realpeople saving reallives
Devon Air Ambulance Trust ANNUAL REPORT AND ACCOUNTS Year ended 31 December 2015
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introduction Devon Air Ambulance is the charity that funds and operates evon’s ir mbulance service. he service is available to anyone and everyone in evon and neighbouring counties, resident or visitor, based on clinical need, urgency, accessibility and distance to the right hospital to treat the patient. We operate two helicopters all year round during daylight hours, which in the summer is hours a day. perations will e tend up to midnight with the introduction of night flying in autumn . e are proud of our independence from overnment funding. he operating costs of the service are met by public fundraising and donations. he paramedics are provided by outh estern mbulance ervice H oundation rust supported in part by the Charity. ith the introduction of night flying it currently costs in the region of . million annually to eep evon’s two ir mbulances flying.
public benefit Charities are re uired to demonstrate how they provide a benefit to the public. n our case the benefit is the relief of in ury or sickness through rapid treatment and/or transport to the best treatment centre for each patient. his benefit is available to any member of the public and access to the service is based solely on patient need determined by a team of specialist despatchers working within ambulance control. his benefit is available to anyone and everyone in evon and neighbouring counties resident or visitor on the grounds of a fi ed set of criteria which ta e account of factors including clinical need, urgency, accessibility and distance to the most appropriate hospital or treatment centre. he use of these criteria in deploying the aircraft is regularly monitored and reviewed to ensure they are rigorously applied. he rustees have complied with their duty in accordance with the Charities Act and the Charity Commission’s guidance on public benefit in e ercising their powers and duties and consider it in all aspects of the company’s activities.
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contents Trustees’ Report Vision, Mission And Values Overview Of Strategy, Objectives And Activities Delivering For Patients
4 6-7 8-13
Raising The Money And Looking After Our Supporters
14-17
Supporting Our People
18-19
Planning To Succeed
20
Review Of Financial Performance
21-29
Governance
30-31
Risk Management
32
Trustees’ Responsibilities
33
Accounts Auditor’s Report
34
Consolidated Statement Of Financial Activities
35
Consolidated Balance Sheet
36
Consolidated Statement Of Cash Flows
37
Notes To The Accounts
38-49
Legal And Administrative Details
50
Useful Acronyms
51
Devon Air Ambulance Trust is a company limited by guarantee no 03855746 and a registered charity no 1077998. he financial statements comply with the Charities ct the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015). Images
DAAT expresses its gratitude to all supporters and photographers that have supplied free to use images to the charity and acknowledges copyright in their use.
Design
Silver Foxes Publishing (07455 206470)
© All rights reserved. No part of this report may be reproduced or used in any form without prior permission of the publishers.
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vision, mission and values
Vision – Our vision for Devon is an outstanding, independent and efficient air ambulance service, available to all, 24 hours a day
Mission – Our mission is to relieve sickness and injury in and around the county of Devon by assisting in the provision of an air ambulance service
Values – All our activities are informed by our values, which include community, voluntary service, professionalism, independence and availability to all
Volunteers – the Trust recognises that its volunteers are essential to the charity through their contribution to fundraising, community involvement, public relations, administration, practical support and campaigning and invest in training and developing our volunteer force
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Community – the Trust’s roots are firmly planted within the needs and wishes of the community we serve
rofessionalism – the Trust is committed to professionalism in all aspects of its work in order to ensure it delivers the best possible service within the resources available PWC West of England Business of the Year 2015 - Winners
ndependence – the Trust is completely independent of central or local government
Availability to all – the Devon Air Ambulance service is free of charge and available to everyone
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strategic overview
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Our strategic plan sets out our charitable objectives, ie what we intend to deliver, over a period of 5 years from 2013 to 2017. It details the strategies we will employ in order to achieve these objectives within a set of plans, each designed to support delivery of our primary services to patients. The service plan sets out these charitable objectives in more detail and the finance plan gives an overview of the targets we will need to meet in order to fund these objectives. The fundraising and retail plans cover all aspects of income generation, other than investments, needed to fund the service plan. The marketing plan provides an overview how we aim to maintain our high level of brand awareness within the county. The people plan outlines how we intend to support and develop our staff and volunteers in order to be able to achieve the increased income generation targets set without increasing core staffing. The organisational development plan considers how we will continue to ensure we have the right organisational infrastructure to enable staff to work effectively. This is illustrated in the diagram below.
Create right environment to increase funds: high public awareness; organisational culture, resources and facilities; investment in people
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Increase funds available for charitable expenditure: e cellent financial management; increased net income
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Services: increased hours and enhanced skills
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objectives and activities Services The key objectives of our current service plan are the development of an enhanced skills programme, extension of operating hours and the introduction of night operations. Whilst many of these objectives are expected to be met by the end of the next year, 2015 saw the successful completion of many of the building blocks required to deliver these longer term goals, as well as our ongoing services to patients, as reported on pages 8 to 13. Finance he ey finance ob ectives re uired to deliver the service plan were a steady increase in income to just over £6.5m by 2017 to generate enough sustainable income to support the increased cost of patient services plus clinical development and enough surplus to cover payments for aircraft maintenance, repairs, replacement parts and future new aircraft requirements. As well as the accounts starting on page 34, the Trustees report on the charity’s financial performance and policies on pages to . Income Generation In order to meet the cost of improving and extending services to patients the fundraising, retail and marketing teams were tasked with increasing membership of our lottery, expanding and diversifying our shops and increasing voluntary income from supporters and businesses alike. Their achievements are reported on pages 14 to 17. People It would be impossible to deliver any of our objectives without investing in all our people, whether staff, volunteer, aircrew or trustee, and training and development are at the heart of our strategic plan. 2015 was no exception as we report on pages 18 and .
Organisation As a charity we have been committed to being the best we can be and this extends to ensuring we take advantage of new technology, streamline administration processes, increase efficiency and reduce costs. e recognise our success is dependent on investing in best practice not just in how we treat people but also in our business processes so that we learn from our experience and use this to shape our plans and decisions about allocating resources to their best effect. On page 20 we review our activities and achievements in this area. Relationships n pages and we e plain our ey relationships with partners and external bodies, both operational and professional, who are critical to successfully meeting our objectives. Governance and leadership Good governance has been a hot topic for charities in recent times. We believe our governance and structure provides a robust framework to safeguard the trust placed in us by the people of Devon to do the very best we can to look after their air ambulance service not just for the short term but for the long term. It is a vital resource and pages 30 and 31 we explain how the organisation is structured and governed to ensure our community gets the service it needs and deserves. A safe, efficient and effective air ambulance service cannot be run without professional leadership and the trustees set out their policy on pay and administration costs on pages and .
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delivering for patients By the end of 2015 our service had undertaken 22,602 missions. During 2015 we deployed to 1,059 incidents and assisted 806 patients.
