Mission Statement

Success after Stroke is a Suffolk based charity which provides, through our dedicated team of professional therapists and volunteers, care and support to stroke survivors and their families, helping them to regain confidence and rebuild their lives.

Core Objectives

External

  1. To offer our service to those living in Suffolk, Essex and Norfolk while maintaining a focus around Sudbury/South Suffolk.
  2. Increase awareness in the community of SAS by developing contacts with the health service and related bodies.
  3. Co-operate and assist whenever possible with the Health Service, Social Care and charities engaged in related fields to ensure our service remains relevant.
  4. Encourage members to take an active role in promoting and supporting SAS.

Internal

  1. Encourage members to participate in the broad range of therapies on offer to optimise improvement and encourage, but not insist, that they become independent of SAS over time
  2. Avoid damaging the SAS reputation by diluting the service through excessive expansion.
  3. With their and their families’ involvement, provide members with a bespoke programme of therapies and activities, with clear objectives, and with the stated expectation that members help themselves as much as they can.
  4. Maintain maximum involvement of those with a medical knowledge of stroke at Housekeeping and Trustee meetings.
  5. To monitor the wellbeing of vulnerable members to ensure there is the correct support for them in the community.
  6. Ensure representation of all SAS stakeholders at the committee level.

Therapies/Records/Monitoring

  1. Operate a programme to evaluate the progress of Stroke Survivors, or lack of it, to discuss with families and work out the way ahead, implement a timetable of changed pace and evaluate results.
  2. Ensure training/instruction of all volunteers and therapists is current to ensure continuity of support and a programme of rehabilitation for members.

Finance/Compliance

  1. To maintain uncommitted reserves sufficient to cover 100% of anticipated recurring annual expenditure.
  2. Create and implement the correct balance between in-house funding, including members’ own fundraising programmes, and external grants/donations. These initiatives should not put undue pressure on the volunteers or the regular pool of donors.
  3. Continually review, but in any event not less than every six months, legislation that covers the areas of employment law, Health and Safety, provision of care in the community, Charity Commission guidelines as well as liability insurance, and ensure its implementation where necessary or possible.