Annual Review 22/23: Behind The Scenes

ANNUAL REVIEW 22/23 BEHIND THE SCENES

Fran Gillott Events Coordinator

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Charlotte Evans Fundraising Coordinator

CONTENTS Welcome from the Chair of Trustees

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Who we are Trustees 7 Executive team 8 Committees 10 Our values 13 Carbon sustainability 14 Looking back at the year Operations 18 Clinical 20 Generating funds 26 Volunteering 31 Finances 32 Our counties 36 Patient stories 38 Looking forward to the upcoming year From our CEO 42 Clinical & Operations 44 Fundraising 46 How you can support us 48

Frequent acronyms used in this document: EHAAT Essex & Herts Air Ambulance HEMS Helicopter Emergency Medical Service AW169 AW169 produced by Leonardo Helicopters MD902 MD902 Explorer RRVs Rapid response vehicles CCP Critical Care Paramedic AAUK Air Ambulances UK EEAST East of England Ambulance Service NHS Trust CQC Care Quality Commission

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WELCOME from Jonathan Trower, Chair of Trustees

I am pleased to report that the charity had a very successful year to 31st March 2023, during the course of which much was achieved. Firstly, and most importantly, we continued to provide our first-class, free-ofcharge, pre-hospital emergency medical service across Essex and Hertfordshire. in recognition of her dedication to expanding and improving pre-hospital care for those in need. Jane has led the Charity since 2003 and is the longest serving CEO of the 21 air ambulance charities in the UK. In December 2022, EHAAT started to fly HEMS night missions from its North Weald airbase. Therefore, the charity is now able to deliver a service in the hours of darkness by helicopter during the shift period, rather than having to rely on Rapid Response Vehicles (RRVs).

During the year, we welcomed inspectors from the Care Quality Commission (CQC) at both of our airbases, our last inspection having taken place back in 2018. The CQC seek to rate the following five areas: effective, safe, caring, well led and responsive to people’s needs.

I’m delighted to report that we were rated as outstanding, the highest rating possible, in all areas. This is a result of which we are very proud, demonstrating the strength of the charity across a wide range of disciplines.

It was an exciting year for the charity as we embarked on an initiative to create a Centre for Excellence. Our vision is to create a leading research and education centre through which improvements in pre-hospital care are developed in order to achieve the best outcomes for people in our region and beyond.

In May 2022, we signed a contract to purchase our second AW169 aircraft.

It is anticipated that this aircraft will be delivered to the UK in January 2024 for its medical fit out and be operational by the Spring . The operation of identical aircraft types is an important step towards our medium-term ambition of holding our own Air Operating Certificate.

In July 2022, we were delighted that CEO Jane Gurney received an honorary degree from the University of Essex

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We bid farewell to Cliff Gale, our Operations Director, this year as he seeks to enjoy a well-earned retirement after almost 16 years with EHAAT. He handed over the reins to our new Aviation and Operations Director, Paul Curtis, an experienced military and HEMS pilot with a strong record in safety management and operations.

The year has seen the continued slow recovery of the charity’s community and corporate fundraising programmes, both of which were adversely affected by the pandemic. Fundraising this year has seen the effects of the cost of living crisis impacting on individual donors. In particular, we have seen a slowdown in sign-ups to our Flight for Life Lottery, our biggest single source of income, coupled with an increase in cancellations from existing players.

I am pleased to report that EHAAT yet again demonstrated its financial resilience during the year, culminating in an Operating Surplus of £3.7m and overall reserves of £46.9m at the year end. Our reserves comprise both restricted reserves and unrestricted reserves. Unrestricted reserves are available to be spent on any of the charity’s purposes. Unrestricted reserves include both free reserves and reserves designated for purposes such as the purchase of our second helicopter. Due to the life-saving nature of our work, the trustees take a cautious approach with regards to reserves, as closure

of the service would be potentially 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 16 months of forecast expenditure, which excludes the £862k designated for the Centre for Excellence. The reserves policy is reviewed annually by the trustees to ensure that any new or changed legislation or guidance is incorporated and to consider any changes in the circumstances of the charity.

EHAAT is committed to increasing the diversification of its income sources to ensure a robust financial model which secures its service for the long term.

The trustees have determined that a key aspect of this is to grow an endowment fund which will deliver a new stream of investment income and offer additional security to the charity into the future.

Our financial results demonstrate that we continue to be well supported by the people of Essex and Hertfordshire in spite of the increasing headwinds faced by the UK economy. However, we take nothing for granted and we know that we must continue to earn that loyal support by the work that is undertaken by our Executive Team and our staff every day of the year.

Therefore, finally, I would like to thank the executive team, all of our staff and volunteers for their hard work and dedication, to thank my fellow trustees for their guidance and support and to welcome our latest addition to the Board of Trustees, Michelle Tennens.

“It’s great to be surrounded by passionate and committed people, all working together to make a difference.”

Michael Perkins Head of Workplace

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“Remaining operational and shaping exciting plans is simply not possible without the goodwill and generosity of the people we serve.”

Jen Wall Workplace Manager

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WHO WE ARE Trustees Our trustees guide our strategy, ensuring effective administration and accountability for the charity’s activities and outcomes. They are all volunteers, giving their time and expertise freely to support EHAAT. Trustees are selected for the skills and experience that have been prioritised to ensure that the charity’s objectives can be met. The skills matrix includes clinical, budgeting, finance and 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

Ramzi Freij Trustee

Clive Gilham Trustee

Darren Hayward Trustee

Roy Marfleet Trustee

Anni Ridsdill Smith Trustee

Claire Smith Trustee

Andy Tunningley Trustee

Michelle Tennens Trustee

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WHO WE ARE Executive Team The executive team, led by our CEO Jane Gurney, manages the day-today operations, provides leadership, shapes EHAAT’s strategy and 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 ensure EHAAT complies with the Charity Governance Code and Fundraising Regulator, together with the Civil Aviation Authority (CAA) and the Care Quality Commission (CQC).

Jane Gurney Chief Executive Officer

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EHAAT, unlike NHS emergency services, is a charity. We bring the hospital to the critically ill and injured patients across Essex, Hertfordshire and surrounding areas. Our free life-saving service is provided 24/7 by helicopters and rapid response vehicles (RRVs) in the hours of darkness.

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 that is 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 £9 million every year to cover all charitable costs and aircraft operations. Without access to National Lottery funding and with only limited support from the government, we rely upon the generosity and goodwill of the people and businesses of Essex and Hertfordshire to remain operational and keep saving lives.

Jonathan Ager Finance Director

Cliff Gale Operations Director

Pam Withrington Fundraising & Marketing Director

Adam Broom Clinical Director

Caroline Beresford People Director

Paul Curtis Aviation & Operations Director

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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 3 times a year and have representation from at least 3 Trustees who bring relevant experience to the table.

Retail Advisory Committee Claire Smith, Chair

Last year’s annual review talked about exploring the opportunities available for retail to make a meaningful contribution to income generation and brand awareness at the charity. I am delighted that this year’s review can

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focus on the significant progress that has been made towards that objective.

Over the last 12 months we have started to see stability and growth in retail with shops responding well to the current economic environment.

This progress is, in large parts, due to the successful recruitment undertaken, and the strong leadership being shown from our retail management. We also continue to celebrate the huge contribution made to shops by our dedicated volunteers that support them. We opened a new shop in Letchworth in August and we are hoping that further new shop locations will be in place imminently. Our retail business has also benefited hugely from the expansion of our online offering, which has positively impacted revenue and also done much to promote brand awareness. Our wonderful volunteer retail advisors, who sit on the Retail Advisory Committee, remain key to

further developing our strategy. We’ve made a number of key decisions this year regarding the warehousing facility and the needs of the business as we progress. Further recruitment and restructuring are planned as we continue to shape the future of our retail strategy. Our long-term objective of further expanding our portfolio, and the potential creation of a retail superstore facility remains.

