Published date
Tuesday, 18 August, 2020

In 2019 we finalised an exciting new corporate strategy, which we developed in collaboration with staff, volunteers and people affected by stroke. This new strategic approach was ratified by our Board of Trustees. Our three corporate goals are:

A. Make stroke a national priority.

B. Ensure everyone affected by stroke has access to rehabilitation and life-long support.

C. Partner with people and communities to help them take action on stroke.

Since then we have created a new operating model, which means we will move to a different structure and adopt new ways of working to more effectively deliver our strategy. We’ll do this by embedding a more forward-thinking, integrated and inclusive culture. 

We paused the work on our new operating model as a result of the coronavirus and lockdown in mid-March, so we could focus our support on those affected by stroke during this challenging time. But as the pandemic restrictions ease we know that now, more than ever, it’s vital that we continue to drive forward the change. Like most other charities, this pandemic and the subsequent lockdown have had a serious negative impact on our income. We are now in a position where we must expedite our plans more quickly so that we become financially sustainable and are able to deliver on our promise to support more people to rebuild their lives after stroke now and long into the future. 

The operating model review has resulted in reducing the number of directorates and Executive Directors and, as we finalise the detail, this will inevitably reduce our overall staff costs by between 10 and 20%. Our planning for this over the last 12 months means we are in a position to minimise the number of staff affected as we proceed with consultation through to next year.

As part of transforming how we work, we are refreshing our service delivery model, with the aim of reaching more stroke survivors in a financially sustainable way. We will say more about this over the coming months. 

Taking our learning from the lockdown, we have also announced to our staff that we will be moving to permanent remote working. Our estates cost us around £2 million per year, which will mean we will have more funds available to support more stroke survivors. Our Life After Stroke Centre will continue to operate in Bromsgrove as usual, providing a focal point for local stroke communities, but also offering shared workspaces for sister charities.

Our strategic corporate goals remain unchanged. We are fully committed to doing everything we can for stroke survivors and their families to rebuild their lives after stroke, whilst we remain financially sustainable.

These are unusual times for everyone and as we all adapt to a new normal it is likely to be an anxious and unsettling time for many. As we move forward with our plans, I would like to thank our dedicated team of staff and volunteers and also all our wonderful clinicians and supporters for their commitment and dedication to supporting people to rebuild their lives after stroke.

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