Incident Type
50% Trauma
Busiest Day
49% Medical
1% Hospital Transfer
184 286 cardiac including: 172 cardiac arrest 109 neurological conditions such as a stroke or prolonged convulsions 30 medical collapses where the patient remained unconscious for a prolonged period
613
TOWN/VILLAGE
436
RESIDENTIAL
231
HIGHWAY
219
COUNTRYSIDE
64
PELVIS
BACK
CHEST
63
147
147
HEAD
96
92
Traumatic injuries we treated included
LOCATIONS
LEG
195 Road TrafďŹ c Collisions (RTC) including: 85 were for car drivers 42 were for motorcyclist 21 were for cyclist 14 were for pedestrian 131 falls, including from heights/structures or buildings 91 sporting activities, of which: 57 were equestrian 7 were motorcross 6 water based activities 4 were rugby related 27 agricultural incidents 12 patients suffering from burns
Medical Incidents
93
ARM
Trauma Incidents
46
FARM
COASTAL
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Gender 35% Female 65% Male
55
North Devon District Hospital Royal Devon & Exeter Hospital
158
Age Derriford Hospital
10% < 18
Busiest Area 143
Torridge Constituency
81
Dartmoor
36
Exmoor
221
Destination Hospital
Unusual Christmas for all the family Kyle Smith’s Story It was lunchtime on 23rd December 2014 and Kyle was playing on his X-Box in the lounge. Earlier that day, he had been complaining of a headache but his Mum Tracey thought it was due to Christmas excitement. Paul, Kyle’s Dad, went into the lounge before rushing into the kitchen carrying Kyle who had collapsed as if he was having a stroke. Tracey was so shocked that she couldn’t dial 999, so Paul handed Kyle to her whilst he made the call. Paramedics from a land ambulance were first to arrive; they laid Kyle on the floor and he started to vomit. Tracey remembers the land crew asking her if Kyle had eaten anything unusual. Then the DAAT crew arrived and paramedics Mark Hawley and Mark Langley assisted the land crew in looking after Kyle. Tracey says that Kyle started fitting whilst the aircrew were transferring him into the helicopter. Initially, the crew took Kyle to North Devon District Hospital, where he was stabilised and sedated before being flown with a doctor to Bristol Children’s Hospital one hour later. Paul and Tracey had an agonising drive to Bristol, terrified of what might be wrong with Kyle. On arrival at the Children’s Hospital, Kyle had an MRI scan. The consultant diagnosed an abscess on his brain and Kyle had an emergency operation to drain the infection away. Paul and Tracey are extremely grateful for the help and support they received from everyone in Harracott. The community
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pulled together to help the family with their animals during the four weeks that Kyle was in hospital, whilst they took it in turns to be with Kyle and look after their two other children Leah and Lewis. As a thank you to DAAT, Tracey organised a strawberries and cake day and raised £550 for the help Kyle received.
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As a thank you to DAAT, Tracey organised a strawberries and cake day and raised £550 for the help Kyle received
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services to patients Enhanced & Critical Care Programme Our service is called upon on a daily basis to assist the most seriously ill and injured patients throughout Devon and sometimes in neighbouring counties. The frequency and diversity of calls to assist patients with life threatening conditions has driven us to develop our Enhanced and Critical Care Programme (ECCP). This was initially referred to as the Advanced Clinical Development programme but renamed to be consistent with the language used regionally when referring to services providing enhanced pre-hospital care. The ECCP provides the education, practical experience and 1-2-1 clinical support needed to enable our paramedics to deliver advanced decision making, a greater range of clinical interventions and drug therapies than traditional paramedic practice permits. Working with Plymouth University, we have developed a bespoke Masters Degree in ‘Pre-hospital Critical Care Retrieval and Transfer’ and we fund the enrolment and study time required for our 15 paramedics to participate. Supporting this academic development, we also fund experienced pre-hospital senior doctors to work alongside our paramedics to facilitate the observed clinical practice essential to enable them to develop and demonstrate the highest level of competency in providing clinical interventions. Delivering such high levels of clinical care outside of the hospital environment provides many challenges to our team, not least of which is doing so without the large numbers of staff found in hospital emergency departments. It is essential therefore that our team regularly undertake ‘clinical simulations’ to maximise efficiency and safety when they deliver enhanced and critical care and so our programme also provides the training time needed for the team to undertake this.
Clinical Development Every month we facilitate a meeting for the clinical team to review discuss and reflect on the treatment interventions and decision-making undertaken for all of the most seriously ill or injured patients we are called to assist. This gives the whole team chance to learn from the experience of their colleagues and ensures we continue to provide the very highest level of care that we can. nce admitted to hospital patient confidentiality can mean that our team do not know the treatments or outcomes of the patients they have treated. As part of our ECCP we are developing closer links with hospitals and processes to ensure our clinicians can also learn from the experiences of the NHS professionals involved in the ongoing care of our patients. We are also working with colleagues around the country to put in place processes that will enable the sharing of patient outcome information with non NHS organisations like Devon Air Ambulance so that we can ensure that information vital to develop clinical services is available to everyone involved in treating patients. Air Operations We are very pleased that our regulator, the Civil Aviation Authority (CAA), has consistently reported they are very happy with our air operations, safety management and continuing airworthiness systems. There are currently no safety critical concerns. Our Safety Manager monitors safety reports in order to identify and investigate any trends should they occur. Having swapped bases following G-DAANs conversion for night operations, both aircraft have enjoyed high levels of general serviceability.
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A Heartfelt Thank you – Kate Laubscher’s Story At age of 39, Kate had a stroke and then suffered a variety of serious and life threatening conditions such as Ventricular Tachycardia (racing heart beat), Atrial Fibrillation (which causes the heart to beat irregularly causing tiredness, dizziness and shortness of breath), as well as Ventricular Fibrillation (where the heart goes into spasm and stops beating). The severity of the symptoms of these conditions resulted in Kate having several collapses and blackouts. Between 2006 and 2013, Kate says, “I was airlifted from Bude on numerous occasions due to the life threatening nature of my conditions.” “The air ambulance crews were all amazing along with the genius Cardiac Surgeons at Bristol Heart Institute attached to the Bristol oyal nfirmary who all wor ed together to save my life. he continues y heart had to be literally rebuilt firstly by having four operations to insert devices to attempt to close the holes in the Atrial Septum (the wall of tissue that separates the two top
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chambers of the heart) and a number of ablations to try to stop the electrical short circuits in my heart.” Eventually, in June 2013, Kate had full open heart surgery, where her surgeons cut out all the devices and her Atrial Septum and rebuilt a new one from her pericardium (the membrane surrounding her heart). Kate is now working on her stamina levels, which are building slowly and once feeling sufficiently fit would love to become a volunteer and support Devon Air Ambulance. Kate’s son, Sam, was also airlifted to Derriford Hospital at 9 years old after sustaining a neck injury playing rugby. She was able to travel with Sam and saw the inside of the air ambulance as a parent rather than patient on that occasion. Kate says, “I’m really appreciative of the crews who played such a major part in helping me so much during those ten years and also for helping Sam.” Kate visited Eaglescott Airbase last October to say thank you in person.
The air ambulance crews were all amazing along with the genius Cardiac Surgeons at Bristol Heart nstitute attached to the ristol oyal nfirmary, who all worked together to save my life
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future plans Making Night Time Flight Time or some time we have been wor ing towards flying up until midnight from autumn winter . s part of the preparations for this irbus Helicopters were contracted to ma e the necessary modifications to . he helicopter was flown to ford in ovember where following scheduled maintenance irbus staff carried out a series of initial flight and ground tests to ensure a smooth installation and approval when the aircraft was returned to them in ebruary for completion. he wor in ovember gave us the green light to order the ight ision oggles that will be worn by the crew. any other wor streams are under way drawing not only on the e perience of outside agencies but also e isting staff in particular those pilots who have previous e perience of night flying. ma or feature of the pro ect will be carrying out appropriate training for the pilots some of whom have flown before using and the paramedics who have not. his will involve both ground school’ and flight training. round training has ta en place and the pilots have carried out initial flight refresher training the last flight being monitored by the C . he paramedics will begin initial flying in pril with the remainder at the end of eptember immediately before the planned start date. n addition they will undergo training in treating patients after dar as patient safety is as important as aviation safety and preparation and planning are ey to both. n addition to the aircraft wor s and training a live trial on the proposed field lighting system was carried out to ensure it fits our re uirements and finally we are re uired to submit proposals to the C that will include a safety case and full details of our operating procedures as part of the process for obtaining night vision approval. n advance of introducing a second shift at eter from ctober to accommodate the e tended operating hours two new pilots have been recruited with one already on line and the second to oin in une. third will be recruited shortly to oin in early eptember. rrespective of significant previous e perience all oiners receive a high level of induction and line training before being rostered for front line duties.