Audit & Risk Committee

Clive Gilham, Chair

This year saw new Trustee Michelle Tenens join to replace Roy Marfleet who stepped down from this committee, moving across to join the Retail Advisory Committee. The committee’s primary purpose is to provide an independent oversight function to ensure that all major risks to EHAAT are reviewed and effectively managed to include overseeing the

annual independent statutory audit process. During the year, the committee placed particular focus on assessing the IT strategy and security, considering the adequacy of reserves and reviewing plans to respond to likely much higher inflation.

Nominations Committee

Darren Hayward, Chair

The committee’s primary function is to advise the Board on, and assist in, the recruitment of future board members ensuring a fair, objective and transparent process whilst encouraging and promoting the trust’s commitment to equality, diversity and inclusion. The committee also assesses the training requirements of the current board and reviews the trustee Skills Audit annually to ensure the required skills and experience are represented at board level. The Nominations Committee is also responsible for advising on

succession planning for trustees and provides assistance and support to the CEO on recruitment and other matters relating to 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 primary responsibility of the committee remained focused on

monitoring the Charity’s investment portfolio, which demonstrated resilience amid a declining market owing to the diverse nature of our investment strategy. Additionally, the committee conducted thorough research and actively sought professional guidance regarding the establishment of an expendable endowment reserve. This marked the initial phase in creating a fund that, over time, aims to generate a consistent stream of investment income, thereby enhancing the Charity’s financial security. In the course of the year, the Charity made a commitment to acquire a second AW169, with the purchase denominated in Euros.

The committee deliberated on the most suitable approach to secure the required Euros for the transaction, while concurrently minimizing the Charity’s exposure to risks associated with fluctuations in foreign exchange rates prior to completion.

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Hazel Broughton Volunteer, Hitchin shop

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 wellorganised, 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.

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CARBON SUSTAINABILITY

Our commitment to carbon impact and sustainability As a local life-saving charity, we strive to make the very best choices for the environment, our people and our local communities. We’re working with an external company to assess our sustainability across the whole charity, identifying further opportunities to reduce our environmental impact. Below, we’ve detailed some of the key initiatives we’ve undertaken so far.

The building at North Weald has been designed to current BREAM ratings and has achieved an energy performance certificate (EPC) grading of A, the highest possible.

At both airbases, photovoltaic panels have been installed, allowing EHAAT to generate electricity, with excess sold to National Grid.

Electric vehicle charging points have also been installed at both airbases, as well as our headquarters in Earls Colne, giving staff and visitors the option to charge their vehicles while on site.

Two out of our four rapid response vehicles (RRVs) are plugin-in hybrids, and we plan to order two more hybrid RRVs in the near future to ensure our fleet is completely hybrid. EHAAT is the first air ambulance in the UK to purchase the Volvo XC90 Recharge plug-in hybrid SUV for use as part of an emergency response fleet. In addition to providing pure electric driving producing zero tailpipe emissions, these vehicles offer better results when measured against the traditional miles per gallon, reducing fuel costs.

“There has been a whole shift change here at EHAAT from top to bottom. As we look to the future, sustainability remains a standing item on our board meeting agenda. We recently carried out work in conjunction with Carbon Footprint Ltd who, in its most recent Carbon Footprint Appraisal report, concluded EHAAT achieved a reduction of 21.2% in absolute emissions. We’re focused on driving forward to be as carbon neutral as possible.”

Cliff Gale, Special Projects Advisor 14

We’ve enhanced our sustainability efforts with improved waste segregation, recycling initiatives, and the installation of eco-friendly boilers at both airbases and our headquarters.

Another crucial step forward for the charity was replacing our conventional oilbased heating system in our Earls Colne hangar. We now have an electric system coupled with solar panels on the roof. The new system is greener, providing a better heat source for the hangar, whilst the solar panels generate electricity to reduce costs in the long run.

Our donation centre and charity shops provide sustainable and ethical options for people eager to dispose of their unwanted goods, promoting reuse and recycling to reduce landfill which makes a positive difference to the UK’s carbon footprint. Recycling clothes saves energy by reducing or eliminating the need to make materials from scratch whilst minimising greenhouse gases, the spread of diseases, and damage to our natural landscape.

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LOOKING BACK AT THE YEAR APRIL 2022– MARCH 2023

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Dr Kat Baird Charlotte Evans Pre-HospitalCoordinator Care Doctor Fundraising

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OPERATIONS

Building Our Future Fleet As we embrace the future, our commitment to excellence extends to the heart of our fleet. The EHAAT owned AW169 helicopter, based at North Weald, has been in operation since 2017. Since its introduction, it has flown 3,142 HEMS missions, accumulating 1,500 flight hours and attending over 2,360 patients. The Earls Colne based MD902 helicopter continues to operate under a lease agreement, providing identical aircrew and equipment to mirror the life-saving service provided from our North Weald airbase. However, plans are underway for an exciting evolution. The purchase of a second AW169 was agreed during the first quarter of 2022, which will bring an improvement in operational capability to the region. The AW169 aircraft is faster, has a greater payload capacity and is able to fly for longer due to its greater fuel endurance than the MD902.

Both of our existing helicopters are maintained by Specialist Aviation Services (SAS), who also provide pilots and co-pilots. SAS and representatives of EHAAT meet twice a year to formally review the contractual arrangements and ensure compliance. Our partnership with SAS has been crucial to our operational success and we are

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contracted with them through to 2027.

We continue to monitor the industry more widely to ensure that we receive value for money for a safe, secure and high-quality service. The SAS-provided operation is audited annually by the Civil Aviation Authority to ensure compliance with the latest regulations and industry best practices.

RRVs Remain at the Heart of Our Operations We continue to operate four Volvo XC90s as RRVs, which are active when the weather is too poor to fly, or when our helicopters require servicing, meaning our crew can continue responding to incidents from our North Weald and Earls Colne airbases when the helicopters are unavailable.

Last year, EHAAT’s critical care teams responded to 1,243 incidents using the RRVs. During the COVID-19 pandemic recovery period, we were pleased to see the operation shift to a new normal work tempo, with overall activations increasing by 4.6% compared to the previous year. Overall, EHAAT is treating more patients than we were last year – a testament to our mission and the advancements we’ve made as we continue bringing the hospital to the critically ill and injured patients of Essex, Hertfordshire and surrounding areas.

Leading Through Collaboration As we look to further strengthen our critical partnerships, we continue to hold regular meetings with the East of England Ambulance Service NHS Trust (EEAST) and the wider NHS to share best practices, ensuring EHAAT remains at the cutting edge of pre-hospital care delivery. We also work closely with other air ambulance charities, including East Anglian Air Ambulance (EAAA), Air Ambulance Charity Kent Surrey Sussex (KSS), MAGPAS and Thames Valley Air Ambulance (TVAA), as well as other UK air ambulance charities, particularly those that have their own Air Operations Certificate (AOC).

Strategically, the charity aspires to have its own AOC in the future as we look to gain full independence and oversight of the aviation processes. This milestone will help EHAAT become more agile in responding to future changes in operational practices, allowing greater control across all operational matters.

New Night Flying Capabilities In December 2022, EHAAT started to fly HEMS night missions from our North Weald airbase, meaning we can now deliver the same level of service in the hours of darkness by helicopter during the shift period, rather than relying on RRVs. Flying at night involves the use of Night Vision Imaging Systems, allowing the pilots and crew to see and assess their surroundings more clearly, ensuring safe and efficient operations in lowlight conditions.

The Night Vision Goggles (NVGs) worn by the pilots are binocular, with two tubes, one per eye, that enhance the available light. This allows our pilots to see obstructions such as wires, pylons and buildings whilst flying in darkness, enabling them to land in unlit areas.

