REVIEW 23/24
FUNDRAISER SPOTLIGHT
Fundraiser James and his younger brother Alex in the Earls Colne Visitor Centre
Cover: Matt and Helen, part of a group of 20, in Finland for the Arctic Adventure trek
WELCOME
from Jonathan Trower, Chair of Trustees
It’s great to look back on another remarkable year. We met various challenges head-on to deliver significant achievements, but most importantly, we have continued to provide our first-class, free-of-charge, pre-hospital emergency medical service across Essex and Hertfordshire. The demand for our services remains as strong as ever, underscoring the vital role we play in the community.
We continued on our journey to create a Centre for Excellence. Our vision is to build a leading research and education centre through which improvements in pre-hospital care are developed to achieve the best outcomes for people in our region and beyond. We made key appointments and launched crucial projects, such as virtual reality in the pre-hospital setting, a CPR Champion programme in schools and research into head injury care. We remain focused on integrating this work into our operations to benefit patients.
In December 2023, along with three other air ambulance trusts, we were made aware that Specialist Aviation Services Ltd (SAS), who supply and maintain our aircraft together with providing the pilots and co-pilots, were at imminent risk of going into Administration. However, negotiations were underway to sell the business to Gama Aviation Plc. Fortunately, this proved successful and, having considered all options available to us, we novated our existing contracts with SAS across to Gama upon their acquisition. This included those for the supply and fit out of the new aircraft, expected to be operational from June 2024. The possibility of a key aviation supplier going into administration had formed part of our risk register which meant we were as
prepared as we could be to deal with such an event.
Our new contract with Gama allows us to move closer to operating under our own Air Operators Certificate (AOC), meaning we will have greater control – and be less exposed to changes in the marketplace. We have employed the services of an experienced consultant to guide us through the process of obtaining an AOC and anticipate this to be in place by 2026.
We embarked on a joint initiative with two other local air ambulance charities to appoint a Regional Helipad Champion whose objective is to improve the availability of night hospital helipads in the region, as there are currently no major trauma centres that can be accessed by helicopter at night within Essex and Hertfordshire. We aim to improve this position, ensuring our patients have access to the same network of hospitals by day or night.
Unfortunately, fundraising has been impacted by the cost of living crisis through lower levels of individual donations coupled with a slowdown in sign-ups to our Flight for Life Lottery, which is our biggest single source of income. Despite this, I am pleased to note that we have seen a turnaround in our retail business with operational changes resulting in sales increasing 43.4% over the previous year. We will build on this and look for suitable retail premises in the region to continue to open more charity shops.
I am, however, pleased to share that EHAAT demonstrated its financial resilience during the year, culminating in an operating surplus of £3.8m and overall reserves of £52.8m at the year end. Our operating surplus benefited from one exceptional legacy of £2.1m,
whilst our investment portfolio saw uncrystalised gains of £2.1m, further boosting our retained reserves.
Due to the life-saving nature of our work, trustees take a cautious approach with regards to reserves, as closure of the service would be catastrophic to the public we serve. Our Reserves Policy is to hold between 12 and 24 months of free reserves to safeguard the operation of our service for a prolonged period of time should our income fail as a consequence of an unexpected eventuality. At the year end, sufficient free reserves were held to fund 18 months of forecast expenditure. The reserves policy is reviewed annually by the trustees to ensure new legislation or guidance is incorporated.
Our financial results demonstrate that we continue to be well supported by local people and businesses. Together, we’ve weathered external difficulties and a difficult economic landscape, but we take nothing for granted. We know that we must continue to earn loyal support through the work undertaken by our team every day of the year. I’d like to thank our executive team, staff, crew, volunteers, and trustees for their dedication, with special gratitude to Anni Ridsdill Smith, who retired after nearly 13 years. We’re also deeply thankful to our supporters, whose donations, volunteering and awareness efforts help us remain operational, raise the bar in pre-hospital care and continue supporting patients and their loved ones.
Darcie from Rayleigh roller-skated for two hours to raise £230 for her Brownie badge.
A group of 20 trekkers took on our Finland’s Arctic Adventure trek and raised an incredible £23,251.
WHO WE ARE
Trustees
Our trustees guide our strategy, ensuring effective administration and accountability for the charity’s activities and outcomes. They are all devoted volunteers, giving their time and expertise freely to support Essex & Herts Air Ambulance.
Each trustee is specially selected for their skills and experience, which have been prioritised to ensure the charity’s objectives can be met. The skills matrix covers clinical, budgeting, finance, governance, legal, fundraising, marketing, commercial sales, public relations, IT, people management, community and voluntary sector expertise, risk and strategic planning.
Our trustees have four board meetings per year plus an annual strategy day, whilst there are also a number of committees focusing on specific areas of work. The trustees are legally responsible for the charity, complying with the Charity Governance Code and meeting the regulations set out by the memorandum and articles of associations of the charity. In addition to supporting the executive team, trustees are also responsible for protecting the long-term stability of the charity by ensuring there are adequate financial reserves.
Jonathan Trower Chair of Trustees
Ellisa Estrin Trustee
Roy Marfleet Trustee
Michelle Tennens Trustee
Darren Hayward Trustee
Andy Tunningley Trustee
Ramzi Freij Trustee
Claire Smith Trustee
Clive Gilham Trustee
WHO WE ARE
Executive team
The executive team, led by our CEO, Jane Gurney, manages the charity’s day-to-day operations, provides leadership, shapes our strategy, defines objectives, and ensures the charity achieves its goals.
The team is guided by – and remains accountable to – the Board of Trustees. Working closely with them, they develop the charity’s long-term strategy, budget and business plan. The executive team also ensures Essex & Herts Air Ambulance complies with the Charity Governance Code and Fundraising Regulator, together with the Civil Aviation Authority (CAA) and the Care Quality Commission (CQC).
As a local life-saving charity, we bring the hospital to the critically ill and injured patients across Essex, Hertfordshire and surrounding areas. Our service is provided 24/7 by helicopters and by
rapid response vehicles (RRVs). Each critical care team consists of a pilot and co-pilot, a pre-hospital care doctor and a critical care paramedic who can be rushed to the scene of an incident with life-saving support equipment. Our crew deliver advanced clinical care, normally only found in the hospital emergency department. Once stabilised, the patient can be conveyed by air or land to the most appropriate hospital for their needs.
It costs approximately £12 million every year to cover charitable costs and aircraft operations. Without access to National Lottery funding and with only limited government support, we rely upon the generosity and goodwill of the people and businesses of Essex and Hertfordshire to remain operational and keep saving lives.
Jane Gurney Chief Executive Officer
Jonathan Ager Finance Director
Dr Tony Joy Medical Director
Lindsey Tuley People Director
Pam Withrington Fundraising & Marketing Director
Presenters Danny and Jack cycled from their Radio Essex studio in Southend to the EHAAT airbase in North Weald, raising £5,555.
COMMITTEES
Our committees give both the trustees and executive team members the opportunity to have greater involvement and oversight in the key areas of the charity. This means that committee chairs are able to update and advise the Board of Trustees giving them relevant information to empower their decision making. All committees meet at least twice times a year and have representation from at least two trustees who bring relevant experience to the table.
