Sarah Anne Fulton Tindall BA (Hons)
Sarah Anne Fulton Tindall
Supporting organisations to achieve positive change, either through restructuring, policy and processes, or by ensuring that governance and legislation is adhered to
|Current and previous Board-level experience||
Member of the Appeals Panel, 2018-Present
Litigation and Education, Doncaster Borough Council
Panel Member, 2017-Present
AGE UK Readers Panel
Elected Member of the University Senate, 2016-2017
The University of Sheffield
Investment Panel of the IP development & Commercialisation Fund, The University of Sheffield
Member, 2015 to 2017
University Senate Budget Committee, The University of Sheffield
Process Improvement Steering Group, The University of Sheffield
University Executive Board Estates & Capital Sub-Group Capital Research Assets Sub-Group, The University of Sheffield
Member and Advocate, 2012-2017
Advocacy Committee, PraxisUnico Limited
N8 Research Capital Infrastructure Task Group, Eight Universities in the North of England
European Union’s, European Regeneration Development Fund
Performance Management Board, Yorkshire & Humber ERDF Competitiveness Programme (2007-2013)
Professional Services Executive Committee, The University of Sheffield
Member and Sub-Chair, 2008-2017
Research & Innovation Strategy Group, The University of Sheffield
HIGHER EDUCATION RESEARCH MANAGEMENT CONSULTANT | 2017-PRESENT
Director/Independent Higher Education Strategic Change Advisor and Consultant
THE UNIVERSITY OF SHEFFIELD | 1990-2017
Director of Research & Innovation Services (2008-2017)
Deputy Academic Secretary & Head of Research Office (2002-2008)
Head of Teaching & Learning Support Unit (1996-2002)
Head of Postgraduate & Medical School Planning Division; Faculty of Medicine, Dentistry & Health (1994-1996)
Assistant Registrar & Head of Undergraduate Admissions Office; Faculty of Medicine, Dentistry & Health (1993-1994)
MBChB Curriculum Development & Placement Officer; Faculty of Medicine, Dentistry & Health (1990-1993)
Key Skills and Achievements
· Independently provides expert advice, guidance and consultancy support in change management, innovation and development within the Higher Education sector, particularly Research and Innovation Policy and Management, and their varied stakeholders and partners. Sarah also works with internal stakeholders to help to bring about business transformation against ever-changing and unpredictable external business and policy environments.
· As a Higher Education Research Management Consultant, clients have included: Imperial College, London; The University of Manchester; The University of Warwick; Imperial College, London and The Open University.
GOVERNANCE & RISK
· Significant experience of working within some of the most highly regulated sectors in the world, such as Academia, Healthcare, Dentistry and Quality Assurance.
· Developed Sheffield University’s Framework for Decision-making Relating to Ethical and Reputational Risk. Led the Professional Services Executive Sub-Group that recommended the Framework to the University Council in 2015 in response to the Lord Woolf Enquiry at the London School of Economics. The framework that Sarah helped to inaugurate has since been incorporated into the University’s broader approach to ethical governance and compliance.
· Against the backdrop of a rapidly changing and uncertain external policy and economic environment, created and restructured the new Faculty-facing Central Research and Innovation Service resulting in an increase in new research award income from £78m p.a. in 2009, rising to £162m p.a. in 2016, and £180m in 2017.
· In 2008, in anticipation of Government Science budget cuts (which were realised in 2010), led the amalgamation of four separate research and innovation related functions (75 people) into one central multifunctional service to support all academic departments across Sheffield University. Based on the success of this venture, the University’s two Innovation Centres (housing 20 early stage companies) and the Public Engagement Team were also subsequently integrated within the service.
· Led the process that moved Sheffield University from 40 suppliers of legal services to a panel of three prestigious firms that acted as trusted partners, with an understanding of our strategy and culture. Also stimulated panel competition to drive value for money, with 30% saving on legal expenditure in the first year.
· Co-created Sheffield University’s first Process Improvement Unit in 2012 and became a founding member of its steering group. Since then and 2017, 25 major projects had been undertaken across all functions within the University, including HR, Finance, and Student Services, with a total net saving of £3.2m at June 2016. This Unit is now being used to support a comprehensive structural change programme within the University to ensure its future resilience and growth.
· The Pro-Vic-Chancellors of eight universities had produced a high-profile report setting out the requirement for increased research collaboration between universities – to achieve future global success in the face of greater funding constraint and concentration of research. Personally oversaw the development of four aspects of this collaboration, which together, addressed the entrenched cultural, regulatory and practical barriers to capital equipment sharing; Pricing; Contracts and Legal; VAT and Health and Safety across the eight universities to create a national framework known as the N8 Toolkit. http://www.n8research.org.uk/media/N8-report.pdf. After considerable interactions took place with other parts of the sector, the toolkit was published and launched nationally at a conference in Manchester in 2014 and received praise by Sir Ian Diamond, Chair of the Higher Education Funding Council (HEFCE).
· Held responsibility for tactical and strategic leadership of a newly formed Research and Innovation Service team of 108 people, with an executive team of four and a £15M budget, which combined support, both for income generation and academic development, to produce high quality academic outputs that led to societal and economic impact.
· As a Member of the European Union’s, European Regeneration Development Fund Performance Management Board, Yorkshire & Humber ERDF Competitiveness Programme: 2007-2013, European Union ERDF Boards, which was chaired by the Chief Executive of Sheffield City Council, Sarah oversaw the strategy and reporting on the delivery of £498.5M of EU funds in the areas of Innovation, Enterprise and Sustainable Communities.
· Supported the creation of the first Faculty Graduate School in the Faculty of Medicine and Dentistry and, with the School of Law, developed a revised University/Sheffield NHS Hospital equal opportunities approach to interviewing candidates for undergraduate Medical degree student places.
· Anticipated and influenced national policy development and led on a range of projects that would improve the University’s competitiveness across every aspect of its research effort, including continued global success post Brexit and responding to Government Industrial Strategy and regional economic growth drivers.
· In 2015, led the development of a new strategic approach to IP Development and Commercialisation in response to the University’s uncompetitive position and their subsequent lack of opportunities to grow research partnerships. Created a new team of 12 to design the professional support service and oversaw the development of a new £1m investment fund. As a result of these implementations, commercialisation income increased from £429k in July 2014 to £2.9m in February 2017.
CPD: Understanding Business Law, Salford Professional Dvelopment (Jan 2016)
CPD: Developing a Social Media Strategy (Nov 2014)
CPD: Unlocking your potential and creating better boards: Women as highly effective Directors, Salford Professional Development (Nov 2014)
CPD: Research and Evidence, Government Knowledge (June 2013)
CPD: Coaching and Mentoring, Change Transition (March 2012)
CPD: Brussels in a Day, European Parliament Decision-making and techniques of Modern Lobbying, European Training Institute (June 2011)
CPD: Advanced Business Communication Skills (10 Day Programme) Integral Leadership (Sept 2005)
CPD: Negotiating Industry-University Research Contracts, Cranfield University (Feb 2003)