The pre-hospital care doctor and critical care paramedic use a monocular single tube NVG which provides them with situational awareness during landing.

Paul Curtis, our Aviation & Operations Director, shared his enthusiasm for the latest advancement: “The use of Night Vision Imaging Systems allows us to respond to HEMS missions by helicopter at night, rather than deploying the RRV. Flying at night enables our crew to respond faster, delivering our critical care team to incidents where they are needed most.”

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CLINICAL A New Chapter of Clinical Leadership

Clinical Service: Our Patient-Centric Approach

In a year marked by change and progress, our clinical leadership at EHAAT has seen both continuity and exciting enhancements that add enormous value to our team. We are thrilled to welcome two exceptional individuals to key roles: a Head of Patient Safety and Quality, and a new Clinical Manager. Both appointees were previously seconded to us from the East of England Ambulance Service (EEAST) as Critical Care Paramedics, bringing a wealth of experience and familiarity with our clinical operation.

Our unwavering focus remains on the patients and communities we serve. Over the past 12 months, we responded to 2,616 calls within Essex, Hertfordshire and the surrounding areas, treating 1,902 people. The patients we attend are often the most critically ill or injured patients in the region, requiring levels of care that are ordinarily only available in a hospital. Once on scene, our critical care teams provide clinical leadership, enhanced clinical decision-making and perform hospital-level interventions.

This dedication, combined with rapid transport to facilities offering definitive care, underscores our mission to continually enhance patient experiences and outcomes. Through these comprehensive skills and a profound commitment to advancing pre-hospital care, we leave a lasting impact on the lives of those we serve.

During the year, we said farewell to our Medical Director, Dr Neal Durge as he embarked on a new chapter in his career. His departure prompted us to review the structure of the senior clinical leadership team, with Dr Tony Joy stepping in as Interim Medical Director, supported by Dr Gareth Davies as Senior Medical Advisor, to help with this period of transition. Both have been integral to our journey for a number of years, and we look forward to their continued guidance as we navigate the path ahead with a focus on clinical excellence.

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To further enhance patient outcomes, our service continues to support the development and growth of clinical pathways with our receiving hospitals.

This ensures treatment is not delayed, and in certain situations, we can bypass local hospitals to ensure our patients receive specialist care. An example of

this is the new pathway that has been established with the Basildon CardioThoracic Centre. Our clinicians transfer patients directly to the unit rather than the traditional route via the emergency department. This new development enables patients who are affected by cardiac events to be transported directly to a specialist cardiac facility.

Despite being relatively new, this pathway has already contributed to successful outcomes.

We continue to engage in cuttingedge research, and we’re thrilled to announce we will be taking part in the SWIFT Blood Trial, led by the NHS Blood and Transplant service. The study aims to determine whether giving whole blood instead of red blood cells and plasma pre-hospital will reduce the number of deaths 24 hours after injury and reduce the need for further large blood transfusions when patients arrive at the hospital. By participating in this trial, EHAAT remains on the front foot in the collective effort to advance medical knowledge and benefit patients on a broader scale.

A Closer Look at Our Clinical Team At the core of our operations lies our clinical team, including critical care paramedics from EEAST, flight doctors,

pre-hospital emergency medicine (PHEM) trainees (also doctors), our consultants and our emeritus doctors.

Together, they ensure the delivery of around-the-clock care across our region.

The critical care paramedics are the mainstay of our clinical operations, bringing invaluable skills and experience to our team, seconded to the charity from EEAST for up to six years. Crucially, they support our highly skilled doctors, and this collaborative synergy ensures the steadfast delivery of exceptional pre-hospital care, reinforcing our commitment to excellence.

2,616

533

1,040

Medical emergencies

Other trauma and mission types

1,372

1,243

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All missions:

missions

Road traffic collisions

1,043

The consultant group provide oversight of the clinical operation, undertaking peer review and supervisory shifts.

They are also available to support the clinical team outside of the operational arena for debriefing and support.

The emeritus doctors, having completed a fixed-term secondment with us, contribute significantly to our clinical team’s resilience. As they return to their training programmes or substantive roles within the NHS, they continue to provide support, guidance, and supervision to our new team members. Their presence also adds a valuable layer of support to cover sickness and annual leave.

Both the consultant group and the emeritus doctors help EHAAT retain organisational clinical knowledge and skills. By ensuring that any lessons learned are shared and retained, they contribute to the continuous enhancement of our capabilities.

The Clinical Risk and Safety Committee, which has representatives from all areas of the operational team, meets monthly to discuss all reported incidents, including any clinical and administrative issues. During these sessions, our clinicians analyse various themes and trends, addressing concerns that may require reporting to equipment manufacturers. This proactive approach ensures that EHAAT captures valuable insights, enabling continuous learning while enhancing the safety of our clinical operation.

Missions by air ambulance

Missions

by RRV

Patients treated with blood products

2.4%

increase on last year

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CLINICAL

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Early Progress: Shaping the Centre for Excellence Since its conception at our Strategy Day in 2021, we have been putting the foundation in place to make our vision for the Centre for Excellence a reality.

We aim to create a world-leading community through which pre-hospital care is developed to achieve the best possible outcomes for people in our region and beyond. Our mission is to develop a framework to improve health outcomes from illness and injury by striving to reach the highest possible standards of pre-hospital clinical care through research, innovation and education. At the same time, we strive to work collaboratively to share knowledge for the benefit of all.

There are four pillars to the Centre for Excellence: Research and Scholarship, Innovation, Education and Training, and Community.

To lay a strong foundation, we held a series of working group events throughout the year, including both clinical and non-clinical members of staff as well as expert guest speakers.

This series of events helped us define the overall strategy and embark on recruiting for key positions, including a Head Injury Lead, Education Lead and Community Lead. The first goal for these new recruits is to write detailed strategies for their individual areas of responsibility, building upon the work completed to date. The Centre for Excellence Lead for Education has already established neuroanatomy refresher training, which will be further developed by our new Academic Lead for Head Injury to incorporate some pioneering treatments for traumatic brain injury.

Welfare & Support There’s a strong link between wellbeing and performance. We recognise that improving our team’s ability to handle pressure and achieve work-life harmony can lead to improved individual and organisational performance.

We know that our team may need additional support at times.

Our commitment to wellbeing is demonstrated by offering different

layers of support, including mental health first aiders, our Wellbeing Working Group, chaplain support and psychotherapy support. EHAAT remains focused on building an open culture where our team feels able to talk about mental health confidentially.

To demonstrate this, we have signed the ‘Charter for Employers Positive about Mental Health’, registering as a ‘Mindful Employer’ and also introducing Freedom to Speak Up champions.

We have also signed up to the McQueen charter. Inspired by the late air ambulance doctor Dr Carl McQueen, the initiative aims to improve mental health and wellbeing in the workplace by helping employers create safe, positive and open environments where staff feel their mental health is prioritised, with the ability to discuss any concerns and access support.

Over the past year, we have contributed to multiple studies, audits and ongoing research. We have also had several publications generated by our own team. As the Centre for Excellence continues to grow, we expect that this kind of activity will increase further in the future. In our quest for continual improvement, we recently commissioned an external independent review of our culture, which we will use to enhance our overall people strategy.

Clinical Governance We continue to hold our Death and Disability (D&D) sessions at our North Weald airbase, where previous cases are reviewed to monitor the quality of patient care for the purpose of learning. The D&D days have been enhanced with the addition of Clinical Pathology correlation days in which a forensic pathologist uses injury patterns and post-mortem findings to further enhance the sessions, allowing our critical care team to learn from patients who have, sadly, died. An entire day is devoted to case review, audited against standard operating procedures and best practices, chaired by a consultant in pre-hospital care. These meetings are highly valued by the clinical team, not just from an educational standpoint but also from an ongoing health and wellbeing perspective.

