Over the years I have updated regularly here on the sector’s future leaders programme, Ambitious Futures.
I’ve gone on rather a lot about the importance and value of Ambitious Futures and sought to reinforce how essential it is for the future of professional services in the sector and what a great training programme it is for anyone looking to build a career in higher education management.
And it was great last year to see it recognised in the Outstanding Contribution to Leadership Development category at the 2019 THE Awards ceremony.
As the judges put it:
Key achievements in 2017-18 included securing almost 1,000 applications for 28 places, with 50 per cent holding or expected to gain a first-class degree; encouraging increased diversity, with ethnic minority participants comprising 19 per cent of entrants; and creating a new professional development and group coaching programme.
More than 90 per cent of the 2017-18 cohort continued to work in higher education, on average securing a role at one grade higher than those entering direct, in areas including project management, strategy and planning, digital and marketing, international, research support and research excellence framework coordination.
The judges found that “this innovative approach helps to develop personal resilience, adaptability and emotional intelligence in high-achieving graduates”.
The Ambitious Futures Scheme
Ambitious Futures takes the development of high quality future leaders for higher education very seriously. The programme invests in participants’ career development, offers exposure to a range of interesting business areas and work cultures, and provides the foundation for future leadership roles in universities.
It really is an excellent scheme and I have been privileged to be associated with it since the very beginning and latterly as Chair of the Ambitious Futures Board. Wonkhe has, I am delighted to say, long been supportive of the programme too.
But these are extraordinary and challenging times for higher education and in the current circumstances and with the huge financial uncertainties facing the sector we have had to take the exceptionally difficult decision to suspend recruitment to the Ambitious Futures programme for the foreseeable future. This was not a step we took lightly as it continues to be the case, even in the most difficult of times, that the sector needs to train and develop many more professional service leaders. Our sector also needs greater diversity in its leadership and this too is something all of us need Ambitious Futures to nurture and support.
The programme has brought competitive advantage for many universities. The knowledge, skills and abilities of the Ambitious Futures graduates have helped to transform services and processes and managed change across a range of strategic and operational projects.
Ambitious Futures has had, and still has the potential to bring many benefits to a post Covid-19 world, including:
- to attract, develop and retain exceptional talent in our universities’ professional services.
- to nurture future HE leadership potential across the entire sector.
- to contribute to workforce development and career progression.
- to support succession planning strategies.
- to enhance the profile of universities as excellent places to work.
- to develop a talent pipeline for the HE sector.
- to drive transformation, change and improvements in processes and services.
- to deliver added value, high impact outcomes.
- to align knowledge, skills and abilities with strategic and operational priorities.
- to drive a progressive, adaptive and agile approach in HEIs.
Ambitious Futures will return
It is and remains a terrific programme and the success of all Ambitious Futures in their careers and in contributing to their institutions is testimony to its value.
I am confident that Ambitious Futures will return, it is too important and valuable to our sector not to. Until then we will have to celebrate all of those who have made it so successful over the years including AHUA as sponsors of the programme, Tess Brooks, colleagues at University of Nottingham who started it off and supported it consistently (particularly Clare Gough, Sam Potter and Jonathan Lamley but also more recently the Finance team), previous and most recent Chief Executives, Christine Abbot and Sally Jones plus Programme Manager Sam Woolley (who will be managing the programme through to February 2021 when it is formally suspended) as well as all of the partner universities, sponsors, programme directors and, of course, our wonderful trainees. I want to thank all of them so very much for all that they have contributed to
We’ll be back.