Community Landing Sites uring we will wor with communities throughout evon to develop a networ of night landing sites. ur pro ect manager will help communities identify suitable sites and develop lighting solutions and we will carry out surveys of community helipads in preparation for night flying operations. Safety Management evon ir mbulance was the first operator to gain an C uropean viation afety gency ir perators Certificate and because of this the C have ta en a een interest in our operations and procedures. t the start of our process towards night operations we were as ed by our C light perations nspector to submit a safety case for night H operations. n the face of it this was a straightforward re uest as we were already constructing our own ris assessments ’s for night operations. However this was not the case as surprisingly aviation is one of the few industries that do not use safety cases as a normal planning tool. his safety case has now become a oint pro ect between ourselves and the C . e are ma ing good progress and the process will be completed before our night operations commence in . nce complete the C have re uested to promote our safety case as an industry standard for other operators to use. Patient services n addition to more pilots we will also need more paramedics to support the introduction of a late shift at eter for night operations. e will be wor ing with to recruit new members of the team in plenty of time to enable them to complete essential training for them to become fully fledged H technical crew members. cellent tas ing is fundamental to ensuring we are dispatched to the patients who will most benefit from our service and we have been wor ing with our sister charities regionally for some time to e pand the dedicated specialist despatch team so that they can cover our e tended operating hours.
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I’m extremely grateful to the crew for helping me on the day, and for conveying me to Derriford so swiftly
A Day Jamil Will Never Forget On 10 October 2014 a motor bike ride with a friend turned into an encounter with a lorry. Jamil, who lives and works as an Advertising Account Manager in London, remembers everything about the events of that day. He recalls being home for a long weekend visiting family and catching up with friends. Jamil and his friend Ty had just had lunch in a café in Dawlish and were riding along the road towards Kenton near Exeter, making their way to Exmouth. Jamil recalls having just overtaken three cars on his Ducati Monster 696cc when he saw his friend slow down. He looked to Ty wondering why he was slowing and missed seeing a lorry ahead of him on a bend in the road. Jamil knew he was going to hit the lorry and turned his bike so he didn’t hit it head on. On impact, he bounced off the fuel tank, landed on the grass verge on his back and, looking down, remembers seeing a lot of damage to his leg. A girl, who had undertaken First Aid training only a few days before, was first on the scene and reassured amil to distract him from his injuries. Jamil’s friend was completely in shock and stunned by what he had seen unfold. Initially a land crew came and, on seeing Jamil’s injuries, immediately called for the air ambulance. Pilot Rob Mackie, with paramedics Nigel Lang and Paul Robinson,
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were with Jamil within twelve minutes of being called, Jamil remembers having his leg put into a splint and being given quite a lot of drugs for pain relief. Once Jamil was aboard the helicopter, the crew flew him direct to erriford Hospital in lymouth the region’s Major Trauma Centre able to offer specialist treatment to seriously injured patients. amil spent five wee s in erriford having snapped off the bottom of his femur and severely damaging his knee joint, resulting in a muscle transplant from his back to his knee to keep the blood flowing. hat operation too twelve hours. amil wasn’t able to have a replacement knee joint until 30th March the following year, due to infection and other difficulties following the accident. In total, Jamil has now had twelve operations to repair his knee to date. He is able to walk, go to the gym and use the cross trainer, but still finds stairs difficult and is unable to run or ride a bi e as his leg still won’t bend more than ninety degrees. Fortunately his employer kept his job open for him for eight months whilst he recovered. Jamil says, “I’m extremely grateful to the crew for helping me on the day, and for conveying me to Derriford so swiftly”. Jamil received his most recent operation in January to help his leg become more fle ible.
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raising the money and looking after our supporters Fundraising We have been pleased to build on our income levels by carrying on with our core fundraising activities and strategy. As previously, our primary focus remains on supporting and encouraging fundraising within the community in what has been a difficult year for the sector. A growing dedicated network of volunteers assist the fundraising team: they collect boxes, attend presentations, give talks, man stalls, organise events as well as promote the charity in their own communities. We provide them with training and support and regular communication about our activities, operations, events and plans. Our 10th Motorcycle Ride Out saw around 800 participants take part, with around 200 others who had entered but decided not to brave the awful weather on the day. Despite this, the day was a success and an ideal opportunity to meet with the biking community, many of whom have been patients of ours. The 8th Grand Summer Draw was again supported by Vospers and Mazda UK, and generated an income of £51,300 with a net contribution of £29,900. Due to adverse weather and tidal conditions, our Sea Swim was postponed until June 2016.
he nd ragon Boat estival was held at eter uay filling the quayside with spectators and well-wishers. We were also chosen as the Charity Partner for the Great West Run Schools Challenge, seeing a record number of children taking part and raising £14,500. The Commando Challenge took place in October 2015, raising money for both us and the Royal Marines Charity (RMC). This was the last time it would run under the ownership of Eventful SW as we are delighted to report the successful transfer of this event as an ongoing concern to our two charities on an equal share basis. The renamed and rebranded ‘Royal Marines Commando Challenge’ will now be run by and for DAAT & RMC, with the backing and support of Clinton Devon Estates, The Royal Marines and Pebblebed Heath Conservation Trust who look after the site where it is held on Woodbury Common. We look forward to running this unique event for and on behalf of two great charities for years to come. We have seen continued growth in our Lottery and are confident that we can grow this income stream further. By streamlining processes we have driven efficiency and this has reduced overheads whilst still attracting new members. With our wor in the community we are confident that legacy income will continue to grow. 2015 was fraught with challenges for our sector with continued media scrutiny and high profile criticism of poor fundraising practices and failures in governance. We are very proud that we do not use the sort of practices that generated this coverage but after receiving calls from a number of people concerned that we might, we decided to publish our Supporter Promise to reassure the people and businesses of Devon who make what we do possible that we will always treat them with respect and discretion.
Our Supporter Promise
We do not share or sell any of our supporters’ data We treat our supporters as we would wish to be treated ourselves The only mail we send out is our Helipad magazine three times a year to keep our supporters up to date with our activities and local interest We do not authorise any house to house fundraising or sales. The only face to face sales we authorise are for our in-house lottery. We do not employ third party companies to ring our supporters asking for more or to cold call
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Marketing and Communications After our website redesign in 2014 we monitored how people were using the site. We want to ensure it is as user friendly as possible. After a few months we were able to work with our web designers to refine the four ey pages based on hotspot’ analysis of where people were clicking on the page and how they were accessing our site, increasingly from mobile devices rather than personal computers. We also used the feedback on the site taken from the website survey and the result is a more streamlined and responsive site. Online communications are so important now that this will always be a work in progress as will how we make the best use of social media to promote the charity, support our shops and fundraisers and attract people to take part in events. Social media is an increasingly important part of many people’s lives and using social media is something all of our people are encouraged and supported to do, from basic training on how to use Facebook for our shop teams, each of whom now have their own pages, to more advanced digital strategy and planning. Our blogs are very popular and we have regular contributions from all parts of the organisation, from pilots and paramedics, to volunteers and fundraisers. Helipad magazine is a vital resource for communicating with all of our supporters and has repaid our investment in printing and distribution by attracting new lottery members, bringing new businesses on board, prompting donations and event registrations and advertising income. In 2015 we introduced a reader survey to find out a bit more about what our readers li e most how they read the magazine and share it. This feedback has been analysed and will be taken into account when planning future editions. We continue to provide regular contributions to Torbay Times, Bay FM and weekly mission round ups to local newspapers. The activity database continues to be a great tool as we are frequently as ed about our wor in a specific area or for a specific interest group, for example horse riders. Major milestones throughout the year were celebrated publicly including National Air Ambulance Week where we focussed on links with schools with visits from our mascot, Ambrose. Fundraising and communications staff have built up their confidence in creating videos to highlight our activities and report on events like airbase visits for patients and volunteers through YouTube and Facebook and we also set up an Instagram feed. Looking ahead, we plan further expansion of our digital marketing, we will be using all sorts of #daat related hashtags, for example #daatswhatimwearing to highlight the fantastic fashion finds in our shops.
