Bev Evans

Partner

Bev Evans, CpFA 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

 

Qualifications

  • 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

Led the co-development with the client of a financial model to support effective system planning in the context of uncertain national planning guidance to ensure that the model had the flexibility and was able to be used and updated by the client to model a range of assumptions and scenarios.

Undertook diagnostic assessment of organisational baselines within an ICP to test a number of conflicting views.  Based on robust analysis and engagement, secured unanimous agreement and buy-in to the baselines and financial plan.

Developed financial framework to underpin robust governance for developing strategic commissioners and provider leads within an ICS which was locally owned and underpinned by a robust Memorandum of Understanding and risk share agreement.

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 development of a hospital modernisation programme to Full Business Case including the financial and economic modelling to include the Comprehensive Investment Appraisal Model (CIAM) and benefits quantification to drive development of a future proofed hospital taking into account efficiencies and changed patient pathways.

 

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