Retail Advisory Committee
Claire Smith, Chair
In last year’s annual review, we highlighted the potential for retail to make a meaningful contribution to the charity’s income generation and brand awareness. I am delighted to report that this year has surpassed all expectations, with our retail division
achieving outstanding growth both operationally and financially. Over the past 12 months, our retail team has contributed an incredible £257k in net income, a remarkable turnaround from the previous year’s £27k deficit.
This growth has been largely driven by the strong focus on pre-loved goods, with donation bags at the heart of our efforts. Through local campaigning and raising awareness of our nine shops and Donation Centre, we have seen a 76% increase in donation bag intake. Our online presence has also gone from strength to strength. We’ve placed a strong emphasis on marketplace platforms such as eBay, launching a Vinted shop and expanding our sales through Facebook. These new income streams have been crucial in driving revenue and promoting the charity’s brand. Looking ahead, we are focused on further expanding our portfolio of
shops and exploring new locations to continue building on this success. As part of our long-term strategy, we are still interested in the potential development of a retail superstore. While this remains an exciting opportunity, we will continue to evaluate its feasibility and the best timing to pursue this goal as we build on the successes of this year.
Audit & Risk Committee
Clive Gilham, Chair
The Audit & Risk Committee consists of three trustees with a mix of financial and commercial experience and meets three times a year. Its primary purpose is to provide an independent oversight function to ensure that all major risks to EHAAT are reviewed and effectively managed – as such its work is informed by the Risk Register. During the year the committee placed particular focus upon assessing the new expendable
endowment trust, actions to manage the impact of high inflation and opportunities for developing legacy income while continuing to oversee the annual independent audit process.
Nominations Committee
Darren Hayward, Chair
The committee’s primary role is to advise the board on the recruitment of future members, ensuring a fair, objective, and transparent process that upholds the trust’s commitment to equality, diversity, and inclusion. Additionally, the committee evaluates the training needs of current board members and conducts an annual review of the Trustee Skills Audit to ensure the board possesses the necessary skills and experience. The Nominations Committee also provides guidance on succession planning for trustees and supports the CEO in recruitment and other matters concerning the executive team.
Clinical Committee
Ramzi Freij, Chair
The Clinical Committee is an important forum that provides an additional link between the clinical leadership team, the executive team and the Board of Trustees. The committee provides oversight in relation to matters that affect the core delivery of emergency healthcare at EHAAT as well as helping to shape strategic development and quality improvement across the clinical service.
Investment Advisory Committee
Andy Tunningley, Chair
The committee continued to follow a clear governance plan - keeping the long-term investment objectives very much in mind whilst monitoring the underlying performance and security of the assets held. Against a very challenging first half of 2023 for
investment markets the committee actively decided to continue with our existing strategy and fund manager. As growth returned, driving up stock prices from mid year, the size of our portfolio grew beyond expectation and was market leading, benefitting from its long-term, diversified growth orientation. In March 2024 the committee was delighted to support the release of the Euros it had previously acquired to protect the charity from foreign exchange fluctuations during the period between placing the order and taking delivery of the new AW169.
OUR VALUES
Our values serve as our compass, influencing how we operate and make decisions. Well-established core values improve the workplace dynamic, and by sharing these with the wider team, we strive to foster a well-organised, committed, and motivated workplace. Our actions are a direct reflection of these values. We want our charity and our brand to reflect them.
Professional
We treat everyone as they would wish to be treated, demonstrating reliability, knowledge, consistency and honesty.
Dedicated
We care about the cause, our patients and each other, putting the people of Essex and Hertfordshire at the heart of everything we do.
Passionate
We take pride in going the extra mile, working above and beyond what is expected of us.
Trustworthy
We foster an open and positive working environment, communicating with one another in an honest, meaningful way.
Innovative
We are lively and dynamic, proactively looking for ways to drive the best clinical practice.
Inclusive
We create a safe and supportive environment, promoting equality and valuing diversity.
Chris, Dixie, and John from Halstead have raised over £1,500 in total for EHAAT around Air Ambulance Week.
OUR CARBON IMPACT AND SUSTAINABILITY
Reduced Waste
Our ‘Follow Me’ printing system allows users to send documents to a shared print queue and release their print jobs from any enabled device, ensuring flexibility and confidentiality. By only releasing print jobs when collected, we reduce unclaimed paper and toner, significantly cutting unnecessary printing and supporting our environmental sustainability goals.
Hybrid RRVs
Our fleet of rapid response vehicles (RRVs) is now fully hybrid with the addition of two Volvo XC90 Recharge plug-in hybrid SUVs, making us the first air ambulance in the UK to use these vehicles in emergency response. Each advancement enhances our ability to deliver critical care while reducing carbon dioxide and harmful emissions. By cutting pollution and improving air quality, we’re not only supporting the health of communities but reinforcing our commitment to sustainability and the fight against climate change.
Third-Party Suppliers
We also take responsibility for assessing the carbon footprint credentials of our third-party suppliers, ensuring they share our commitment to reducing emissions. By holding our partners to the same high standards, we extend our environmental impact across the entire supply chain.
Consolidated Ordering
The charity is also streamlining orders of stationery and consumables to a single delivery day each week, thereby reducing the number of deliveries required, which in turn lowers our carbon footprint.
Fuel
Our Aviation & Operations and Workplace departments are collaborating with other air ambulances to understand how we, as a function, can make changes in reducing our carbon footprint through innovations in fuel types, such as SAF (Sustainable Aviation Fuel), which can reduce CO2 emissions by 80%.
Video Conferencing
We encourage video conferencing to ensure our team can communicate effectively, regardless of location. This reduces the need for travel while keeping everyone connected and working efficiently.
Air Conditioning and Lighting
Timers have been set for air conditioning units across both bases and our headquarters. We also utilise automatic lighting throughout various areas of the charity, ensuring energy consumption is minimised when these systems are not in use.
Information and Education
We recognise the importance of raising awareness around environmental issues and sharing practical ways that crew, staff, volunteers and supporters can contribute to sustainability efforts, whether at work or home. Together, these small actions add up, making a meaningful difference in our local communities and contributing to a healthier planet for future generations.
LOOKING BACK AT THE YEAR
APRIL 2023–MARCH 2024
Penelope from Greenstead Green raised over £998 for EHAAT as part of her school’s London Mini Marathon challenge.
OPERATIONS
As we look back on the year to 31st March 2024, we’re proud to reflect on a year of remarkable growth, innovation and resilience. A key highlight of the year was the delivery of our new, state-of-the-art AW169 helicopter in March 2024, strengthening our ability to deliver critical, life-saving care to the people of Essex and Hertfordshire. Our fleet now comprises two AW169 aircraft and four rapid-response vehicles (Volvo XC90s) across our bases in Earls Colne and North Weald.
The RRVs go on-line when the helicopter shift ends, when the weather is too bad to fly, or when the helicopters require servicing. This allows our teams to continue to respond to incidents in the region when the helicopters are unavailable. Last year, EHAAT teams responded to 1,166 incidents using the RRVs.
