Bev is an experienced finance director who has operated at board level in both executive and non-executive director positions in provider, commissioner and regulatory bodies. She has an excellent track record and wide network, and a reputation for helping address challenges through engagement and robust financial analysis, underpinned by systems and processes. Bev is known for her technical expertise and has steered many different organisations through periods of significant financial and operational challenge. She is CipFA fellow.
A consultant for over 15 years, Bev’s focus at CF is securing sustainable financial improvement for clients. She builds understanding and addresses the drivers of providers’ and payors’ deficits and quantifies opportunities for improvement, setting realistic and measurable plans. She is recognised by clients as working alongside them to tackle issues in a practical, pragmatic way, in adherence to the NHS financial regime and recognised best practice, on a range of programmes including business case development, governance reviews, finance system transformation and commissioning strategies.
Key areas of expertise
- * Complex financial modelling and economic appraisal
- * Monitoring and reporting mechanisms
- * Navigating and developing regulatory and incentive design
- * Value for money assessments
- * Coaching system leaders to act as coherent teams
- * Motivating finance leaders and their teams to deliver change
- * Influencing non-finance staff to improve financial viability and sustainability including through improved productivity
- * Chartered Institute of Public Financial Accountants (CIPFA)
- The Associated Chartered Institute of Bankers Trustee Diploma
- DPhil, BA (Hons): English & Applied Social Sciences, University of Kent
Example client projects
A comparative review of the spend and outcomes of two mental health providers to assess the impact of the payor’s spend and investment.
Post-implementation business case review of the value for money of a cardiology unit, working with consultant cardiologists to ensure they understood their cost base, how this related to tariff payments the Trust received, and developing an action plan with them to address a deficit position across the service line.
Led the review of the affordability, ambition, alignment and deliverability of financial plans. We demonstrated the potential for the system to return to run-rate financial balance within 3-5 years, including the resolution of £57m of historic debt, identified actions to improve assurance of delivery, established alignment between system leaders on key priorities for transformation and facilitated the system in gaining regulator support for their direction of travel.
Led on the financial and economic modelling for a pre-consultation business case to ensure it passed the four tests and three conditions to comply with the regulatory assurance process regionally and nationally. This enabled the system to consult and the development of the decision-making business case for service change and improved patient outcomes.
Led on productivity work for an STP focused on identifying priority workstreams, confirmation of impact and return on investment, the establishment of programme architecture and monitoring, and reporting arrangements.