Rated ‘Outstanding’ by the CQC The anticipated Care Quality Commission (CQC) inspection took place, for which we were well prepared, thanks to our commissioning of an external company to audit the service against the current CQC inspection framework. This initial evaluation produced positive results and helped us focus on certain areas, most importantly, how we collate and present evidence. This work and commitment were well timed, because in August 2022, we received notification that an official inspection would be taking place, and we entered into our inspection period (14 days). Over 320 separate pieces of evidence were reviewed and submitted.

We’re thrilled to announce the outcome of the inspection was a rating of ‘outstanding’ across all five areas inspected, including safe, effective, caring, responsive to people’s needs and well-led. The result is a significant achievement for the charity, and as emphasised by CEO Jane Gurney, a testament to the high quality care we provide to patients and their families.

“I am so delighted with this result, especially as the inspections found numerous examples of outstanding practice throughout the organisation.

I would like to personally thank each team member across the entire charity, whatever their role, all of whom work so hard every day to uphold these high standards. I would like to also take this opportunity to thank our communities for supporting their local life-saving service, making it possible for us to remain operational and to keep saving lives in Essex, Hertfordshire and surrounding areas.”

We continue to monitor standards internally through our governance system and audits. Patient experience remains at the forefront of our service and we strive to continue raising the bar in care and patient outcomes. The CQC Working Group meets regularly to remain informed and proactively monitor for changes or challenges that might affect service delivery.

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CLINICAL Patient Liaison: Our Ongoing Commitment Our Patient & Family Liaison Team has been persistently working on rescheduling base visits that were postponed during the coronavirus pandemic. At the same time, they continue providing support and visits for our more recent patients, families and friends who have connected with us.

Visits can include meeting those who have lost a loved one or patients who have recovered from an incident. Every effort is being made to be inclusive in all base visits by inviting EEAST and other emergency services partners to the airbases. Due to the sensitivities of this role, it is often a challenge to share feedback and outcomes, however, on a fundraising platform, one of our families praised the team for their compassion and support shown e very step of the way.

“If you could, please donate to the EHAAT crew, who have been fantastic.

All the paramedics and ambulance

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crews were outstanding, but in particular, the air ambulance crew have gone above and beyond. They have been in touch to let us know how deeply the crew have been affected and how we have been in their thoughts day and night. The team there that morning offered to meet with me and the children at any point if we felt that would help and to show my son the helicopter so he wouldn’t be scared of seeing one in the future. I just hope anyone ever faced with anything like this can face the same service.”

“If you could, please donate to the EHAAT crew, who have been fantastic.”

We offer support to staff and volunteers across the charity who have regular contact with patients and families in their varying roles. Our programme of reaching out to patients, their families and supporting EHAAT’s team will be extending further as we develop our clinical liaison capacity in 2023.

We are also developing our research and service evaluation by exploring patient and family experiences while developing our patient survey to a much wider group with electronic QR feedback. We aim to increase the capacity of the service as we reach out to more patients, their families, the wider community and stakeholders that are touched by our service.

Training for Tomorrow Training and education are crucial to our operations and clinical governance.

In November 2022, EHAAT was crowned winner of the ‘Innovation of the Year Award’ at the Air Ambulance UK Award Ceremony for our pioneering Critical Case (CCC) Passport. This compliance tool, undergoes weekly review, ensuring our team remains adept in handling complex scenarios.

The CCC Passport aids clinicians, ensuring they remain competent in challenging critical interventions such as open chest surgeries, caesarean sections and dealing with complex anaesthetic cases in children. We’ve also seamlessly integrated moulages during shifts or as part of the D&D

meetings, which are held every week.

Our Simbody mannequins add an additional layer of realism to our training, and we are currently pursuing a grant to fund an additional child and premature baby mannequin.

The EHAAT Pre-Hospital Care Course has evolved over the last 12 months and is now a 7-day, intensive course which also includes a whole day in the cadaveric anatomy laboratory, preparing clinicians for multiple pre-hospital surgical interventions.

We invite our colleagues from the emergency services to join our clinicians on the course, not only to support the scenarios but also to promote cross-service communication and more efficient working. EHAAT team members are also supported financially to attend conferences and undertake examinations such as the Diploma in Immediate Medical Care (Royal College of Surgeons Edinburgh).

Our Student Elective Programme continues to attract a high level of interest, drawing applicants from around the world. These students

actively contribute to our knowledge base through the projects and audits they undertake. Some of these initiatives materialise as academic posters, which are prominently showcased at conferences. A mini elective has been established for personnel from 16 Medical Regiment (RAMC); another successful partnership which has supported our EHAAT PreHospital Care Course.

demonstrations at Lakeside Shopping Centre in Thurrock, which not only raised awareness of our work but taught life-saving skills and raised over £500 in public donations. The training sessions, which were delivered by members of EHAAT’s clinical team, took approximately 10 minutes, and all participants were issued with a certificate and sticker when they had completed the session.

We continue delivering our insightful virtual lecture series, which takes place one evening a month. Drawing in a diverse and large international audience, the series has attracted positive feedback from attendees.

Adam Carr, Head of Patient and Family Liaison at EHAAT, reflected on the day, reiterating the transformative impact of the CPR training sessions on people of all ages and backgrounds.

Record Breaking Restart a Heart Day In a powerful display of community engagement, EHAAT once again provided CPR training sessions on Restart a Heart Day, setting a new personal record.

On 26th October 2022, over 682 adults and children participated in our free CPR and defibrillation

“Whether they’d learnt these skills before, or this was their first time, these sessions gave participants not only the awareness but also hands-on experience, providing the confidence to act in those vital early minutes when someone collapses and stops breathing normally. I have no doubt that the skills they learned could make the difference in the future between life and death for a loved one at home, a colleague at work, or a stranger in the street.”

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GENERATING FUNDS Building on the resilience, agility, and creativity demonstrated by our teams in the face of change and uncertainty, we not only diversified our income streams but also identified new ways to engage with supporters. Despite the challenges of the cost-of-living crisis, we were delighted to see the return of crucial community events such as Strictly Air Ambulance. We also worked hard to raise awareness of our work through targeted social media campaigns and other digital marketing initiatives. By developing and implementing these strategies, we remain focused on ensuring our life-saving work can continue well into the future.

Raising the Bar Across Retail We continue to provide excellent customer service and strong sales in a fast-paced retail environment, but this area of the charity saw a series of significant changes, marked by the arrival of a new head of department in July 2022. We also welcomed two dedicated members to our ecommerce team and a skilled donation centre manager. As a result, we have shifted our operational focus and taken significant steps forward in terms of development and growth. We have been particularly focused on the delivery of our ecommerce division and operational standards within shops.

Our retail team is working diligently to improve in these areas.

The opening of our Letchworth shop brought the total number of outlets in Essex and Hertfordshire to nine.

So far, the shop has proven to be a major success, drawing in high footfall from locals in Letchworth and raising awareness of our advanced life-saving pre-hospital care.

With some collective operational focus, we have also seen our average transaction value and gift aid contribution across the estate continue to grow as we improve retail standards within our shops. Ecommerce has been a high-performing area and we are now beginning to harness the potential of this platform with a particular focus on product, quality and audience.

Additionally, we have optimised various back-of-house procedures to improve efficiency, laying a solid foundation for continued growth and success.

Major Giving Programme Gains Momentum In February 2022, we welcomed our Head of Philanthropy and one year

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By forging new relationships and deepening existing ones, the campaign will serve as a strong foundation for our major giving programme in the future.

The Rise in Regular Giving

on, the new major giving strategy is taking shape. By conducting extensive research and a feasibility study, we have put the building blocks in place for a four-strand strategy, approved by the trustees in June 2022.