Proactive Actions, Smooth Transitions
Following delivery and before becoming operational, our new AW169 aircraft underwent a 12-week
medical fit-out – being equipped with the same specialised medical equipment as our existing AW169 at North Weald. The aircraft was ordered through Specialist Aviation Services (SAS) in May 2022, with an expected delivery in early January 2024 and operational readiness by March 2024.
SAS’s financial difficulties and its sale to Gama through a prepackaged administration posed significant challenges. However, with the potential collapse of SAS long identified as a top risk on our risk register, we were well-prepared and worked diligently with all parties to ensure the aircraft’s delivery without exposing the charity to financial risk.
SAS’s financial difficulties could have jeopardised the operation of our existing AW169 based at North Weald and our leased MD902 based at Earls Colne. However, as part of our proactive transition plan to integrate a second AW169 into service, we arranged for the early termination of the MD902 lease. A pre-existing agreement was in place to return the MD902 to SAS in December 2023, while we chartered another
aircraft short-term from an alternative supplier, Sloane Helicopters Ltd. As a result, we successfully mitigated the risk to our Earls Colne operations and seamlessly transitioned the contract for our North Weald-based AW169 to Gama, ensuring the continuity of our life-saving services.
Enhancing Our Operational Capabilities
The new AW169 is faster, featuring a higher payload capacity and greater fuel endurance than the MD902 it replaces. At the core of this helicopter's capabilities are the significant advancements it brings to patient care. The increased space onboard the AW169 allows us to carry all the vital medical equipment, including blood supplies for critical interventions at the scene. This extra room also ensures that our clinicians can provide the highest level of care, with the freedom to move comfortably and care for patients effectively during transport to major trauma centres and specialist hospitals.
Both AW169 aircraft are maintained by Gama, which also supplies highly
skilled pilots and co-pilots. With a new contract in place, Gama supports our strategic plan to ultimately operate under our own Air Operator's Certificate (AOC), and we are looking forward to collaborating with their team on this pathway to AOC independence.
Breaking Barriers Together
We continue to further strengthen our partnerships with EEAST and the wider NHS through regular meetings and sharing best practices. This ensures Essex & Herts Air Ambulance remains at the forefront of pre-hospital care delivery in the region. We also collaborate closely with other air ambulance charities across the country, sharing resources and expertise to improve patient outcomes. Together, we're driving forward to ensure every patient receives the best possible support when they need it most.
This year, we launched a joint initiative with two local air ambulance charities to appoint a Regional Helipad Champion. This role aims to improve the availability of night hospital helipads in the region. Currently, no major trauma centres are accessible by helicopter at night within Essex and Hertfordshire. With such a limited number of hospital
helipads available at night in our region, we are also addressing this issue with local MPs and nationally through Air Ambulances UK (AAUK).
Our critical care teams have seen a small increase in total activations over the previous year, with helicopter activations rising to 1,507, reflecting a 9.5% increase, and RRV activations decreasing to 1,166, a 5.96% decrease. Medical emergencies saw an increase from 1,040 in 2023 to 1,088 in 2024. Road traffic collisions and other trauma cases showed smaller changes, with 547 and 835 activations, respectively. Across all mission types, our teams delivered exceptional care to every patient.
Despite the challenges faced, our proactive planning and strategic partnerships have ensured seamless operations and continuous life-saving services. With our new AW169 in place and a clear path forward, we remain fully equipped to continue providing advanced pre-hospital care across Essex, Hertfordshire and surrounding areas.
CLINICAL
This past year has seen us driving forward new ideas and clinical innovations while continually looking for ways to improve patient experiences and outcomes. With new initiatives, strategic partnerships and even more focus on collaboration, we have strengthened our clinical operations to meet the evolving needs of our patients and their families.
A New Era in Clinical Leadership
In January 2024, Dr Tony Joy officially stepped into the role of Medical Director, having served as our interim MD since June 2023 – bringing over 10 years of experience as a consultant. Dr Gareth Davies continues to support the senior clinical leadership team as Senior Medical Advisor. Tony and Gareth have worked closely with the charity for a number of years and bring much experience in clinical leadership and pre-hospital service development.
New Clinical Steering Group
As we continue to evolve and strengthen our clinical leadership, 2023 marked an important step forward as we formed our new Clinical Steering Group. With a number of key new roles appointed, including internal appointments to both Clinical Delivery Lead and Clinical Lead positions, the group is dedicated to driving improvements and ensuring our clinical services remain at the cutting edge of pre-hospital care. With a monthly meeting, the Clinical Steering Group plays a crucial role in shaping the clinical strategy. Alongside this, the clinical leadership team has also introduced monthly Clinical Forum meetings which allow the whole clinical team to contribute and participate in clinical quality improvement and development. We have also created team inset days, which take place eight times per year and allow the team to undertake a deep exploration of clinical topics to help ensure EHAAT remains at the forefront of pre-hospital critical care provision.
Targeted Excellence: Special Interest Groups in Action
To define key clinical workstreams, we formed ten Special Interest Groups which bring together experience and enthusiasm from within the clinical team to develop our practice in the following areas:
• Head injury
• Cardiac arrest
• Clinicopathological correlation
• Anaesthesia & analgesia
• Tasking & transfers
• Silver trauma & frailty
• Bleeding patients
• Paediatrics & obstetrics
• Clinical diagnostics
• Environmental illness
As a charity, we are focused on advancing knowledge and improving patient care in these critical areas, ensuring our clinical practices evolve with the latest research and innovations.
Clinical Service
Our mission is to provide high-quality critical care to our communities across Essex and Hertfordshire. Over the last twelve months, we have been tasked to 2,673 missions, treating 1,901 patients. Our critical care teams deliver hospital-level care directly to patients, wherever they are –whether at home, on the roadside, on a building site, at a beach or in a nightclub.
Each critical care team consists of a pilot and co-pilot, a pre-hospital care doctor and a critical care paramedic, bringing expert clinical leadership and enhanced decision-making to support our colleagues from the ambulance service (EEAST). Working seamlessly together, our doctor-paramedic teams combine their expertise to deliver advanced care on scene, providing medical interventions such as anaesthesia, emergency surgery to the chest, blood transfusion and many other advanced treatments usually only available in the hospital setting. With our helicopters and RRVs, EHAAT provides coverage 24 hours a day, ensuring patients are transported to the right hospital in the safest and most timely way.
Strengthening Partnerships
We collaborate with our hospital partners in the region to ensure that patients receive the most compassionate and expert care possible. With two major trauma centres in our region, and a specialist cardio-thoracic centre at Basildon Hospital, we recognise how important it is to work in partnership to ensure smooth transitions of care into the most appropriate receiving hospital. Where time-critical interventions are required, we work with our partners to ensure smooth and seamless clinical pathways for the patients that need it most. One of our major recent developments in this area has been
gaining 24-hour access to Cambridge University Hospital at Addenbrooke’s and access for specialist cardiac bypass treatment (ECMO) for certain patients at Harefield Hospital.
