on developing and testing strategies for specific institutional challenges, with greater emphasis on practical application. Both programmes build peer networks, though TMP's alumni network of over 750 members represents a particularly influential cohort within British higher education.
The Professional Standards Framework provides the criteria against which fellowship applications are assessed. Fellowship recognition demonstrates that an individual's teaching and learning practice meets PSF requirements. Since January 2024, all fellowship applications must align with the PSF 2023. Institutions with Advance HE accredited programmes can confer fellowship on successful participants, enabling scalable recognition across the sector.
Yes, Advance HE's equality charter frameworks are used globally to support and transform gender and race equality within higher education and research. Athena Swan has been adopted by institutions around the world, with national schemes operating in Ireland, Australia, and other countries. The frameworks aim to be globally comparable whilst remaining locally contextualised, allowing adaptation to different national and institutional contexts.
The evolution from the Leadership Foundation for Higher Education to Advance HE represents more than organisational restructuring. It reflects the sector's recognition that leadership development, teaching excellence, and equality are interconnected rather than separate concerns. For university leaders and aspiring academics, Advance HE offers a comprehensive pathway for professional development that addresses the full complexity of leadership in contemporary higher education.