Clive Field Email and Phone Number

Executive responsibility for the financial management, control and financial strategy of the Diocese of Portsmouth providing leadership and direction to the finance, procurement, and contracting functions of the Trust.The Diocese comprises 90 parishes across Hampshire, Dorset, Berkshire (except Slough), South Oxfordshire, the Isle of Wight and the Channel Islands. Formed 19th May 1882 the Diocese of Portsmouth has a presence in every community and can offer ministry and mission to all who come to us, working towards the Bishop’s vision of Bringing people closer to Jesus Christ through his church.

Best Beginnings is a national charity established to help give every child in the UK the best start in life and reduce inequalities in outcomes. We aim to improve the health, wellbeing and life-chances of young children of all backgrounds, with a firm focus on tackling inequalities. We forge partnerships and collaborate with parents, local communities, front-line professionals, service providers, professional bodies, academics and policymakers to create, disseminate and evaluate innovative interventions and drive positive change

CoppaFeel! help everyone stand the best possible chance of surviving breast cancer by educating you on the importance of getting to know your boobs and pecs!

Leading Finance team for the set-up of 300-bedded ITU in Bristol in response to Covid-19 Pandemic including establishing governance processes to control expenditure while ensuring a new complex clinical facility could be opened within 25 days.

Led Annual Accounts, Financial Planning & Budget Setting and Financial Performance & Reporting. Introduced new Financial Governance processes to deliver accurate and timely reporting of all aspects of BCH's finances and ensured financial sustainability. Implemented plan to deliver a commercially-focused 'Finance Team of the Future' to support the strategic aim of making BCH a 'High Performing Organisation'.

Birch are a Management Consultancy delivering transformational health service change and sustainable cost improvements.Developed a clinical quality and financial improvement toolkit to address financial balance despite diminishing resources and rising demand by ensuring the effective integration of inpatient and community-based resources to facilitate significant cost reductions and enhance quality of care.

Led financial planning, financial strategy and financial performance. Responsible for Estates & Facilities, Procurement, Performance and PMO teams and all IT Services. Managed £191m Estates Modernisation Programme, continuous improvement plans and direct budgets >£10m.Engaged with key influencers and decision-makers to ensure understanding of requirements and benefits of delivering cost improvements where previously staff had been demotivated and had not been held to account. A new partnership of clinical, operational and corporate staff agreed and successfully implemented a £12.5m 2-year savings plan.Set out a clear vision focussed on customers and their required outcomes to address previously demotivated and disengaged corporate staff. Established a structure of regular meetings for individuals, teams and Senior Managers and introduced regular formal appraisals and so reduced staff turnover and vacancy rates by 50% to cut corporate departments' agency expenditure by £1m pa.Responsible for the Estates Modernisation Programme, a £191m redevelopment of the Trust’s inpatient facilities funded through disposal of surplus assets.Reviewed the Trust’s IT Strategy to ensure it was fit for purpose and utilised mobile-working, telehealth and telemedicine opportunities to improve clinical effectiveness and efficiency.Introduced improved communications with corporate staff through meeting structures, formal 1-to-1 supervision & Personal Development Plans to address very low staff morale

Responsible for the Trust's financial strategy & performance and provided financial leadership to the Board and Executive. Led all contract negotiations and cost improvement plans. Also responsible for Procurement and all Capital Programmes.Partnered with Non-Executives, Clinicians and Operational Managers to develop a financial strategy to replace 1-year plans that had previously simply focussed on doing more work for less money. With greater engagement, a 10-year plan to ensure long term financial sustainability was agreed including £35m savings and £20m growth from new markets and income sources.Negotiated an innovative contractual solution to transfer previously loss-making LD Residential Services by analysing financial information, contractual commitments and legal obligations and prioritising the needs of the service users. As a result, the needs of all stakeholders in the local health economy were met and costs reduced by £3m pa.

Led the Trust's financial performance and sustainability including contract negotiations, Responsible for Corporate Governance, Performance and Information, IM&T and HR.Restructured and rebuilt the Finance Department following a previous significant failure of financial governance. Restored confidence in the team and implemented £11m savings within 12 months.Reviewed and rebuilt the Governance structure that had not identified or responded to financial failure including establishing Board-level committees and an Assurance Framework. Ensured all strategic risks were identified and controls established to minimise organisational risk.Designed and implemented an Integrated Performance Report supported by an Information Recovery Plan to address non-delivery of key operational and quality standards. Led to the sustained improvement of the quantity and quality of data enabling the proactive management of all aspects of the Trust's performance through the introduction of KPIs and a summary of individual strategic business unit performance.

Responsible for financial strategy and management and for providing financial advice and guidance to senior management to ensure financial plans and statutory duties are met.Identified and delivered recurrent Cost Improvements Plans totalling £20m in 3 years following previous over-reliance on non-recurrent actions. Worked in partnership with clinical colleagues to ensure that quality standards were also maintained or enhanced despite significant activity and demand increases.Sold major hospital site ahead of schedule to generate £15m additional funds for the Trust's Consolidation Programme, a complex £125m building project. Negotiated further additional £20m funding from Department of Health following cost overruns due to poor project management controls.