In 2023, we introduced a ‘bundle of care’ for head-injured patients and introduced a number of new clinical interventions, including the placement of arterial lines for invasive blood pressure monitoring for some critically ill or injured patients. At the same time, we incorporated new syringe driver devices that can continuously infuse specialist medications to provide organ support.
Alongside this, we introduced new state-of-the-art ultrasound devices to support the diagnostic capability of our team. We also continue to provide pre-hospital blood products to those with a confirmed or clinically suspected haemorrhage who require a transfusion. A total of 82 patients have required a pre-hospital blood transfusion from EHAAT in the last year.
G-EHAT leaving Addenbrooke’s Hospital
Submitted by young supporter Rufus Canning
Developing a World-Class Clinical Team
Our clinical team has continued to grow in line with our 24/7 service across both bases. On every shift, our clinical operation provides a pre-hospital care doctor and critical care paramedic. Over the past year, we successfully completed a highly competitive recruitment process, bringing on board exceptional critical care paramedics and flight doctors to strengthen our team.
Our critical care paramedics remain a core and essential element in providing care to our patients. Seconded from EEAST for five years following a collaborative recruitment process, they are key in supporting and developing our service as well as providing continuity for the flight doctor cohort, who are generally only with us for twelve month secondments. Our flight doctors’ secondments are filled until late 2026, with applicants from across the UK, Europe, North America and Australasia. We also have a wider group of emeritus clinicians, pre-hospital care consultants and managers who provide clinical supervision, training and service provision. At EHAAT, we are committed to the national Prehospital Emergency Medicine (PHEM) programme, delivering training to several PHEM trainees to support them in becoming the PHEM Consultants of the future.
As is essential for any healthcare organisation, we make it our duty to constantly review, monitor and learn from incidents through our Clinical Risk and Safety Committee (CRSC), which has representatives from all areas of the clinical and operational departments. The committee meets monthly to discuss all reported incidents, which can include clinical, equipment and administrative issues. Through this process, we are able to identify trends or themes to promote our safety culture. Output and recommendations are then published via our safety management system, Radar, and we are able to ensure that learning and education is delivered which in turn maintains and improves the safety of our clinical operation. Through continuous learning, collaboration and development, our clinical team is fully equipped to meet the challenges of providing critical care in even the most demanding situations. We remain committed to advancing our service, ensuring every patient receives the best possible care, wherever and whenever needed.
The Centre for Excellence: Progress in Motion
The development of the Centre for Excellence has been a key focus throughout 2023/24, with several new roles established. Across the three areas on which our research and education is concerned, namely Head Injury, Cardiac Arrest and Patient Experience & Outcomes, we’re excited
to share significant progress and a range of impactful initiatives.
This work translates directly into operational improvements for the clinical team to adopt in order to provide cutting edge care to the people of Essex & Hertfordshire. However, the Centre for Excellence’s vision extends wider, with the opportunity to push the boundaries of pre-hospital care through our Research & Scholarship, Innovation, Education & Training and Community programmes. We have delivered a number of courses and masterclasses covering topics across Head Injury, Cardiac Arrest & Patient Outcomes & Experience. We have also delivered several Core Clinical Courses for our clinicians and external training to EEAST.
Expanding Knowledge Through Research and Scholarship
Research and scholarship are integral to our mission. In 2023/24, a number of peer-reviewed journal articles were published, alongside further presentations in various academic fields. One of our longstanding Critical Care Paramedics has commenced a PhD at EHAAT, looking at specialist aspects within the field of head injury, working under the supervision of our clinicians and collaboratively with the Centre for Trauma Sciences of Queen Mary University, London.
In addition, following a competitive application process, we were awarded a prestigious Vice Chancellor’s Scholarship for another PhD student, who will begin their research in late 2024. Understanding patient outcomes and experiences is at the heart of everything we do in clinical care, and over the past year, we have made significant strides in improving access to patient outcome data, including giving our clinical team access to NHS summary records for our patients. We have also worked to embed a feedback mechanism (PHEM Feedback) for patients taken to Basildon Hospital.
Empowering Schools Through CPR Training
We continue to develop our Schools’ CPR workstream and have provided CPR training to hundreds of school children through our “CPR Smart Champions” pilot programme. As this gathers momentum, we will support an increasing number of schools throughout Essex and Hertfordshire with CPR training, including the loan of training equipment and manikins to enable children to access training that would otherwise not be available. By offering training to teachers and students and with ongoing support from medical professionals, we strive to ensure our Champions will gain the confidence and skills to pass on these vital, life-saving techniques.
Exploring the Future of CPR Training with VR
We are excited to be recruiting a Virtual Reality Fellow in partnership with Medical Realities, a groundbreaking role that will explore new training opportunities using cutting-edge VR technology. This fellowship will play a pivotal role
in advancing our CPR programme, focusing on improving bystander CPR and defibrillation rates. The successful candidate will work closely with our operational and charity teams, shaping the future of pre-hospital care and defining our trajectory in VR technology. This unique collaboration with Medical Realities will also provide opportunities to innovate within the hyperacute phase of critical illness, identifying new ways to enhance clinical care while contributing to the long-term growth of our charity.
Continuity of aftercare
Our Patient & Family Liaison Team (PFLT) provides an essential supportive interface for our patients and their relatives in the aftermath of devastating injury, illness or death. The PFLT is busy across the large geographical area which EHAAT serves, helping patients and their families in both the early phases of coming to terms with what has happened and also providing continuity of aftercare for those who require it. Their service brings heightened compassion, thoughtfulness and reflection to the patient journey alongside the ‘frontline clinicians’. The PFLT led a large Patient Day in 2023 and continues to develop this essential function to maximise the support that we can offer.
Clinical Governance
Every Tuesday, we continue to hold Death & Disability (D&D) case review meetings at our North Weald airbase which provides our clinicians with a whole day of reflective learning and enables our governance team to assure the high quality of care provided at EHAAT. Additionally, we benefit from the insights of a forensic
pathologist, who collaborates with us to provide clinicopathological correlations – using post-mortem findings to deepen our understanding of certain patient cases. Our D&D days remain a pillar of clinical governance and each is chaired by one of our governance consultants.
Every three months, we also host a Clinical Governance Day at North Weald. This is an external meeting which brings in experience and input from the wider community and focuses on clinical areas of interest. We also discuss (in confidence) clinical cases where there are interesting discussion and learning points that pertain to the theme for the day. We are pleased to be able to host these well-attended days at our North Weald facility, helping to further raise our profile and build partnerships with colleagues across the sector.
Care Quality Commission: Building on Our ‘Outstanding’ Rating
Following our ‘Outstanding’ rating from the Care Quality Commission (CQC) in 2022, we remain focused on delivering exceptional pre-hospital care where it’s needed most. Our active engagement with the CQC ensures we stay ahead of regulatory standards, adapting smoothly to new processes. Through our governance system and regular audits, we continue to enhance the quality of our service. Patient experience is always at the heart of our work, with the Quality Assurance Working Group meeting regularly to identify and discuss changes or challenges that might affect service delivery, fostering ongoing improvements in care and outcomes.