Regular giving has grown to become a vital source of income for the charity. Using both canvassing and telemarketing, we welcomed over 1,723 new regular giving supporters during the year, bringing the total number of active regular givers to 4,706. Cumulative income for the year is £420k, with a further £51k claimed in associated Gift Aid.

With the launch of a capital campaign towards acquiring the new AW169 helicopter, the inception of a mid to high-level giving programme, a dedicated focus on improving the journey for existing givers, and the definition of our ambitious vision as embodied in the Centre for Excellence, we have set the stage for an exciting journey.

The first strand of this strategy, the capital campaign, has been the primary focus throughout 2022-23. Preparatory work included the development of a campaign plan, brand and materials.

We also implemented a reporting structure and event format. A campaign board was initiated in the autumn, and the first event was held in October 2022. By the end of March 2023, we received 14 campaign gifts and pledges, totalling £82k (including gift aid).

With support and leadership from the executive team and trustees, this strategy will be founded on the development of long-term relationships with existing and potential donors by engaging them with our work.

During the year, we also introduced a loyalty programme, ‘Thank You Calling’, where both staff and volunteers called our regular giving supporters to thank them for their support.

This engagement and recognition of their gift helps with attrition levels. By personally reaching out to our supporters and expressing our gratitude, we’ve seen some supporters kindly increase their contributions.

“It’s the collective effort that fuels our journey.

We wouldn’t be where we are today without our amazing supporters.”

Emma Barker, Head of Income Generation

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GENERATING FUNDS In Memory and Legacy Income Our ‘in memory’ income remained strong, with £356k received for the year. At the start of the year, we built a special area on our website, powered

by Much Loved, which serves as a dedicated area for those who have lost someone dear to them. It’s a space where people donate in memory, set up tributes and remember their loved ones. We are touched that people across Essex, Hertfordshire and surrounding areas continue to think of the charity at such a difficult time.

We know that every legacy gift reflects a person’s desire to make a lasting contribution long after they are gone.

We sensitively promote Gifts in Wills across various media platforms such as radio, local press and social media.

The income received in the year ended 31st March 2023 was £3.4m, an increase of 45%.

Flight for Life Lottery and Raffles Our weekly Flight For Life Lottery remains our main source of income.

It’s a lifeline that not only helps us stay operational, but plan for the future and become more resilient. We seek to recruit new players who we hope will join us on a supporter journey, keeping up to date with charity news while potentially helping to make a difference in other ways, such as leaving us a gift in their Will or becoming a volunteer.

training, we ensure they follow our values and their activities are closely monitored. Any complaints received are followed up with the canvassing companies concerned and are reported to the Board of Trustees each month.

During 2022-23, we received 6 such complaints, out of 29,582 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 our lottery and we also limit the number of chances players may have in the lottery.

During the year, we reverted to operating the lottery with a single licence with the Gambling Commission.

This follows a change in legislation to increase the maximum turnover cap from £10m to £50m. Operating with a

single licence enables EHAAT to reduce administration costs for the day-to-day management of the lottery.

During the year, the cost of living crisis impacted the number of people joining the lottery and we saw increased levels of attrition among existing players.

We wrapped up the year with 98,057 individuals playing 178,853 weekly chances in the draw. We contract two professional canvassing organisations which represent our values to the wider community. Through contractual terms and conditions, regular meetings and

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Our trio of raffles (spring, summer and autumn) contributed a total income of £243k, significantly down on 2021/22 (£382k), reflecting the challenges posed by the ongoing cost of living crisis. As discretionary spending tightens, every contribution through our lottery and raffles plays a crucial role in supporting our mission of saving lives across Essex, Hertfordshire and the surrounding areas.

‘Critical Moments – Lifesaving Difference’: Air Ambulance Week 2022 Air Ambulance Week took place from 5th to 11th September 2022 as we joined forces with the other UK air ambulances in a campaign titled ‘Critical Moments – Lifesaving Difference’ to raise awareness of the work carried out by critical care teams when a life-threatening injury or medical emergency suddenly happens, and crews need to work tirelessly to bring the hospital to the patient in their hour of need.

Thousands of supporters and volunteers came together to raise the profile of air ambulances across the UK. We also published a dedicated landing page on our website to drive donations and spread the word across social media. One video featured our celebrity ambassador Ray Winstone, as he highlighted key mission statistics and called on people across Essex and Hertfordshire to donate £5 to share their support. The week coincided with the mass catering episode of Celebrity MasterChef 2022, filmed at our North Weald airbase, which aired on BBC One on Tuesday, 6th September 2022.

Welcome Lisa Snowdon: Our New Celebrity Ambassador In September 2022, Lisa Snowdon joined us as a celebrity ambassador to increase awareness of our life-saving work. Lisa was crowned the Winner of Celebrity MasterChef 2022 and visited our North Weald airbase during the filming of the hit BBC cooking show.

Since then, she has been collaborating with our fundraising team, developing opportunities to showcase the work of our charity. She also co-hosted Strictly Air Ambulance 2023 at Charter Hall in Colchester, an event which raised almost £20k for EHAAT. We appreciate Lisa’s time is incredibly valuable, and we are thrilled to have her as part of the EHAAT family.

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Maureen Smith Volunteer

VOLUNTEERING

Strength in Numbers Our dedicated team of volunteers continue to play a crucial role in raising awareness of our life-saving work, assisting with support in our local communities and helping to raise vital funds for Essex & Herts Air Ambulance.

At year-end, we were supported by 433 volunteers, up from 412 volunteering for us at the end of last year.

National Volunteers’ Week National Volunteers’ Week took place during the first week of June 2022 as we celebrated and thanked our volunteers for their generosity and hard work. We shared a series of volunteers’ stories online and across social media, raising awareness of their amazing contributions, including the likes of Kate Lloyd-Davies, Ian Thomas, Carole Simmonds, Clive Enguell, Scott Spencer and Bob Wright. Our volunteers go above and beyond, showing exactly why every individual has an important role to play, making a meaningful difference to our charity and their local community.

Vision 23: Illuminating the Road Ahead In November 2022, we had the pleasure of hosting Vision 23 at our North Weald airbase, where over 50 volunteers attended. Many of those unable to attend in person joined via Zoom as the executive team outlined the charity’s plans for the future. At the event, CEO Jane Gurney and Volunteer Manager Jane Morton presented 15 year awards to Malcolm Davies and Sean Russell, and 10 year awards to Suzanne Harvey, Clive Martin and Michael Hennessey, which Peter Hennessey collected on his behalf.

Looking to the future with exciting plans on the horizon, Jane expressed her delight for our volunteer base, who embody the spirit of our mission.

Amid the day’s events, volunteers came together to watch a heartfelt ‘thank you’ video from Ray Winstone, followed by a networking lunch, which fostered connections among volunteers, crew members and the extended team.

Volunteer Forum During the year, the Volunteer Forum conducted its regular quarterly meetings. In December, the team discussed the action plan for 2023, which included new fundraising initiatives, volunteer recruitment, CPR demonstrations and building a sense of volunteer community whilst promoting wellbeing. The Volunteer Forum also shared many exciting ideas for the charity’s upcoming 25th anniversary.

“Our thriving community of volunteers continue to adapt to new roles and challenges. From manning our reception desks to offering a helping hand in our shops, to those who are always ready to support our events – they all play a pivotal role in their local communities.”

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FINANCES We are pleased to report another year of financial resilience as we navigate the transition from postpandemic challenges to the evolving cost of living crisis. As discretionary spending tightened, the year to 31st March 2023 posed new hurdles, affecting our fundraising efforts.

However, our commitment to careful financial planning, the diversification of income sources, and the amazing support received from local people and businesses strengthened our resolve.

Looking ahead, we remain dedicated to advancing pre-hospital care, ensuring we continue to be there for patients and their loved ones when they need us most.