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Our Shops Our shops are important not just because they raise funds but also because they are our presence within our local communities, raise awareness of the charity in general and support and promote local volunteers and fundraisers. Selling almost entirely donated stock means they also play an important role in recycling and reducing waste. Because of this we took the decision from 2013 to gradually increase the number of shops we have and in 2015 we were delighted to open two new shops, a traditional shop in Tavistock plus the Furniture and Electrical store in Exeter. The investment in both the expansion of retail (2 shops a year) along with a structured plan for refitting our e isting shops continues. he costs for the refits and new shop fits are allocated over 3 years and paid back from each shop’s contribution over that period. Overall we have seen a 16% growth in income and this provides encouragement that once the set up and refit costs have been paid off, these and all the shops will gradually increase gross margins. The appointment of two area managers at the end of 2015 will support the continued expansion and diversification of our retail operations.
Last year Topsham shop entered into a new lease following completion of its refit to install low cost heating and lighting address any health and safety concerns and improve the facilities for our staff and volunteers as well as meet our lease obligations for decorating the shop. We see a sizeable reduction in the running costs of our shops coupled with an increase in sales once we have refitted a shop. he plan will continue in with the launch of our first dedicated discount shop, following a very successful trial, in Exmouth plus a new shop opening in Plymouth, aiming to bring our shop numbers to 18 by the end of the year. The trial discount store and our Furniture & Electrical store are outstanding e amples of diversification in charity retail loved by customers and both business and personal donors, providing great affordable but high quality stock, supporting re-use and recycling, reducing our refuse costs and working towards generating a surplus to support our charitable objectives.
r o £3 2 £ 1 £ Save £s, Save Lives
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Shop Highlight – Furniture and Electrical Each of our shops has a comments book and these generate some fantastic praise but here are just a few testimonials taken from the Furniture & Electrical shop’s book:
“What a marvellous clean shop and wonderful staff – will spread the word – well done” “Most impressed!!! Lovely goods at a reasonable price + assistants most helpful and cheerful – WILL BE BACK!” “Lovely shop most helpful staff and an enjoyable visit 10/10” “I want to live here” (We also had one customer write “I want to die here J” – we think this is a compliment!) “Exceptional shop. Has a peace and serenity. The staff superb.” were too small and collection and delivery was very difficult to support across a wide number of locations. We therefore took the decision not to sell furniture unless we were able to find a location that was suited to specialising in larger household goods. The shop in Summerland Street, open 7 days a week, is ideal and since its opening last Spring it has proved very popular with donors and customers alike. The team have gained the support of a number of commercial retailers through a range of initiatives, including clearance of old stock, collection of unwanted items from their customers, for example their customers who have bought new white goods or sofas can get rid of their old but serviceable items by donating to us and general promotion.
The Furniture & Electrical shop was opened to meet both customer and donor demands. Our traditional charity shops used to take furniture but following a strategic review we realised that the space ta en up by larger items was less profitable than our lower value but higher turnover stock. Some of our shops
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supporting our people Our People Like any organisation, Devon Air Ambulance succeeds because of the people who work for us, both paid staff and volunteers, from pilots to trustees to fundraisers and shops. We are committed to treating everyone with respect and providing a safe and healthy working environment for all.
to offer the same level of benefits as other employers and there aren’t any pool tables or gyms yet we still achieve high levels of staff engagement and satisfaction through focussing on the job well done and ensuring everyone knows how much we appreciate the role they play in saving lives whether they are part of the aircrew, administration or retail team.
At the heart of this commitment is communication. Everything starts with the vision and strategic plan and everyone gets an induction to ensure they know how they contribute to this and what is expected of them. Staff receive regular one to one supervision and appraisals with their line managers and both essential training required to do their job plus additional training to help them develop within their role and long-term career.
Training and Development Regular team-building exercises continued in 2015, encouraging inter-departmental communication across what is a geographically dispersed team. These and the annual awayday were facilitated by Nigel Hare, drawing on his experience of facilitating Crew Resource Management training for the aircrew. The Senior Leadership Team completed their second leadership team development programme with PDC Inspiration, supported by Atass.
Processes and procedures including the regular review, update and circulation of the staff handbook, to ensure employees are systematically kept up to date with information of concern to them as employees. Weekly communication through an internal e-news is shared with all employees, trustees and aircrew and a cross departmental working party meets monthly to look for ways to improve engagement, communication, policy or processes that might improve our performance. Volunteers are not forgotten and we have a dedicated volunteer support manager who circulates a v-news email to all our volunteers along with a hard copy newsletter for those without email. As a charity, we do not want to exploit any of our hard working team so we have signed up to the Living Wage Foundation’s Living Wage and contributory pension scheme. We may not be able
Some years ago we introduced an annual staff survey to measure engagement, support, working conditions and morale. As a result of the first survey we set up an engagement wor ing party with representation from across the organisation. The working party has initiated many improvements. For example, we now measure training in terms of equality of access, quality and impact and this is now regularly reported on at board level. At the same time, we have overhauled our development framework, from induction, through to annual and interim appraisals, now clearly linked to the strategic plan and competency framework so everyone knows how they help us achieve our goals. e have redefined the enior anagement eam as the enior Leadership Team and introduced higher expectations around corporate leadership and supported this with leadership training at all levels.
£
Pay P ay And Performance The T he Board of Trustees and Directors of the wholly owned ssubsidiary ubsidiary Trading Company are responsible for determining our o ur general pay policy and the salaries of the Senior LLeadership eadership Team (SLT), including the Chief Executive. Our policy is to set salaries for all staff in line with Our aaverages verages for similar roles requiring the same levels off knowledge, skills, experience and responsibility o to achieve the highest standards across all areas of work, from aviation safety to patient care, leadership, support and direction for staff and volunteers financial management, fundraising, communications and working partnerships. This approach has led to success in recruitment and excellent retention levels without exploiting the goodwill of our dedicated team. Salaries for all staff are subject to an annual pay review to take account of inflation. In order to achieve our strategic goals we require excellent leadership coupled with effective and professional management. We set senior staff salaries in line with our general policy, to be competitive with similar roles within the third sector; whilst not competitive against similar roles in the public and private sectors, they are commensurate with the scope of their responsibilities and demands of the job. See notes 9 and 10 on pages 43 and 44 for further information on salaries and staffing. The Trustees and Directors are very aware of their responsibility to donors, patients and the local community and its overriding concern is delivering the best possible service as cost effectively as possible. In order to do this, the charity and trading company must be run in a business like way and the SLT is responsible and held accountable for achieving demanding targets for improving the service, income generation and increasing cost effectiveness for both companies within the group. Receiving the Price Waterhouse Cooper’s South West Business Of The Year Award in 2015 gives us independent validation that the SLT operates a highly effective business model as good as any and better than many commercial businesses in the South West. Added to this is the achievement of all our key strategic objectives under our current plan plus a great deal more that we hadn’t envisaged when the plan was written in for e ample obtaining the first HEMS AOC in the UK. In 2016, we have established an independently chaired Remuneration Committee to conduct a full pay review to ensure all salaries remain competitive and consistent with our policy.
