O'Brien Consultancy Services

This is where our journey begins. Get to know my business and what I do, and how I am committed to quality and great service. Join me as we grow and succeed together. I am glad you're here to be a part of my story.

STRATEGIC ONLINE

  • O'Brien Consultancy will identify the scope of the research. It will cover and present possible future scenarios that apply to your sector and regions in which your organisation operates.
  • Information will be collected, and data will be gathered to bring diverse evidence and perspectives.
  • Identification of appropriate sources of information. 
  • Gather the information and distribute the relevant data.
  • Analyse the findings. 
  • Mark each item in terms of importance in relation to potential risk to the organisation. 
  • Identify the business options to address the issues.
  • Disseminate and discuss the findings and potential impact with stakeholders and decision makers. 
  • Decide what actions need to be taken and trends to be monitored. 

To be effective, analysis needs to be done regularly. Doing so can help your organisation to spot trends early and provide a competitive advantage. Remember, see it, believe it and action it.

OPERATIONAL TOOLS USED

Core strategic management tools using them in a Scottish residential care complex additional support needs context.

  1. SWOT (Strengths, Weaknesses, Opportunities, Threats)
    • Use at  organisational level to assess capacity to meet complex needs (e.g., specialist staff, therapeutic models, physical environment).
    • Understand the history and mission through careful thought out strategic businees development plan using mapping and other techniques.- capabilities and weaknesses come to the fore.
  2. PESTLE (Political, Economic, Social, Technological, Legal, Environmental)
    • Helps anticipate external drivers: funding and workforce pressures, legislative changes (e.g., ASL developments), local integration arrangements with IJBs. Use PESTLE findings to stress-test commissioning and placement models. Audit Scotland+1
  3. Logic Model / Theory of Change
    • Build a clear chain: Inputs → Activities → Outputs → Outcomes (wellbeing, independence, reduced crisis placements). Link outcomes explicitly to Health & Social Care Standards and any local integration strategic outcomes. This is essential for commissioning and inspections. Care Inspectorate+1
  4. Balanced Scorecard (BSC) — adapted for care homes/residential services
    • Four perspectives: Service users’ outcomes (wellbeing & rights), Finance & sustainability, Internal processes (safeguarding, care planning), Learning & growth (workforce competence). Translate to SDS and Care Inspectorate-aligned KPIs. Scottish Government+1
  5. Quality Improvement (QI) methods — PDSA cycles
    • Use Plan-Do-Study-Act for incremental improvement (reducing restraint incidents, improving transitions). Link projects to Care Inspectorate improvement plans and evidence for inspections. Care Inspectorate
  6. Risk register and heat-map
    • Capture clinical/safeguarding, financial, regulatory, workforce and reputational risks. Tie risk owners, mitigations, and trigger points to governance (board/IJB reporting). Use for escalation to Integration Joint Boards if systemic. Scottish Government
  7. Workforce modelling & retention toolkit
    • Scenario modelling for vacancy rates, skill mixes (nurse/specialist support workers), and onboarding needs. Given high churn in social care, plan recruitment, ongoing training and career pathways into the scorecard. (See Audit/sector reporting for retention challenges.) The Times+1
  8. Co-production & stakeholder mapping
    • Map statutory partners (local authority children’s services, health, IJBs), families, advocacy, and regulators. Embed co-production in inspection evidence (service user involvement in care and strategic planning). GIRFEC and SDS require family/individual involvement in planning. Scottish Government+1
  9. Commissioning toolkit & cost modelling
    • Activity-based costing for placements, plus outcomes-based contracting where possible. Use Theory of Change to set outcome payments or milestones for complex needs placements (align with local IJB strategic plans). Scottish Government
  10. Admissions & transitions protocol
    • Use Care Inspectorate admissions guidance and local transition checklists for move-in/move-on planning (especially for children/young people moving to/from education, or adults leaving hospital). This reduces placement breakdowns.

 

BEYOND THE ORDINARY

This is where your organisational journey begins. Learn about my business, what I can do, and my commitment to quality and excellent service. Join me as we grow and succeed together. I am glad you're here to be a part of this story.

Strategic Support for Scotland’s Care  and Independent special schools/organisations Sector

Discover how my Strategic programme strengthens your organisation’s impact.

Tailored Strategy Development

Crafted plans that align with your goals to boost sustainability and influence.

In-depth Sector Analysis

Comprehensive insights to inform actionable and effective organisational decisions.

Sustainability Planning

Long-term approaches ensure lasting success and resource optimisation.

Capacity Building Support

Enhancing team skills and organisational resilience through targeted initiatives.

Stakeholder Engagement

Strengthening connections for increased support and collaborative growth.