GENERATING FUNDS
Over the past year, we’ve marked significant achievements and historic milestones as we expanded our fundraising strategies. Despite the increasing cost of living in the UK and tighter economic conditions, we continued diversifying income streams, and this has been met with incredible support from local people and businesses. From our ambitious “Building our Future Fleet” campaign to the steady growth of our Regular Giving programme, we remain focussed on continuing to deliver a first-class pre-hospital emergency medical service.
Fundraising: Reflecting on the Past, Pressing Ahead For the Future
In July 2023, we celebrated our 25th anniversary – a significant milestone that underscores our journey and the amazing support we’ve received since our story began in 1997. This landmark year not only presented opportunities to look back at past successes but also to press ahead with our ambitious goals for the future. We continued to expand our fundraising efforts through ongoing diversification strategies supported by several key initiatives.
We launched our ‘Thank-a-Thon,’ where the entire EHAAT family –from fundraising to clinical teams, operations, our executive team,
trustees and volunteers – took to the phones to call supporters, simply to say, ‘thank you.’
Our annual Motorcycle Run and Harwich Fun Day in September was hugely successful, attracting around 4,000 participants and raising £25,000 for our life-saving service.
Throughout the summer of celebrations marking a quartercentury of critical care, our reflections also extended to the many patients whose lives have been changed by EHAAT’s service. We shared patient stories such as Alistair Hopper, Bill Shiells, and one of our earliest patients, Ken Bailey. Their incredible
recoveries demonstrate the vital role our supporters play in fuelling our mission, building resilience and providing first-class pre-hospital care.
In December, we marked a milestone with a special 25-Year Celebration issue of our Flight for Life magazine. This edition reflected on our journey since 1997, highlighting the patients, supporters, crew, and staff who have been essential to our mission and growth, and the reason we remain operational today.
Building Our Future Fleet
This campaign aimed to raise £1million by March 2024 to help us secure our second owned AW169 helicopter, allowing us to maximise patient outcomes and deliver our ambitious strategic objectives.
Through a combination of personal gifts, gifts in Wills and corporate gifts and grants, we raised nearly £800,000 which took us a huge step closer to fulfilling this ambition, thereby allowing us to strengthen our operational resilience for the future. The success of this new fundraising initiative reflects the deep personal commitment of both individuals and businesses to our mission whose support has been invaluable.
Rising Numbers in Regular Giving
Our Regular Giving programme has continued to grow with total income for the year of over £500,000, with associated Gift Aid claimed in addition. This vital financial support helps us cover the significant costs of our operations, which exceed £12 million annually. The growth of our programme was also reflected in our supporter base, as we welcomed over 3,100 new regular giving supporters throughout the year. By March 2024, the total number of regular giving supporters reached 6,814 – a
reflection of the growing number of supporters committed to ensure EHAAT can continue to provide the highest level of care to patients in their time of need. The improvements we’ve seen in our Regular Giving programme undoubtedly give us a strong foundation to build upon as we look to deepen our connection with the communities we serve, and inspire even greater support.
In Memory and Legacy Income: New Initiatives to Strengthen Impact
Our ‘in memory’ income remained strong during this period, with £296k received from generous supporters honouring their loved ones. We introduced three Gifts in Wills products and made significant progress optimising this area of fundraising working with Legacy Voice, a specialist consultancy focused on helping charities raise more money via legacy giving. Their team offers strategic advice and creative services, helping charities like ours engage more effectively with supporters. Their research-based approach encourages meaningful conversations, giving supporters the opportunity to make a lasting difference through their legacy.
With a new Benefactors Programme, we are better placed to craft
personalised experiences that communicate the profound, lasting impact of legacy gifts. This strategy is also focused on inspiring supporters to envision the long-term benefits of their gift, which significantly advances our mission.
Strong Partnerships Boost Corporate Income
We’re pleased to report that our corporate income grew by £50,000 this year, driven in part by a significant rise in corporate sponsorship, which surpassed £20,000. This growth is also a result of the strong relationships we’ve built with organisations across Essex and Hertfordshire. Our Corporate Fundraising Manager has been at the heart of these efforts, proactively engaging with key partners to forge meaningful and mutually beneficial collaborations that align with our mission. These partnerships not only support our life-saving services but give businesses opportunities to make a tangible difference in their local communities.
Flight for Life Lottery and Raffles
Our weekly lottery remains our largest source of income and by the year’s end, we had 96,498 people playing 176,507 weekly chances in the draw, slightly down on the previous year’s figures of 98,057 and 178,853 respectively.
We continue to use two professional canvassing organisations which represent our values to the wider community. Through contractual terms and conditions, regular meetings and training, we ensure that they follow our values but we also closely monitor their activities. Any complaints received are followed up in detail and are reported to the Board of Trustees each month. During 2023-24, we received and followed up on six complaints out of 28,611 new sign-ups. The activities of these organisations are also regulated by the Gambling Commission and Fundraising Regulator. In our efforts to help protect vulnerable people, we require all canvassers to be Dementia Friends and to attend a dementia awareness training course. Underage players are not permitted to join the Lottery; we also limit the number of
chances that players may have in the lottery.
Like most charities across the UK, we are still feeling the effects of the cost of living crisis, with many people having less disposable income to make regular and one-off donations. This economic squeeze has been particularly noticeable in our raffles, where we’ve seen a significant decline in participation. Our Spring, Summer (which celebrated our 25th anniversary) and Winter raffle generated total ticket sales of £164k compared to £171k for the previous year.
Retail Division Grows, Enhancing the Reach of Our Mission
Our retail division has had an outstanding year of growth, both operationally and financially. The department contributed an amazing £257k net income to the charity, seeing unprecedented year-on-year growth up from a deficit of £27k last year. With pre-loved goods central to success, donation bags have become a key focus, and in this period we have increased our donation bag intake by 76%. This has been achieved
through local campaigning and raising awareness of our nine shops and our Donation Centre.
Our online presence has also flourished, with the eBay platform achieving a 161% increase in sales and a ninefold increase in profits compared to the previous year. As we looked to introduce new income streams within the Donation Centre, we launched a Vinted shop and expanded our presence on Facebook to further drive sales of pre-loved donated items. The operation of the Retail Gift Aid Scheme has been successfully managed during the year, with 4,310 new supporters signed up, generating claims surpassing £100k. Our team’s dedication and innovative strategies have transformed challenges into opportunities, driving significant growth yet it’s also been extremely pleasing to see all nine of our shops traded up year-on-year –achieving 24% growth. As we continue focusing on strengthening community engagement and expanding our reach and impact, we look forward to building even deeper connections and ensuring vital funds are raised to support our life-saving mission.
Volunteers
Our volunteers are key to the success of the charity, sharing in our mission and going above and beyond to make a meaningful difference in their local communities. They not only assist with fundraising activities, events and bucket collections but also take on a wide range of roles such as helping in our shops, manning reception, giving educational assemblies and hosting visitor centre tours at our airbases.
By the year-end, we were supported by over 460 volunteers, contributing hours valued at around £450k that
year. National Volunteers’ Week took place in June 2023, during which we celebrated and thanked our army of dedicated volunteers for their generosity and hard work. We shared a series of volunteers’ stories across social media, raising awareness of their remarkable contributions.