ANNUAL REPORT 2015
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ANNUAL REPORT 2015
planning to succeed mproving fficiency A review and update of the accounting systems was commenced in 2015 leading to the decision to update both our main accounting system and to introduce a new mobile system to control purchasing and payments. Both of these will be implemented during 2016. They will both simplify our processes and reduce the scope for errors and enhance controls. This aligns with our long term strategic ob ective of improving efficiency and reducing admin, and an updated accounting system has begun implementation post year end. The new purchase and payment process is being aligned to this with an aim of improving controls and long term efficiencies. A full data protection review took place to ensure our current policies were compliant. We were pleased to report that we scored adequately. However, we have tightened up on all policies across the organisation in order to safeguard the security and maintain the goodwill our supporters. The appointment of a Data, IT and Compliance Manager allows us to regularly monitor our processes and procedures and ensuring all staff are compliant. All operations have been working smoothly and there were no significant unanticipated challenges encountered during the year. Administration and Support Costs Similarly, good administration and fundraising are vital investments in the charity’s effectiveness and ability to deliver more and better services. Scrimping on administration and fundraising would be a false economy, with fundraising essential to grow the charity and continue its great work. fficient administration enables informed decision ma ing and drives continual improvement. It means we are able to monitor and evaluate the charity’s work and be fully accountable for both income and expenditure, safeguarding the charity’s assets and ultimately beneficiaries. t includes accounting for every single donation, however large or small, monitoring almost 5,000 collection boxes, administering gift aid claims on hundreds of donations a month including stock donations to shops, while managing purchasing and procurement to get best value on everything from stationery to aircraft. To put this in perspective, every month we process in the region of transactions on our finance software and on our database. Without these processes, we would not be able to produce full accounts for external audit, say thank you to all our supporters or ensure that we meet the support needs of everyone fundraising on our behalf. n appro imately of our e penditure related to support costs. For each £1 spent on fundraising and income generation (including retail and lottery) we raised £2.60.
ANNUAL REPORT 2015
21
review of financial performance erformance eview The surplus produced by the Charity in 2015 of £1,704,000 was down from £2,034,000 in the prior year, but after adjusting for significant one off items in each year received in from the PBH buyout, and £241,000 of LIBOR funding in 2015 as well as a fi ed asset write off the current surplus is within of the previous year. he surplus was driven by increasing revenues up to with significant increases in legacy lottery and retail income and e penses. he increase in e penses to includes a fi ed asset write off see ote on page and was also caused by increased operational e penses ahead of night flying and following the commencement of the nhanced and Critical Care rogram. ther costs also increased to generate additional revenue particularly in retail operations. Generating this surplus is important to ensure the funds are in place to support increased e penditure due from night flying and the nhanced and Critical Care rogram which will continue to increase in and beyond. t is also essential to generate funds to replace current helicopters he ne t helicopter replacement is now due to be made in 2020, with interim payments required ahead of delivery .
ncome
of the increase in revenue came from legacy income increasing to . egacy income is notoriously difficult to estimate and can fluctuate significantly illustrated in the current year by a single legacy of £445,000 constituting almost a uarter of the income. It has therefore been a deliberate and long term aim to broaden other income streams so that day to day operations are funded through day to day revenue streams allowing more volatile revenue streams such as legacy income to contribute to long term capital replacement e.g. replacing the helicopters and enhancing the service to ma imise patient outcome. t is therefore satisfying to see the surplus of £1,704,000 being largely in line with the legacy income of £1,823,000, although this is unli ely to continue with significantly increased night flying costs in and . here has also been substantial revenue growth from the lottery which increased by to and has continued to grow strongly post year end. The strategic goal of opening two new shops a year was also met with the opening of a store in avistoc and a urniture and lectrics store in central eter. hese stores and a full year contribution from the stores opened in have helped increase retail revenue by to while costs have increased by to to support this e pansion. This growth in retail operations continues to boost our involvement and presence across the County and has contributed to the continually strong volunteer numbers with registered volunteers at the end of . he main events held in the year were the rand raw ragon Boats and Motorcycle ride out, as the Sea Swim was postponed due to bad weather. he increase in revenues was offset by a corresponding increase in costs, and a net £13,000 contribution made as per the prior year. was also contributed from charitable activities where revenue was generated from e ternal attendees at training courses.
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ANNUAL REPORT 2015
income generation Expenditure As well as the increase in retail expenditure, the other main increase has been in operating the helicopters which cost £2,326,000 in the year (£2,039,000 in the prior year). The two main factors in this have been the commencement of the Enhanced and Critical Care program and initial costs to set up ight lying. Both costs are e pected to increase significantly into 2016 and beyond, decreasing the budgeted surplus.
£’000 1,823 570 934 66 1,429 1,684 106 251
Legacies General Donations Funds raised by Community Groups Events Retail Lottery Investment Income and Interest Other income
Financial Position at the Year End There are net assets of £15,924,000 at the year end, £6,013,000 of which are tied up in fi ed assets and invested with Kleinwort Benson ahead of the future helicopter replacement. This leaves £6,238,000 of net assets available to fund ongoing operations, short term maintenance and repair costs, infrastructure and ongoing expenditure in Night Flying and Enhanced and Critical Care, and the continuing enhancement of the service.
£
The Trustees remain mindful of the importance of monitoring and generating significant financial resources to continue operations, particularly with the uncertainty inherent within certain income streams, for example legacy income, and expenses.
expenditure £’000 630 1,380 445 53 32 2,468 1,704
Generating donations and legacies Generating retail sales Generating lottery income Generating events income Investment management costs Operations Funds retained for future service enhancement
Donations & Legacies
9%
Future Services
25% Retail Sales
21%
Lottery Income
7%
Events Income Operations
37%
1%
ANNUAL REPORT 2015
Investment Income
2%
23
Other
4% Legacies
26%
Lottery
24%
General Donations
8%
Community Groups
Retail
21%
Retail Sales
21%
ottery ncome
7%
A summary and breakdown of the funds which have been retained as at the end of the year is included on the next page. These funds are required for long term capital expenditure, such as the purchase of a new helicopter appro imately every five years, and enhancement of the service.
Events
1%
14%
Income from fundraising (including retail and lottery)
Costs of fundraising, retail and lottery
£2,507,000
£6,508,000
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ANNUAL REPORT 2015
reserves
Restrict Reserve
£’000 243 4,750 703 200 76 6,013 3,939
Restricted reserves Designated – helicopter replacement Designated – helicopter maintenance Designated – key manager cover Designated – night ying eneral – held as fi ed assets Free reserves
2%
Free Reserves
25%
assets held 2015 i ed Assets Investments Current Investments ther et Assets
£’000 6,013 3,673 5,027 1,211
Other et Assets
8%
i ed Assets
i ed Assets
38%
37% Current Investments
32%
Investments
23%
2014 i ed Assets Current Investments ther et Assets
£’000 6,698 6,009 1,513
Current Investments
42%
ANNUAL REPORT 2015
Reserves Policy The Reserves policy and the designations made within the reserves are key tools in monitoring and maintaining sufficient cash flows.
Restricted Reserves
2%
rrent tments
2%
In line with Charity Commission guidelines, the Trustees monitor the level of reserves to ensure that they are sufficient for the Charity to achieve its ob ectives. he Trustees deem it necessary to have the security of reserves to enhance and develop the service with confidence particularly where there may be a timing delay between implementing more costly operational activities and obtaining the necessary funding.
Helicopter Replacement
30%
The Trustees review the allocation of the Charity’s reserves and ma e specific designations where applicable. he rustees aim to hold sufficient free reserves to cover 12 months of expenses following a 33% decrease in revenue. ue to the diverse income streams in the Charity it is deemed highly unlikely that income will drop beyond this level in the short term. ree reserves are considered to e ual the eneral eserve i.e. total reserves, less restricted and designated funds) less attributed tangible fi ed assets. The Trustees are not looking to set an upper limit on the level of reserves at this stage as substantial resources will be re uired to enhance the provision of the service and the designations which form part of the charity’s total reserves will continue to be regularly reviewed by the rustees.
Helicopter Maintenance
4%
Key Manager Cover
1%
At the year end total reserves were £15,924,000 and free reserves of comfortably e ceeded the £266,000 representing 12 months costs following a 33% decrease in revenue e cluding the fi ed asset write off . his level of reserves is considered reasonable by the rustees with costs e pected to increase and both legacy and other income in being higher than is forecast for future years.