Income Generation Our regular sources of income continued to recover, with donations and collection tins up by £414k (28.4%) from last year – back to pre-pandemic levels. Retail income from our charity shops continued to grow and was up £240k (34%), with events income also up £37k (30%). Lottery sales remained flat as we saw lottery growth stall, with new players simply replacing those cancelling their memberships.

Reported total group income (incoming resources) increased in total by £2.1m (13.6%) over the previous year. In addition to the increases in donations and charity shop income, we saw particularly strong legacy income during the year, which at £3.4m was up over £1m on the previous year.

Resources Expended Total group expenditure (resources expended) increased by £1.9m (14.9%).

This was mainly driven by increased expenditure on charitable activities, including the introduction of a Night Vision Imaging System, which meant additional training costs and an increase in helicopter operating hours over the winter months. We also saw

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cost inflation impacting aviation fuel costs earlier in the year, along with helicopter flying time and service costs. In the same period, recruitment and expenditures commenced for the Centre for Excellence, which had seen minimal activity in 2021/22.

Performance Summary Increases in income meant that despite the cost increases detailed above, the operating surplus was maintained at £3.7m, up slightly on the previous year.

Our net cash balances and investments at the year-end were £36.3m, up £1.6m from last year.

Reserves Policy Unrestricted reserves are freely available to be spent on any of the charity’s purposes and these amounts are contained within the general fund. In this context, reserves exclude tangible fixed assets held for the charity’s use. The 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 in the event of an unexpected eventuality.

Current unrestricted general reserves represent 16 months’ forecast total expenditure.

Taking into account the continuing economic uncertainty coupled with the current strategy to significantly expand both service delivery and related fundraising activities in the medium term, the trustees consider the current levels of reserves to be appropriate. We are well placed to ensure the charity remains robust, continuing to operate in the face of new challenges. The uncertainty over future income streams and increased expenditure brought about by the coronavirus pandemic, sudden higher inflation and the invasion of Ukraine have demonstrated the importance of a robust reserves policy to protect the charity.

Investments Our investment portfolio, managed by abrdn (formerly known as Aberdeen Standard Capital), decreased across the period by £773k, having a market value of £23.3m at the year end. This is a notional loss only; our investments are held for the medium to long term and are made using professional investment advice. We consider the security of our investments, our future funding needs and the market returns available for a given level of risk.

Cash reserves of £1.6m were held in two liquidity funds managed by abrdn and £7.5m in a Euro liquidity fund also managed by abrdn. The Euros were purchased when the commitment was made to purchase a second AW169 which will be invoiced in Euros. This was to limit the charity’s exposure to movements in foreign exchange rates between the date of commitment and the final purchase date. The trustees’ treasury management policy is designed to strike a balance between safeguarding the charity’s assets, limiting risk, and achieving a satisfactory return. Security, liquidity and yield are each assessed for their appropriate balance within the application of the treasury policy.

Below we have added a breakdown of the charity’s reserves.

2023

2022

46,881,615

44,418,505

Designated reserves

25,169,097

(19,238,721)

Restricted reserves

45,432

(876,132)

Free reserves

21,667,086

24,303,652

Total reserves Less –

Where the majority of income came from 41

16

08

25 Collection tins:

Lottery and Raffles:

Legacies:

£90,500

£9,666,545

£3,371,274

Charity shops:

Grants:

Donations:

£949,290

£93,112

£1,780,336

In memoria:

Fundraising events:

Investment income:

£355,592

£159,128

£618,722

EHAAT ANNUAL REVIEW 2022/2023

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FINANCIAL TABLE All financial information within this Annual Review has been extracted from the charity’s audited financial statement for 2022-2023 to be filed at Companies House.

Total funds 2023 £

Total funds 2022 £

Income from: Donations and legacies Charitable activities Trading activities Investments

6,118,214 93,112 10,798,770 618,722

4,565,960 105,601 10,512,847 334,066

TOTAL INCOME

17,628,818

15,518,474

Expenditure on: Raising funds Charitable activities

5,131,903 8,819,319

4,932,172 7,205,321

TOTAL EXPENDITURE

13,951,222

12,137,493

Operating surplus/(deficit) Net gains/(losses) on investments

3,677,596 (1,214,487)

3,380,981 620,655

Net income/(expenditure) before other recognised gains and losses

2,463,109

4,001,636

Net movement in funds

2,463,109

4,001,636

Reconciliation of funds: Total funds brought forward Net movement in funds

44,418,505 2,463,109

40,416,869 4,001,636

TOTAL FUNDS CARRIED FORWARD

46,881,614

44,418,505

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£

2023 £

£

2022 £

Fixed assets Intangible assets 3,192 11,734 Tangible assets 19,303,726 11,026,987 Investments 32,437,175 31,928,373

51,744,093 42,967,094 Current assets Stocks Debtors Investments Cash at bank and in hand

16,809 29,727 1,971,645 1,093,407 - 3,901,303 2,728,805 5,889,757 3,851,939

Creditors: amounts falling due within one year Net current assets

(10,752,235) (2,400,528) (4,862,478) 1,451,411

Net assets 46,881,615

44,418,505

Charity funds Restricted funds 45,432 876,132 Unrestricted funds 46,836,183 43,542,373 TOTAL FUNDS

46,881,615

44,418,505

EHAAT ANNUAL REVIEW 2022/2023

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OUR COUNTIES Stevenage Our runners at the Stevenage Half Marathon rallied together and raised £5,297.63. The race day was a huge success!

Puckeridge Mortgage and Money Management chose us as their Charity of the Year.

They raised over £7,518 for us throughout 2022 by donating 10% of all client fees, and they hope to beat that in 2023!

Addenbrooke’s Hospital Cambridge

Ware In a thrilling online auction, Joel Smith raised a whopping £7,000 selling football memorabilia in the name of his local life-saving charity.

Lister Hospital Stevenage Luton & Dunstable Hospital Luton

HERTS

Princess Alexandra Hospital Harlow

Berkhamsted Fiona Foy, the former ladies’ captain at Berkhamsted Golf Club, was on top form as she raised a fantastic £3,372.83!

Queen’s Hospital Romford

St Albans Cranbourne Lodge loved visiting North Weald, where they met with the crew and very kindly donated £1,300, which was raised at their ladies’ weekend.

Much Hadham The ladies’ golf team from Much Hadham Golf Club swung into action, and presented a cheque for £3,555.

London

The Royal London Hospital Whitechapel

Hospitals we fly regularly to Addenbrooke’s Hospital, Cambridge Major Trauma Centre For patients who have sustained severe or multiple trauma.

Lister Hospital, Stevenage General Emergency Department Particularly for patients who have suffered heart attacks.

Basildon University Hospital, Basildon Cardiothoracic Centre (specialist hospital) For patients who have suffered heart attacks.

Luton & Dunstable Hospital, Luton General Emergency Department

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

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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.

North Weald Corporate Fundraising kicked into gear with Christmas Business and Networking Tours, resulting in new COTY partners, event fundraising opportunities and sponsorships. The events secured not one, not two, but three new Charity of the Year Partnerships!

Buntingford NFU Mutual Hertford and North Herts raised a record-breaking £15,660 in what was a thrilling 12 months.

Halstead The Halstead & District Tennis Tournament 2022, in aid of EHAAT, took place on Sunday 9th October for the second year running, raising in the region of £2,500.

Colchester Stuart Robinson, ‘Seniors Captain’ at Lexden Wood Golf Club, presented EHAAT’s Clair Mitchell with a cheque Ipswich Hospital for £4,400. Their target was to fund one mission, but they Ipswich achieved two!

Earls Colne Airbase (MD902)

Colchester General Hospital Colchester

ESSEX

Feering Prested Hall Christmas Market raised over £1,800. The fantastic festive event took place on Sunday 27th November 2022.