A Fresh Take for Vision 2024
In March 2024, we hosted our Vision 24 engagement event at our North Weald airbase, bringing together both staff and volunteers to share plans for the future in an exciting new
format. The event was incredibly wellreceived, with detailed presentations from operations, clinical, retail and income generation teams, which were praised for their insights. Attendees were excited by the talks on new initiatives, including the Centre for Excellence Major Giving project, the launch of the AW169 helicopter and plans to grow community events, especially in Hertfordshire.
FINANCES
Despite facing a challenging economic landscape, the charity has shown remarkable resilience. While the cost of living crisis has undoubtedly posed challenges, we did see encouraging growth in key areas, such as retail and corporate income, as well as increasing awareness and support across both counties. It is the relentless drive, passion and generosity of incredible local people and businesses who have helped us continue shifting through the gears, strengthening our life-saving services.
As we look forward to seeing our new state-of-the-art AW169 helicopter start service, we’re in a position to drive forward with more exciting plans for the Centre for Excellence, pushing the boundaries of pre-hospital care through our Research & Scholarship, Innovation, Education & Training and Community programmes. Our financial position remains strong, allowing us to safeguard our future and continue delivering exceptional care.
Income Generation
Our regular sources of income remained strong, providing vital support for our life-saving services. Donations and collection tins performed well, up by £178k (9.5%) from last year, above pre-pandemic levels. The growth of retail income from our charity shops and online sales was extremely pleasing, rising £415k (43.7%) on the previous year. However, we did experience some challenges in lottery sales – a decline of £230k as the new players we’ve recruited have not quite replaced those who have cancelled their membership. That said, the overall financial outlook has been bolstered by the dedication of our community. Legacy income in the year benefited from an exceptional £2.1m bequest, which contributed significantly to our total legacy income for the year of £4.6m, up over £1.2m on the previous year. Reported total group income (incoming resources) increased in total by £1.9m (10.8%) over the previous year.
Resources Expended
Total group expenditure (resources expended) increased by £1.8m (12.1%) in the year. This was mainly driven by increased expenditure on Charitable Activities with further planned growth in the Centre for Excellence initiative coupled with the exceptional costs incurred relating to the sale of SAS to Gama Aviation. We also incurred higher ongoing helicopter operating costs thereafter.
Performance Summary
Increases in income meant that, despite the rising costs, we maintained our operating surplus at £3.8m, up slightly on the previous year. Our net cash balances and investments at the year end were £35.4m, down £0.9m from last year as we utilised funds specifically allocated for the purchase of the new aircraft.
Reserves Policy
Free reserves are freely available to be spent on any of the charity’s purposes; these amounts are contained within the General Fund. In this context, reserves exclude tangible fixed assets held for the charity’s use. Our trustees aspire to hold between 12 and 24 months of total expenditure in unrestricted general reserves to safeguard the operation of the service should our income fail or we face an unexpected eventuality. Current unrestricted general reserves represent 18 months’ forecast total expenditure.
Given the ongoing economic uncertainties and our strategy to expand both service delivery and fundraising activities, the trustees consider the current level of reserves to be appropriate. This prudent approach ensures that the charity remains financially resilient, ready to face challenges ahead, delivering advanced pre-hospital care to critically ill and injured patients, day or night.
Investments
Our investment portfolio is now managed by LGT Wealth Management following their acquisition in 2023 of Abrdn’s Charity and Private Client business, but our principal client management team remain the same. LGT is the largest familyowned private banking and asset management group in the world, managing around £250bn for high net-worth private individuals, charities and institutional clients. During the year, our portfolio increased in market value by £2.5m, having a market value at the year end of £28.6m. This is a notional gain only; our investments are held for the medium to long term and are made using professional investment advice. In planning our investment strategy, we consider the security of our investments, our future funding needs and the market returns available for a given level of risk.
Consolidated Balance Sheet as at 31 March 2024
FINANCIAL TABLE
Below we have added a breakdown of the charity’s reserves. All financial information within this Annual Review has been extracted from the charity’s audited financial statement for 2023-2024 to be filed at Companies House.
amounts
OUR COUNTIES
Hitchin
Redbourn
The Ladies and Men’s Club of Redbourn Golf Club chose EHAAT as their Charity of the Year for 2023 and raised an incredible £14,850.
St Albans
Oakwood Primary School raised over £1,000 with their Santa Dash.
Hemel Hempstead
BoxFest, organised by a patient family member, was held to raise funds for EHAAT after Ella was attended by our crew; they raised over £1,800.
Hospitals we regularly fly to
Addenbrooke’s Hospital, Cambridge
Major Trauma Centre
For patients who have sustained severe or multiple trauma.
Basildon University Hospital, Basildon
Cardiothoracic Centre (specialist hospital)
For patients who have suffered heart attacks.
Broomfield Hospital, Chelmsford
Specialist Burns Centre (specialist hospital)
The only specialist burns centre in the East of England.
Colchester General Hospital, Colchester General Emergency Department
Ipswich Hospital, Ipswich General Emergency Department
Hitchin Rock Choir raised over £1,000 by performing all around Hertfordshire in aid of EHAAT.
Addenbrooke’s Hospital Cambridge
Lister Hospital Stevenage
Luton &
Dunstable Hospital Luton
Lister Hospital, Stevenage
General Emergency Department
Particularly for patients who have suffered heart attacks.
Luton & Dunstable Hospital, Luton General Emergency Department
Princess Alexandra Hospital, Harlow General Emergency Department
Queen’s Hospital, Romford
Specialist Neuro-Centre (specialist hospital)
For patients suffering acute neurological emergencies and head or spinal injuries.
The Royal London Hospital, Whitechapel
Major Trauma Centre
For patients who have sustained severe or multiple trauma.
HERTS
Princess Alexandra Hospital Harlow
Queen’s Hospital Romford
The Royal London Hospital Whitechapel
Rainham
Sommer Bailey held an impressive Halloween display to raise over £670.
Braintree
CHF Gym Braintree raised over £1,600 with their beach-themed Christmas pub quiz.
Halstead
The Halstead and District Tennis League hosted their annual Mixed Doubles Charity Cup, raising £2,600.
Earls Colne Airbase (MD902)
ESSEX
Nor th Weald Airbase (AW169)
Broomfield Hospital Chelmsford
Colchester
Alan Hope and Team Flower Power completed the Colchester Soapbox Rally in their yellow submarine boxcar and raised just over £600.
Ipswich Hospital Ipswich
Colchester General Hospital Colchester
Burnham
Peter Elphinstone held a fundraising evening at Burnham Ramblers FC with live music and a raffle to raise over £1,400.
Basildon University Hospital Basildon
Billericay
The students of St Johns School have been fundraising over the past year taking part in sponsored silences, cake sales, chores, exercises, litter picking and more, raising over £5,500.
Your local life-saving charity shops
Stevenage Donation Drop-Off Point
Unit 2/3 Access Business Park, Gunnels Wood Road, Stevenage, SG1 2GR
Braintree
90 High Street, Braintree, CM7 1JP
Buntingford 18 High Street, Buntingford, SG9 9AQ
Burnham-on-Crouch
Rochford
A team of eight employees from the manufacturing company Hanningfield took on the Snowdon Challenge to raise well over £2,000.
