RSAS case study


Hilary Barnard provided research services in 2013 and 2014 to RSAS, to develop a strategic analysis to shape the actions of the Board and the Chief Executive.  The Royal Surgical Aid Society (otherwise known as Agecare) was founded in 1862.  With a turnover of around £6.5 million and employing 165 staff, it works to advance standards of excellence in care for older people and ensure that dignity, respect and individual choice is paramount.

Hilary was commissioned by RSAS to provide an in depth examination and analysis of the external environment, its trends, drivers and potential impacts.  This analysis was carried out in parallel with work being undertaken by the University of Worcester on different service models in dementia care.

The strategic analysis considered the external economic, funding and political environment, the commissioning and procurement environment, opportunities emerging as a result of increasing emphasis in public policy in addressing the consequences of rising numbers of people living with dementia, the demands on carers, the directions and actions of competitors and collaborators, and defining the impact on strategic choices, positioning and investment decisions by RSAS.

In the process of undertaking this analysis, Hilary met and spoke in detail with the Chief Executive and Board members, employed a wide range of strategy tools, and reviewed an extensive literature on dementia.  Following circulation of his draft analysis, Hilary facilitated the in depth Board discussion of the report.



The strategic analysis has provided a solid foundation for decision making and on which RSAS can reorient and develop its services in a rapidly changing social and healthcare market.  

The analysis has supported the development of shared strategic thinking amongst Board members, helping them develop an effective consensus in defining the best way forward, using assets prudently and serving the purposes of the charity and its beneficiaries.