Broomfield Hospital Chelmsford North Weald Airbase (AW169)

Braintree Staff and members of the familyowned CHF Gym in Braintree held another fundraiser for EHAAT in November 2022, raising an amazing £1,400 through their pub quiz and raffle.

Basildon University Hospital Basildon Rainham Sommer Bailey from Rainham held a spooktacular Halloween display sharing: “My family has donated to your charity for many years, and this year I wanted to do a very big display for people to enjoy and to raise money for the charity.”

Chelmsford The Jaguar Driver Club (Area 33) visited our EC Airbase on Tuesday 15th November 2022, hosted by Roger Smith and Ian Allman – they generously presented us with a cheque for £2,000.

The club have raised over £7,000 from various events, including their annual area day, held each summer at Hyde Hall.

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 50 Station Road, Burnham on Crouch, CM0 8BQ

Letchworth 17 Eastcheap, Letchworth Garden City, SG6 3DA

Colchester 16 Head Street, Colchester, CO1 1NY

Royston 14 Church Lane, Royston, SG8 9LG

Eastwood 412 Rayleigh Road, Eastwood, SS9 5PT

West Mersea Barfield Road, West Mersea, CO5 8QT

Hitchin Unit 9, Churchgate, Hitchin, Herts, SG5 1DN

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PATIENT STORIES David’s Story David Bosher, a former EEAST (East of England Ambulance Service Trust) paramedic was strolling down Epping High Street on what was a rather routine morning when he suddenly collapsed outside his bank and went into cardiac arrest.

Fortunately, an off-duty ED nurse and a doctor were in the vicinity. They sprang into action, initiating CPR to maintain his blood flow and ensure oxygenation.

Meanwhile, an EEAST crew was also nearby and rapidly responded to the request for backup and worked

To help David’s breathing, a decision was made to administer anaesthesia.

Recognising the lack of cover along the busy high street, EHAAT’s crew carefully carried out the procedure inside the ambulance, before the journey via land ambulance to the Essex Cardiothoracic Centre in Basildon.

“Without their efforts, expertise and swift response, things could have taken a very different turn. Thank you!”

Helen Goodwin, Patient & Family Liaison Officer at EHAAT, expressed her delight in welcoming David to the airbase.

“It was lovely to have David here with us, given his remarkable tenure as a paramedic, having served the community for nearly four decades.

His presence was a source of inspiration and admiration for everyone in the room.”

The visit provided a unique opportunity for David to tour the airbase, reflect on his experience and share stories from his long and fulfilling career.

David said: “I was quite literally saved by the people around me – from the off-duty nurse and doctor to the EEAST and EHAAT crews. Without their efforts, expertise and swift response, things could have taken a very different turn.

Thank you!”

EHAAT’s critical care paramedic Alex Hartley said he’d always remember David’s incident because it’s such a ‘fabulous chain of survival story’.

Alex added: “David is one patient that still stands out to me – why I do the job I do and why I am so proud of the ambulance service and EHAAT. I use Epping station occasionally to go into London and have had coffee from the shop where David collapsed. His survival is a true testament to early CPR and early defibrillation.”

tirelessly to stabilise David’s condition.

Within minutes, the scene was further bolstered by the arrival of our critical care team, which included critical care paramedic Alex Hartley, pre-hospital care doctor Dr Claire Anderson, and pre-hospital care consultant Ben Clarke.

With swift precision, the crew administered three shocks to his heart to restore a normal rhythm and revive him. The team ensured David’s stability, addressing a laceration on his forehead and providing oxygen.

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Having identified the need for intervention to remove the blockage in David’s heart, he was moved to the cardiac catheterisation lab, where two stents were inserted to restore blood flow to his heart. With each passing day, his cardiac function improved and David’s vitality slowly returned.

During a recent visit to our North Weald airbase, EEAST and EHAAT clinicians were thrilled to reunite with David, who has served as a paramedic for 39 years and is a longtime supporter of EHAAT.

Bill’s Story In February 2023, Bill Shiells headed to his local swimming pool in Essex, anticipating another routine workout.

Unfortunately, this unassuming

EEAST crews were dispatched by Shannon Thurston and Samantha Clayden to get help to the leisure pool in the shortest time.

As their outstanding efforts continued, the East of England Ambulance Service NHS Trust (EEAST) team arrived, deploying The Lund University Cardiopulmonary Assist System (LUCAS) device to provide consistent and effective chest compressions.

Multiple shocks were administered to Bill’s heart in their quest to restore a normal rhythm, all while keeping oxygen circulating effectively.

“Turning a potential tragedy into a moment of hope and survival.” morning swim would take a dramatic turn when he stepped into the shower.

Bill suddenly collapsed due to a cardiac arrest and faced a life-threatening battle for survival.

“It was just a normal day,” Bill said. “I don’t actually remember swimming, but I was in the shower afterwards – that’s all I remember, and then apparently I collapsed.”

In that critical moment, Lewis, a lifeguard, spotted Bill and sprang into action, calling for an ambulance and initiating high-quality CPR. Working closely with his mother Joanne and his colleague Jaime, the trio retrieved the defibrillator (AED), applied the pads to Bill’s chest, and delivered a shock to his heart.

Meanwhile, at EEAST’s Ambulance Operations Centre (AOC) in Chelmsford, two 999 calls came in.

Call Handler Megan Downs provided calm guidance to the lifeguards and monitored the rate of compressions.

Her colleague, Rebecca Croxford, efficiently collected details from another witness who reported Bill’s cardiac arrest. The nearest available

Essex & Herts Air Ambulance were dispatched by the CCD desk – manned

by Dean Nock and Keith Legresley. Bill still had no detectable pulse, however, he was no longer in a shockable rhythm. The crew handed over care to EHAAT’s Pre-hospital Care Doctor

Dr Frances Arnold and Critical Care Paramedic Lou Rosson, and Bill was taken to the Essex Cardiothoracic Centre in Basildon within 14 minutes of their arrival. Dr Fran praised the bystanders’ quick thinking and composed actions, which were a testament to their training and dedication.

“They did such a good job of drying Bill’s chest and making sure everything was running smoothly before the crews arrived. This story is also a testament to the EEAST crew, who were able to give us clear information in a concise manner, effectively strengthening the chain of survival. To be able to do that is a real team effort.”

EHAAT’s Centre for Excellence Clinical Academic Fellow, Laurie Phillipson, is Bill’s son-in-law. He kept the crew up to speed with Bill’s remarkable recovery.

He was recently invited to tour our North Weald airbase along with his family, where he reunited with EEAST and EHAAT crew members.

Dean Nock, who served as the critical care dispatcher on that fateful day, shared his perspective: “In that moment, the decision was solely mine to send the helicopter. There’s a criteria we follow and if I go out of that, it’s on my shoulders. It’s the second time in a year and a half that I’ve got to meet the patient, and it’s truly heartwarming to see Bill looking fit and healthy again.”

Following this, Louise emphasised the significance of Bill’s story, and the positive impact early intervention can make.

“As part of the Centre for Excellence, the charity is working hard to ensure CPR and AED (defibrillator) training is accessible and available to as many people of Essex and Hertfordshire as possible. We can see that Lewis’ ability to recognise the signs and act quickly turned a potential tragedy into a moment of hope and survival.”

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LOOKING FORWARD TO THE YEAR AHEAD APRIL 2022 – MARCH 2023

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Michael Perkins Head of Workplace

Zoey Spurgeon Critical Care Paramedic

Gaynor Wareham Clinical Manager

EHAAT ANNUAL REVIEW 2022/2023

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FROM OUR CEO

Looking Forward to the Upcoming Year We approached the year anticipating some twists and turns as we adjusted to a ’new normal’, but like many charities, we felt the sharp shift from the post-COVID landscape to the pressing cost-ofliving crisis. If the past few years have taught us anything, it’s that when we come together, we can embrace change and navigate new challenges with agility and creativity.