50 Station Road, Burnham on Crouch, CM0 8BQ
Eastwood
412 Rayleigh Road, Eastwood, SS9 5PT
Hitchin
Unit 9, Churchgate, Hitchin, Herts, SG5 1DN
Letchworth
17 Eastcheap, Letchworth Garden City, SG6 3DA
Royston
14 Church Lane, Royston, SG8 9LG
Stevenage
14 The Forum, Stevenage, SG1 1EH
West Mersea
Barfield Road, West Mersea, CO5 8QT
PATIENT STORIES
“...when Gemma heard EHAAT’s helicopter, she felt a sense of reassurance and, most importantly, hope.”
Âine’s Story
On New Year’s Day 2023, Âine (25) and her boyfriend Lewis met friends to celebrate at their local pub in South Woodham Ferrers, Chelmsford. As they walked home, a car travelling at 40 miles per hour mounted the pavement, colliding with Âine.
Reflecting on the immediate aftermath, Lewis said: “She was unresponsive on the floor. As I went over to her, the car had driven off, and then my friend was the one who made the call to the ambulance.”
Zoey Spurgeon, a critical care paramedic at EHAAT, was a key figure in our emergency response. Like many of our paramedics, Zoe is seconded to us by East of England Ambulance Service NHS Trust (EEAST) and was stationed on the critical care desk based in the Emergency Operation Centre in Chelmsford. Recognising
the gravity of Âine’s situation, she activated Essex & Herts Air Ambulance.
Despite poor weather, two critical care teams were mobilised. Critical Care Paramedic James Samouelle and Pre-hospital Care Doctors Dr Amy Hughes and Dr Craig Domke arrived within 17 minutes, joining EEAST crew members and Essex Police at the roadside. Our night crew arrived 11 minutes later, with Ben Finbow and Dr Dominic Rayment joining the efforts before taking over Âine’s care.
Âine was disorientated, distressed and having difficulty speaking. Suspecting a brain injury, EHAAT’s team took the decision to convey her to a major trauma centre. Âine sustained a skull fracture with extensive bruising and an extradural haemorrhage. She also fractured a vertebrae in her neck, yet
Alistair’s Story
On Monday 17th April 2023, Alistair Hopper (41) left his home in Stevenage for a typical school drop-off with his daughter, Imogen. When he didn’t return for his 9am work call, his wife Gemma began to worry.
“The kids were just back after the Easter holidays, so it felt like a rushed morning,” reflected Gemma. “When it was five past nine, I did think to myself, that’s really odd. Where is he? Maybe he’s popped to get some milk. And literally, three minutes later, another school mum, who I didn’t know too well, said, ‘how close are you to the school?’ My initial thought was that something happened to Immy, I didn’t suspect Ali at all.”
Gemma was informed that Ali had collapsed outside the school; she quickly jumped into her car and drove around the corner, and what she witnessed “could only be described as like a scene from Casualty.”
she was wearing a rucksack with her laptop, which possibly saved more fractures to her back.
Âine has no recollection of the first five days in the hospital, but when she woke, she couldn’t recall names and asked, “where is my person?” Her family managed to contact Lewis via a video call, and that lit up a beaming smile. She’s worked hard to recover from her brain injury, and tiredness is one of the side effects but her recovery has been ‘better than expected.’
“You are with EHAAT for life once you’ve received care from them. “
“There were ambulances, the fire engine and the police. As soon as I stepped out of the car, an officer took me aside, and I could see people working on him.”
Tom, another parent from the school had sprung into action, after spotting Alistair in distress. He promptly called for an ambulance and began administering high-quality chest compressions. As the East of England Ambulance Service (EEAST) arrived, they utilised an automated device that delivers effective mechanical chest compressions, freeing clinicians to administer other essential assessments and interventions. It was clear everything was being done to give Alistair the best chance of survival, but when Gemma heard EHAAT’s helicopter, she felt a sense of reassurance and, most importantly, hope.
EHAAT’s AW169 helicopter landed close by. Pre-hospital Care Doctor, Dr Phil Naidoo and Critical Care Paramedic, Sinead Keane, assessed Alistair. They decided to transfer him to Lister Hospital in Stevenage, recognising the specialised care he required – a decision that ultimately proved instrumental in Alistair’s remarkable recovery.
As the family reunited with EEAST and EHAAT crew members at our North Weald airbase, they were able to fill in the gaps about Alistair’s incident and learn more about the partnership between EHAAT and the East of England Ambulance Service NHS Trust (EEAST).
“I just wanted to reach out and say thank you again for such a lovely morning. It was amazing to meet the special people who saved Alistair’s life. It was wonderful for him to put faces to the story, and it was such an unforgettable experience for the children. You are all wonderful people. Thank you again.”
“They want to help the public in every way they can to provide the best care. I find that really amazing. It’s worked out far better than we could have ever imagined, and it means a lot to me to spend Christmas with my family and my boyfriend.”
Looking back at the incident and Âine’s recovery so far, Lewis added: “I don’t necessarily think she’d be alive if they hadn’t come to help. Ultimately, every single decision was made for the better. And without having that experience, knowledge and quick response, you would end up with a much worse outcome.”
APRIL 2023–MARCH 2024
Karl and a group from Lind Triumph East London rode 711miles over three days, from Essex to Cheddar Gorge, as part of the I Did It My Way Motorcycle Challenge, doubling their goal and raising £1,000.
FROM OUR CEO
Looking forward to the upcoming year
We stepped into the year with real excitement, energised by our 25th anniversary celebrations and the unwavering support of our community. While it’s proven to be another year of growth, innovation, and impact, it was also a time for reflection—not just on where we are right now, but on how much the charity has evolved over the last 25 years.
It seems like just yesterday, we welcomed the High Sheriffs of Essex and Hertfordshire through the doors of our North Weald airbase to kick off those celebrations – a day that set the tone for an incredible year. From our Thank-a-thon, where the whole charity came together to thank our incredible supporters, to the thousands who turned out for our annual Motorcycle Run and Fun Day—raising over £25,000—the outpouring of support has been nothing short of amazing. It was also thrilling to see one of our long-term supporters, Jane from Hatfield, win our Flight For Life Lottery Superdraw with a jackpot of £25,000!
One of the most memorable moments for me was hearing the stories of
our incredible patients, like those of Alistair and Âine. They truly highlight the life-changing impact our service has on people during their most critical moments. It’s also a reminder of the vital role our supporters play, helping ensure that we are there for those in need when it matters most.
On a personal note, I want to thank absolutely everyone who joined me in celebrating my 20 years of service with this amazing charity. Seeing everyone come together and reading the many messages of support showed me just how far we’ve come together – and each year, we continue to dream bigger and bolder.
I’m incredibly proud to see our vision for the Centre for Excellence come together. The key appointments and innovative projects launched this year are setting the foundation for a research and education hub to drive advancements in pre-hospital care. Like all of you, I’m excited about the impact they will have on patients in our region and beyond.