Other Net Assets
11%
esignations estricted ncome he free reserves discussed above are calculated after deduction of restricted and designated funds, which are e plained in detail in note of the accounts. Fixed Assets
47%
The main restricted fund relates to the £241,000 received from the B funds in the year which are being spent on the ight lying infrastructure. s this e penditure is made by the trading company the balance has been loaned across and the restricted funds are being reduced as the depreciation related to this capital expenditure is charged bac to the rust. he most significant designation is the for the helicopter replacement now due in 2020, with a total of also designated for helicopter maintenance ey manager cover and additional ight lying e penditure.
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ANNUAL REPORT 2015
Financial Risk Management Aligning the cash resources held to the requirements of the reserves policy and future designations and investments is the ey ob ective of managing the financial ris . he cash balances forecast cash flows and their relationship with restricted designated and free reserves are monitored regularly and reviewed uarterly by the inance Committee. he most significant e posure is to price ris relating to non current investments which is why the rustees have set an investment policy which does not embrace any more ris than a lowest medium ris investor and utilises rancis Clar inancial lanning to oversee the investment manager. Investment Powers nder the emorandum and rticles of ssociation the Charity has the power to invest in any way the rustees wish. Investment Policy strict investment mandate is in place with Kleinwort Benson and monitored by rancis Clar inancial lanning and is in line with a detailed nvestment olicy. he overall e pectation is to achieve a financial return which matches inflation prevailing in the aviation sector and is e pected to e ceed the return earned on deposits with mainstream ban s. lthough income generation is welcomed there is no set income target with the focus on capital return allowing for the e pected utilisation at specific dates for e ample the replacement helicopter purchase . he rustees are averse to capital volatility and do not wish to embrace any more ris than a lowest medium ris investor. f mar et conditions allow the rustees are happy to ta e on less ris in line with a low ris approach. diversified geographical and asset class mi of assets is permitted although high ris assets such as derivatives must only make up a small portion of the portfolio and be used for portfolio management rather than speculation. Investments he surplus in the year has been generated despite investment losses of of which were reali ed and unrealised following the invested through Kleinwort Benson. lthough it is always disappointing to ma e short term losses this was not a short term investment but targeted towards the e pected re uirements of the helicopter replacement cycle. he rustees are confident that this investment remains aligned to the Charity’s re uirements and that the low ris investment mandate is being implemented. rancis Clar inancial lanning monitor Kleinwort Benson and provide independent feedbac to the Board who also monitor the performance in line with their e pectations and have direct contact and feedbac from Kleinwort Benson. he investments have helped to boost investment income from to and this growth is e pected to continue in with a full year of investment returns.
Social Investment Policy he trustees are mindful of ethical considerations and have carefully considered the costs and benefits of implementing a formal social investment policy. hey have decided that this would not be in the best interests of our patients to whom they have a primary duty of care as it would restrict the investment manager’s performance.
ANNUAL REPORT 2015
Local context Devon Air Ambulance Trust works closely with the South Western Ambulance Service NHS Foundation Trust (SWASFT) who employ the paramedics who are seconded to our service and the HEMS (Helicopter Emergency Medical Service) dispatchers from whom we commission the tasking of the service in partnership with our neighbouring air ambulance charities, Cornwall and Dorset & Somerset. Alongside the other air ambulance charities in the region we have worked with SWASFT to develop a strategy to develop pre-hospital clinical services in a manner which enables the strengths of and expertise of both charities and ambulance service to come together to best meet patient need. Budgets with all NHS organisations are under increasing pressure and whilst this has the real potential to restrict the opportunity for development, our service continues to receive support from SWASFT in enabling Devon Air Ambulance to commission services and personnel in from them to enable our strategic plan to be delivered. Both Devon Air Ambulance and SWASFT have supported the introduction of enhanced governance processes under SWASFT’s Joint Air Ambulance Working Group (JAAWG). This group establishes processes and sub groups enabling clinical staff, dispatchers, operational leads and charity CEO’s from all the region’s air ambulances to meet with their peers reflect on activity and develop future areas of strategic planning.
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ANNUAL REPORT 2015
other factors in achievement of objectives
ANNUAL REPORT 2015
National context Devon Air Ambulance Trust is a member of the Association of Air Ambulances (AAA) and supports its work to develop standard operating procedures, share best practice and support effective national communications and campaigns in support of shared objectives. With membership comprising of Air Ambulance Charities and NHS Ambulance Services, the AAA is able to facilitate the these shared objectives whilst recognising the importance of local geography, topology and demography in members developing services to meet their local needs. Sharing our experiences with other services enables us to learn from the experience of others and helps avoid spending time and money in areas where others are able to share those areas with us. Supporting the work of the AAA is essential to enable this to continue and we benefit from our Fundraising Director holding the position of Chair of the AAA Communications Sub-committee and our Operations Director holding the position of Vice-chair of the Operations Sub-committee. Professionalism The Charity and Senior Leadership Team maintain membership of relevant professional bodies to ensure we keep abreast of developments in our particular areas of expertise, maintain our skills and continuing professional development. As well as AAA, this includes the UK Flight Safety Committee, Association of Chief Executives of Voluntary Organisations, Charity Finance Group, Institute of Fundraising, Fundraising Standards Board and the Lotteries Council. Achievements Receiving the Price Waterhouse Cooper award for South West Business of the Year under £30million in 2015 was a huge boost to the whole team’s morale and a fantastic recognition of the excellence of our business model. This award involved demonstrating the highest standards of leadership, financial management, operational management, innovation, investment in people and contribution to the region. It was an exacting process and this made our success ever more exciting. Also last year, we were delighted that Rob Mackie won Pilot of the Year at the AAA awards of excellence after a long and outstanding flying career. Related Parties The helicopters are part of an integrated response to medical emergencies and traumatic injuries in partnership with SWASFT who also deploy the helicopters from their emergency control room in Exeter. The despatch criteria are defined and monitored in accordance with the terms set out in a Service Level Agreement between SWASFT and DAAT, Cornwall Air Ambulance Trust (CAAT) and Dorset & Somerset Air Ambulance Trust (DSAAT), which is regularly reviewed. Both helicopters are owned by Devon Air Ambulance Trading Company Ltd (DAATCL), the Charity’s wholly owned subsidiary company, with aviation maintenance services being provided by Airbus Helicopters UK Ltd.
29
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ANNUAL REPORT 2015
structure, governance and management Governing Document The Devon Air Ambulance Trust (DAAT) was formed in 1991 in order to raise and receive funds to provide an emergency response ambulance helicopter service primarily in the County of Devon. It became an incorporated company, limited by guarantee, on 30 September 1999 and is governed by its Memorandum and Articles of Association dated 29 September 1999. Appointment of Trustees The Board is aware of the need for a broad mix of skills and experience. It has undertaken a skills audit to ascertain criteria for recruitment of trustees. Nominations may be received from Trustees, staff or direct from individuals. Trustees are appointed by the board having ďŹ rst met with the Chair and Chief ecutive circulated a personal statement in support of their nomination and attended a meeting as an observer. Trustee Induction and Training An induction process has been developed and formal governance training is provided. A Trustee Handbook has been prepared. New rustees have an orientation brieďŹ ng on their legal obligations under charity and company law, the content of the Memorandum and Articles of Association, the committee and decision making processes of the charity, the annual budget, strategic plan and recent ďŹ nancial performance of the charity. uring the induction they meet key employees and other Trustees. Trustees are encouraged to attend appropriate external training events to facilitate the undertaking of their role
ANNUAL REPORT 2015
Structure of the Organisation The Board of Trustees administers the Charity. The board meets four times a year and there were four committees in the year: PR and Fundraising; Human Resources; Finance; and Operations. These meet four times a year. Additional meetings are held as and when necessary and time-limited working parties are also formed to address specific strategic issues. emuneration Committee was formed in the year and held its first meeting in arch . Trustees are appointed for an initial term of three years with the option for this to be extended by a further term of three years. The maximum term that a Trustee may serve is therefore six years. They may then be reappointed for one further term of three years after a three year brea from office. Trustees’ roles and responsibilities and in particular the roles of the honorary officers are clearly defined within a cheme of Delegation. A Chief Executive is appointed by the Trustees to manage the day to day operations of the Charity. o facilitate efficient management of the organisation the Chief Executive has delegated authority, within limits set by the rustees for matters including finance fundraising, public relations and marketing, and employment. The parameters of the Chief ecutive’s authority are clearly defined within the cheme of elegation referred to above. The charity employs professional staff in fundraising and communications financial management and retail. he staff are accountable through a line management system to the enior Leadership Team who are in turn, through the Chief Executive, accountable to the Trustees. Everyone within the charity understands that ultimate accountability is to the people, businesses and community groups of Devon who make the charity’s activities and achievements possible through their on-going support.