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Fuelled by our amazing supporters, I’m thrilled to see we’ve leapt forward with new ideas and innovations despite the rather sombre outlook for the UK economy. Achieving clinical excellence sits at the centre of our ambitions as we look to continuously improve patient experiences and outcomes. The Centre for Excellence will undoubtedly be a huge milestone, and I’m thrilled to see the framework is taking shape amidst a backdrop of remarkable achievements.

From the successful launch of our Letchworth charity shop to the prestigious ‘Innovation of the Year Award’ win, our ‘outstanding’ overall rating from the CQC and new night

flying capability, each accomplishment over the past year has helped fuel our mission whilst opening doors to even more exciting opportunities.

As we look forward to summer 2023, the charity is on the brink of another landmark moment – our 25th anniversary. So far, this journey has been shaped by incredible stories like Bill and David’s (see pages 3839), underscoring the vital role our supporters play in ensuring their local life-saving charity can continue to be there for patients and their loved ones on what is often the worst day of their lives. These stories not only emphasise

the crucial role bystanders play in critical moments but also showcase the life-changing difference we can make together.

We’ve also seen our army of volunteers continue to grow, not just in numbers but in terms of the diverse array of skills they bring to the table, selflessly dedicating their time, passion and expertise to help us generate vital funds and raise awareness of work.

To our dedicated trustees, my fellow executives, our exceptional crew, volunteers and the wider team across all areas of the charity – thank you for

your collective dedication, adaptability and commitment. You all play a crucial role in keeping EHAAT operational – making a lasting difference in the lives of those we serve.

Continuing on this journey of impact would be impossible without our amazing supporters whose generous donations, creative fundraising efforts and words of encouragement keep us moving forward. You allow us to dream big and map out a brighter and safer future for our local communities across Essex and Hertfordshire. Thank you for all that you do.

“Fuelled by our amazing supporters, I’m thrilled to see we’ve leapt forward with new ideas and innovations.”

Jane Gurney Chief Executive Officer

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CLINICAL & OPERATIONS Clinical Due to the ever-evolving nature of medicine, we regularly review new equipment and procedures to continue enhancing our care and achieving the best possible outcomes for patients and their families in our region and beyond. Through collaborative discussions and research, our Senior Clinical Leadership Team (SCLT) meet regularly to discuss new developments and create standard operating procedures to support those introductions.

Currently, the team is actively engaged in reviewing various workstreams, including the introduction of video laryngoscopy, exploring the benefits

of regional anaesthesia (targeted analgesia), implementing arterial lines for invasive blood pressure monitoring, optimising the weight of our medical bags for efficient deployment in various landing scenarios, developing the neuroprotective bundle, and refining post-ROSC (return of spontaneous circulation) cardiac arrest management protocols.

Our patient & family liaison team will be building on their momentum, organising base visits for recent patients and families. By bringing the whole

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crew together (including EEAST and other emergency services partners), we give patients and their loved ones the opportunity to talk through each incident, fill in gaps and answer those all-important questions. We’re focused on ensuring every patient and their family feels supported and informed every step of the way.

We continue to work closely with our neighbouring air ambulances, including EAAA, MAGPAS Air Ambulance, London’s Air Ambulance, Thames Valley Air Ambulance and Air Ambulance Charity Kent Surrey Sussex, sharing knowledge and operating practices. We’ve also strengthened our longstanding relationship with EEAST, and we continue working closely with

their new senior management team, ensuring seamless coordination and efficiency in our operations.

AAUK continues to bring the wider UK Air Ambulance communities together with the launch of their new platform for engagement and interaction, which will be useful for sharing information and best practices. EHAAT has also developed a relationship with Essex University following Jane’s honorary doctorate, which has paved the way for an exciting new partnership, enabling EHAAT to contribute to the development of future clinicians.

Operations Building on our night flying capability, we continue to seek new technologies and developments that can enhance our response times and ability to deliver advanced critical care to the people who need us most.

One of the charity’s strategic objectives is to extend helicopter coverage during adverse weather conditions. We’re actively exploring the implementation of a Global Navigation Satellite System (GNSS) approach into Earls Colne, which will allow our helicopters to return to base even when faced with challenging cloud cover or limited visibility, ensuring uninterrupted operational capability.

We are also consulting with other local air ambulance charities to improve the availability of night hospital helipads across the region, as there are currently no major trauma centres that can be accessed by helicopter at night within Essex and Hertfordshire. The current number of hospital helipads that can be used at night within the region is also very limited, therefore, we aim to improve our position and ensure our patients have access to the same network of hospitals by day or night.

“It’s the combined dedication and hard work of everyone involved that keeps us moving forwards.”

Laurie Phillipson Centre for Excellence Clinical Academic Fellow

Deborah Cooper Centre for Excellence Administrator

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FUNDRAISING

We continue to take bold steps to diversify our income, grow our supporter base and reach more people across Essex and Hertfordshire. From expanding our retail operations to enhancing our ecommerce capabilities and attracting new Flight For Life Lottery players, we continuously assess new opportunities to strengthen our income streams and ultimately raise the vital funds we need to keep your local life-saving service operational.

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Maximising our reach and impact online

Accelerating our high street presence

One of the ways in which we aim to scale our impact is by developing our online presence, and this includes driving 25% more traffic to our new website, due to be launched in Spring 2023. The new mobile-first, responsive website is currently in development, and once launched, will not only deliver a refreshed and modern look but also make it easier for supporters to make donations, book Visitor Centre tours, remain up to date with our latest news, view upcoming events and ultimately stay connected with their local lifesaving charity. We also recognise the power and potential of digital fundraising and are looking to further modernise and broaden the way in which we work.

Our charity shops are affordable, ethical and sustainable places to shop, yet they also sit at the very heart of our local communities, raising awareness of our work whilst ensuring supporters remain engaged with our mission. We aim to expand our retail presence further by opening new shops across both counties and growing our ecommerce division, which involves harnessing the power of leading marketplace apps such as eBay and Facebook. As part of our new website build, we’ll be launching a new online store, which will feature a wide variety of clothing, gifts, card collections and accessories.

Establishing a major giving culture Major gifts can be among the most generous and impactful contributions we receive, helping us plan for the future, build resilience and bring about lasting change. We recognise just how crucial it is for EHAAT to establish a major giving culture beyond the current capital campaign to support the future of the charity, diversify income sources and make a real difference – where it’s needed most. We are also putting plans in place to deliver a free Will writing service, which has the potential to grow our legacy income while ensuring our supporters have the information and resources available to create a clear plan and alleviate uncertainty for their loved ones during a difficult time.

Creating new opportunities to reflect and connect We aim to obtain communications consent for all new supporters added to our CRM system to effectively keep in touch with as many supporters as possible. In Summer 2023, we are planning to hold a Thank-a-thon event whereby staff, volunteers and trustees will spend the day calling as many of our supporters as they can to thank them for their support. Moreover, we aim to attract new supporters and keep existing supporters engaged by combining a variety of exciting fundraising and marketing initiatives.

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How you can support us: • Make a regular or one-off donation • Join our lottery • Fundraise for us • Join us at one of our events • Remember us in your will • Volunteer with us • Browse our charity shops or their Facebook pages • Enter our raffles • Buy merchandise at our online shop, or e-commerce platforms • Become a corporate partner • Hold a collection tin at your business • Follow us on social media

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For more information

visit ehaat.org, call 0345 2417 690 or email contactus@ehaat.org

Thank you for your support – We can’t fly without you

Zoey Spurgeon Critical Care Paramedic

Chris King Pre-Hospital Care Doctor

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Flight House, The Business Centre, Earls Colne Business Park, Earls Colne, Colchester, Essex, CO6 2NS T: 0345 2417 690 E: contactus@ehaat.org W: ehaat.org Charity Number: 1108989

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