To cap off the year, we reached another historic milestone – one that will strengthen our life-saving capabilities for years to come. In March 2024, we took the delivery of our new state-of-the-art AW169
helicopter, which will undoubtedly enhance our ability to deliver advanced, 24/7 pre-hospital care to the people of Essex and Hertfordshire. I’d also like to give congratulations to our Special Projects Advisor, Cliff Gale, who was honoured with the prestigious Chair’s Award at the AAUK Excellence Awards 2023. Cliff’s dedication and hard work have been instrumental in shaping our service, and this recognition is so well deserved.
Our critical care teams continue to demonstrate extraordinary dedication, facing challenging situations every day that highlight the importance of our mission. Alongside them, our charity staff and volunteers work tirelessly behind the scenes, ensuring everything runs smoothly—from fundraising and events to the smooth running of our headquarters, airbases, visitor centres, charity shops, donation centres and our online presence.
Thank you to everyone who has been a part of our journey, but most importantly, our patients and supporters. Your trust, generosity and unwavering belief in our mission allow us to continue making a difference to so many lives, helping keep more families together.
Clare and Maire from Southend-on-Sea swam the arctic circle, across time zones and in freezing conditions to raise more than £2,500.
James from Colchester raised over £1,000 by doing a sponsored walk from Colchester Hospital to EHAAT’s Earls Colne airbase.
CLINICAL & OPERATIONS
Clinical
We are constantly seeking to push forward the boundaries of pre-hospital medicine so that we can improve patient outcomes. We have developed our clinical leadership and team structures to enable us to maximise our efforts on clinical development and innovation alongside the forwardthinking Centre for Excellence workstreams. We’re excited for the future as we look to make significant strides forward in several key areas.
We’re firmly focused on the introduction of Video Laryngoscopy (VL), a vital step that will allow our team to perform airway management with enhanced precision. This advanced technology will enable us to intubate patients more quickly and accurately, especially for critically ill and injured patients. By adopting VL, we’ll be able to provide an even higher level of care, making a truly meaningful difference to patients across Essex, Hertfordshire and surrounding areas.
We’re also exploring the benefits of regional anaesthesia techniques, specifically targeted analgesia for injuries such as hip and rib fractures. This advancement would allow us to deliver effective, localised pain relief at the scene, enhancing patient comfort and supporting stabilisation during transfer.
A key area of focus for us is the integration of roadside blood test devices. This advanced technology would enable our team to analyse blood test results right at the scene, providing immediate insights into the severity of head injuries. As a result, our clinicians could deliver more targeted care on the spot and make faster, informed decisions – enhancing patient experiences and improving outcomes during those critical moments
Operations
The main focus for operations over the coming year is advancing towards our goal of securing our own Air Operator’s Certificate (AOC). To achieve this, we’ve formed a Joint Management of Change Task Force with Gama, working collaboratively to reach this important milestone. We expect that by the early months of 2026, Essex & Herts Air Ambulance will be flying under its own AOC. This certification would be a huge milestone, allowing us to directly manage all aspects of our flight operations—from safety and compliance to resource allocation and crew coordination. With an AOC, we’ll have greater control over scheduling and mission planning, enabling us to streamline response times and enhance our adaptability. Ultimately, an AOC will strengthen our commitment to safety and improve our capacity to continue raising the bar in pre-hospital care.
Collaborating for a Stronger Future
We continue to work closely with our neighbouring air ambulances, including EAAA, Magpas, LAA, Thames Valley, Dorset & Somerset and Kent Surrey Sussex. By sharing knowledge and fostering collaboration, we strengthen our ability to provide vital care and continuously raise the bar. Our partnership with EEAST also remains strong as we continue to engage with their new senior management team.
As our partnership with Anglia Ruskin University strengthens, the focus remains on securing joint funding for research projects that will help advance pre-hospital care. As part of AAUK, we’re contributing to the wider air ambulance community by participating in the Environmental Sustainability Strategic Innovation Committee, a new initiative focused on reducing the sector’s environmental impact. We also continue to welcome cross-party MPs and community leaders, keeping them engaged in the work we do and the difference it makes. Together, these partnerships help shape a brighter future for both our service and the communities we serve.
FUNDRAISING
Looking ahead, we’re eager to continue diversifying our income strategies, especially as we navigate the ongoing challenges posed by the cost of living crisis. With a focus on growing our regular giving programme, we’ll bring more supporters onto our CRM system, strengthening relationships with our supporters by offering a more personalised and engaging journey. Additionally, we are committed to developing corporate partnerships that not only align with our values but also contribute positively to the wider community.
A New CRM for a Personalised Journey
To support and set the foundation for this growth, we are scoping and implementing a new CRM system that will streamline our operations and enhance our ability to connect with supporters more effectively. This new system will provide deeper insights into the impact of our fundraising initiatives, allowing us to continually adapt and evolve to meet the needs of our supporters.
It’s pleasing to see that we now have a solid framework in place for developing philanthropy at EHAAT. We look forward to the new perspectives and strategies that our new Head of Philanthropy & Partnerships will bring to our major giving, legacies, trusts, foundations, and corporate partnerships together with our newly formed Development Board. The board will will be instrumental in driving forward
funding for key initiatives including our Centre for Excellence. All of this will significantly enhance our fundraising capabilities over time.
Growing Retail for Greater Impact
In line with our retail strategy, we’re excited to continue expanding our retail division. We will soon be relocating our Mersea Island shop across the road to a larger, more welcoming space, complete with improved donation facilities and convenient parking for easier dropoffs. This move will not only help us increase footfall but also enhance the overall experience for those who shop sustainably with us, whether they’re purchasing pre-loved goods, making donations, or engaging with our charity’s mission.
We’re also thrilled to share the upcoming opening of a new shop in Stevenage, and we’re actively exploring new opportunities in the Colchester area as we prepare to close our current shop there. Alongside these developments, we’ll also be enhancing our ecommerce presence by growing our operations on platforms like eBay and Vinted, increasing the visibility and sales of the wonderful items donated by our supporters.
Through this expansion, we’re creating even more opportunities for supporters to contribute to our cause, helping us raise vital funds while also promoting the reuse of goods, which aligns with our environmental values.
Our shops and online presence offer more than a place to shop; we’re focused on ensuring supporters feel connected to our mission and can make a meaningful impact. To support the exciting growth and potential in this area, we’re appointing a Retail Director who will lead our highperforming and ever-expanding retail team.
Social Strategies with a New Spin
Our communications team is actively exploring new opportunities to boost traffic and engagement through our website, focusing on increasing donations and requests for fundraising packs. Social media remains a key channel for connecting with our supporters, and we are looking at ways to enhance our interaction across Facebook, Instagram, LinkedIn and TikTok.
The team has also begun implementing a more granular approach to campaign tracking across our online activities, enabling us to make data-driven decisions which will improve the performance of future campaigns. We are also preparing for the relaunch of our Flight for Life Lottery in September 2024. With a fresh look and targeted messaging, the relaunch aims to appeal to a wider demographic, engaging both longtime supporters and new audiences alike.
A team of 15 runners ran the London Landmarks Half Marathon, raising a total of £10,369.