31
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ANNUAL REPORT 2015
Risk Management The Trustees have put in place a formal risk management process to assess business risks and implement risk management strategies. This involves identifying the types of risks the Charity faces, prioritising them in terms of potential impact and likelihood of occurrence, and identifying means of mitigating the risks. The Trustees review the adequacy of the Charity’s current financial controls on a regular basis and each of the identified risks on a rotational basis. The Trustees are able to report that, in their opinion the Charity’s internal financial controls conform to Charity Commission guidelines. Currently the most significant ris s identified by the Board of Trustees are: the risk of strike action, or a breakdown of relationships with the medical staff, which are relied on to operate the service; the reputational and finance damage caused by fraud from an employee or volunteer; and an adverse impact on the fund from a significant change in government policy. o mitigate these ris s significant senior management time is invested in managing the relationship with the medical staff, while controls reviews and testing is carried out to review and ensure implementation of the policies and controls in place. Impact analysis is carried out where there is an exposure to government policy, and strategic planning made in this context. hese ris s as well as other ris s identified by the Board continue to be monitored and mitigated against, both in terms of the likelihood of these situations occurring, and impact if they were to happen.
ANNUAL REPORT 2015
Statement of Trustees’ Responsibilities The Trustees (who are also directors of Devon Air Ambulance Trust for the purposes of company law) are responsible for preparing the Trustees’ Report (incorporating the Strategic Report) and the financial statements in accordance with applicable law and nited Kingdom ccounting tandards nited Kingdom enerally Accepted Accounting Practice). Company law re uires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements the trustees are re uired to • select suitable accounting policies and then apply them consistently; • observe the methods and principles in the Charities SORP; • make judgements and accounting estimates that are reasonable and prudent; state whether applicable K ccounting tandards have been followed, subject to any material departures disclosed and e plained in the financial statements; and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. n so far as the rustees are aware • there is no relevant audit information of which the charitable company’s auditors are unaware; and • the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. Auditors A resolution to appoint Francis Clark LLP as auditors for the ensuing year will be proposed at the June 2016 Board Meeting in accordance with section 489 of the Companies Act 2006. The Trustees’ Report, incorporating the Strategic Report, was approved by the board and signed on its behalf by
Anita Newcombe, Chair 30 June 2016
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ANNUAL REPORT 2015
Independent Auditor’s report to Trustees e have audited the financial statements of evon ir mbulance rust for the year ended ecember which comprise the roup tatement of inancial ctivities roup and arent Company Balance heets roup Cash low tatement and the related notes. he financial reporting framewor that has been applied in their preparation is applicable law and nited Kingdom ccounting tandards nited Kingdom enerally ccepted ccounting ractice . his report is made solely to the parent company’s members as a body in accordance with Chapter of art of the Companies ct . ur audit wor has been underta en so that we might state to the company’s members those matters we are re uired to state to them in an auditor’s report and for no other purpose. o the fullest e tent permitted by law we do not accept or assume responsibility to anyone other than the company and the company’s members as a body for our audit wor for this report or for the opinions we have formed. Respective responsibilities of trustees and auditor s e plained more fully in the rustees’ esponsibilities tatement set out on page the trustees who are also directors of the company for the purposes of company law are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. ur responsibility is to audit and e press an opinion on the financial statements in accordance with applicable law and nternational tandards on uditing K and reland . hose standards re uire us to comply with the uditing ractices Board’s B’s thical tandards for uditors. cope of the audit of the financial statements n audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement whether caused by fraud or error. his includes an assessment of whether the accounting policies are appropriate to the charitable company’s circumstances and have been consistently applied and ade uately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements. n addition we read all the financial and non financial information in the financial statements to identify material inconsistencies with the audited financial statements. f we become aware of any apparent misstatements or inconsistencies we consider the implications for our report. Opinion n our opinion the financial statements give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at ecember and of the group’s incoming resources and application of resources including its income and e penditure for the year then ended; have been properly prepared in accordance with nited Kingdom enerally ccepted ccounting ractice; and have been prepared in accordance with the re uirements of the Companies ct .
pinion on other matters prescribed by the ompanies Act n our opinion the information given in the rustees’ nnual eport incorporating the trategic eport for the financial year for which the financial statements are prepared is consistent with the financial statements. Matters on which we are required to report by e ception e have nothing to report in respect of the following matters where the Companies ct re uires us to report to you if in our opinion the parent charitable company group ept ade uate and sufficient accounting records or returns ade uate for our audit have not been received from branches not visited by us; or the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees’ remuneration specified by law are not made; or we have not received all the information and e planations we re uire for our audit.
CHRISTOPHER BUSH FCA enior tatutory Auditor for and on behalf of PKF FRANCIS CLARK hartered Accountants tatutory Auditor antage oint oodwater ar ynes Hill eter une
ANNUAL REPORT 2015
35
Consolidated Statement of Financial Activities (incorporating Income & Expenditure Account) for the year ended 31 December 2015 Notes
Unrestricted funds £’000
Restricted funds £’000
Total funds 2015 £’000
Total fund 2014 £’000
3
3,328
-
3,328
3,031
4 4 4 5
1,429 1,685 66 106 8 2 6,624
241 241
1,429 1,685 66 106 8 243 6,865
1,235 1,525 60 37 347 6,235
627
3
630
548
1,379 445 53 32 2,390 4,926
1 78 82
1,380 445 53 32 2,468 5,008
1,155 402 47 2 2,047 4,201
14
153
-
153
-
8
1,545 1,545
159 159
1,704 1,704
2,034 2,034
14,136
84
14,220
12,186
15,681
243
15,924
14,220
Income Donations and legacies Trading activities Retail operations DAAT lottery DAAT events Investment income Income from charitable activities Other income Total income
6
Expenditure Donations and legacies Trading activities Retail operations DAAT lottery DAAT events Investment management costs Expenditure on charitable activities Total expenditure Net losses on investments Net income for the year Transfers between funds Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward
4 4 4 7
he statement of financial activities includes all gains and losses recognised in the year. ll income and e penditure derive from continuing activities. he notes on pages to form part of these accounts. rofit for Company aw purposes was
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ANNUAL REPORT 2015
Consolidated Balance Sheet at 31 December 2015 Notes Fixed assets Tangible assets Investments Total fi ed assets
Group 2015 £’000
Group 2014 £’000
Company 2015 £’000
Company 2014 £’000
13 14
6,013 3,673 ,
6,698 ,
743 3,673 ,
944 -
Current assets Stocks Debtors Investments Cash at bank and in hand Total current assets
15 16 14 17
25 1,366 5,027 568 ,
34 1,810 6,009 134 ,
15 6,559 5,027 432 ,
17 7,609 6,009 104 ,
Liabilities Creditors falling due within one year urrent assets less current liabilities
18
(748) ,
(465) ,
(525) ,
(463) ,
,
,
,
,
et assets The funds of the Charity Restricted income funds Unrestricted income funds General Designated Total unrestricted income funds Total harity funds
19
243
84
243
84
19 19
9,952 5,729 , ,
8,143 5,993 , ,
9,952 5,729 , ,
8,143 5,993 , ,
The trustees have prepared group accounts in accordance with the Statement of Recommended Practice – Accounting and Reporting by Charities (SORP 2015), applicable UK Accounting Standards and the Companies Act 2006. Approved by the Trustees of Devon Air Ambulance Trust on 30 June 2016 and signed on its behalf
rs A
ewcombe,
hair
he notes on pages to form part of these financial accounts. Company registered no 03855746
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ANNUAL REPORT 2015
Consolidated Statement of Cash Flows at 31 December 2015 2015 £’000 et cash in ow from operating activities note below ash ows from investing activities Income from current investments Dividends and interest from non-current investments Proceeds from sales of investments Purchase of investments Purchase of property, plant and equipment
£’000 ,
37 (8) ,
-
(226) , , ,
, ,
Note econciliation of net cash inflow outflow from operating activities et income for the year epreciation charges osses on investments oss on fi ed assets Income from investments ecrease in stoc s ncrease in creditors ecrease increase in debtors et cash in ow from operating activities
Total cash and cash e uivalents
£’000
22 84 411 (4,237) (160)
(Decrease)/increase in cash and cash equivalents in the year ash and cash e uivalents ash and cash e uivalents
Cash in hand and at ban Current investments
£’000 ,
et cash used in provided by investing activities ash ows from financing activities
Analysis of cash and cash e uivalents
2014
,
,
(106)
(37)
,
an
£’000
,
,
ash ows £’000
Dec
£’000
,
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ANNUAL REPORT 2015
Notes to the accounts 1 Accounting Policies Basis of Preparation he financial statements have been prepared in accordance with ccounting and eporting by Charities tatement of ecommended ractice applicable to charities preparing their accounts in accordance with the inancial eporting tandard applicable in the K and epublic of reland effective anuary Charities the inancial eporting tandard applicable in the K and epublic of reland and the Companies ct . he financial statements have been prepared under the historic cost convention and on a going concern basis. he Charity is a public benefit entity. he roup financial statements consolidate the results of the charity and its wholly owned trading subsidiary. separate tatement of inancial ctivities and income and e penditure accounts for the charity has not been presented as the rust has ta en advantage of the e emption afforded by section of the Companies ct . Income Recognition Policies oluntary income including donations legacies and lottery sales that provide core funding or are of a general nature are recognised where there is entitlement certainty of receipt and the amount can be measured with sufficient reliability. or legacy income entitlement is ta en as the earlier of the date when the charity becomes aware that probate has been granted; when the estate has been finalised and notification made by the e ecutors that a distribution will be made; or when the distribution is received. ncome from commercial trading activities is recognised as earned as the related goods and services are provided. nvestment income interest is recognised on a receivable basis. Volunteers and Donated Services he value of services provided by volunteers is not incorporated into these financial statements. urther details can be found in the rustees’ nnual eport on pages to . onated services are recognised as income when control is obtained over the item the receipt of economic benefit is probable and it can be measured reliably. Expenditure penditure is recognised when there is legal or constructive obligation to ma e a payment settlement to a third party is probable and the amount can be measured reliably. Contractual arrangements are recognised as goods or services are supplied. Costs of raising funds are those costs incurred in attracting voluntary income and those incurred in trading activities that raise funds. Charitable activities include e penditure associated with the operation of the two helicopters airbase facilities and medical e uipment. pay th of the salaries of ambulance staff aircrew and for drugs and medical consumables all other costs are met by the Charity. upport costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources e.g. staff costs by time spent and other costs by their usage.
Irrecoverable VAT rrecoverable is charged against the category of resources e pended on the basis of overall inputs applicable to that category. Operating Leases he Charity classifies the lease of vehicles and office e uipment as operating leases; the title to these items remains with the lessor. ental charges are charged on a straight line basis over the term of the lease.
ANNUAL REPORT 2015
Tangible Fixed Assets ndividual fi ed assets costing or more are capitalised at cost. angible fi ed assets are depreciated on a straight line basis over their estimated useful lives as follows sset category nnual rate C helicopters . Helicopter factory fitted role e uipment Helicopter medical e uipment ong leasehold buildings . hort leasehold buildings ffice e uipment and furniture e uipment Investments nvestments for which there is a uoted mar et value are valued at the bid price ruling at the Balance heet date. ther investments are valued at their realisable mar et value. Stock toc of new merchandise is included at the lower of cost or net realisable value. toc s of second hand goods donated for resale are not valued in these financial statements as the rustees believe that the cost of valuing second hand goods e ceeds the benefits. Funds Structure he rust has two restricted income funds to account for situations where a donor re uires that a donation must be spent on a particular purpose. ll other funds are unrestricted income. Pension he Charity ma es a contribution of of salary for each employee to a personal pension scheme which is compliant with the auto enrolment regulations which became applicable to the Charity from ctober . mployees pay a minimum of of salary into this scheme unless they have opted out of the scheme. 2 Legal Status Of The Trust he rust is a company limited by guarantee and has no share capital. he liability of each member in the event of winding up is limited to .
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ANNUAL REPORT 2015
3 Donations & Legacies
Legacies Donations including ‘in memory’ and anniversaries Regular giving schemes Charitable Trust donations Funds raised by community groups Schools and youth organisations Box and street collections Total donations and legacies
Unrestricted funds £’000 1,823 484 45 41 738 12 185 3,328
Restricted funds £’000 -
Total funds 2015 £’000 1,823 484 45 41 738 12 185 3,328
Total funds 2014 £’000 1,544 495 41 47 705 18 181 3,031
Unrestricted funds £’000
Restricted funds £’000
Total funds 2015 £’000
Total funds 2014 £’000
1,429 8 1,241 130 1,379 50
1 1 (1)
1,429 8 1,241 131 1,380 49
1,235 8 1,033 114 1,155 80
1,685 111 274 60 445 1,240 3,114 1,825 1,290
(1)
1,685 111 274 60 445 1,240 3,114 1,825 1,289
1,525 111 247 44 402 1,123 2,760 1,557 1,203
In 2014, £81,000 included within Donations was restricted (see note 19) 4 Trading Activities
Shops and merchandise trading Sales Cost of goods sold Overheads and expenses Support costs Contribution to the Charity’s funds Lottery Sales Prizes Overheads and expenses Support costs Contribution to the Charity’s funds Total trading income Total trading expenditure Total trading contribution
There were no restricted income or expenses relating to trading activities in 2014. DAAT events are not included within trading activities as their primary purpose is to promote the Charity and its activities rather than to generate income. DAAT events have contributed £13,000 in the year (2014: £13,000).
ANNUAL REPORT 2015
5 Investment Income
Bank deposit accounts Income from investments Total investment income
Unrestricted funds £’000 22 84 106
Restricted funds £’000 -
Total funds 2015 £’000 22 84 106
Total funds 2014 £’000 37 37
6 Other Income ther income in includes received from the B fine fund. Other income in 2014 includes £347,000 due from the buyout of the PBH/SBH1 agreement which was terminated on 31 December . 1
41
hese agreements provided engine and airframe support maintenance and replacement services at a fi ed cost per flight hour.
Shops
Lottery
Charitable Expenditure
Investment Costs
2015
2014
Costs directly allocated to activities Charitable activities Fixed asset write off (see note below) Direct fundraising Events Retail dept selling and premises Retail dept staff related DAAT lottery prizes Daat lottery selling and admin Volunteer support and expenses Fundraising dept Fundraising dept staff related PR & marketing dept PR & marketing dept staff related Investment management costs Support costs allocated to activities Staff related HQ premises Stationery and mailing IT, communications and equipment Insurances Finance Non-recoverable VAT Legal and professional fees Total expenditure
DAAT events
7 Total Resources Expended
Community Fundraising
ANNUAL REPORT 2015
Donations
42
£’000
£’000
£’000
£’000
£’000
£’000
£’000
£’000
£’000
4 10 39 35 33 -
9 53 21 31 114 58 37 -
23 5 8 11 2 -
615 633 13 1 3 14 13 -
111 273 2 7 10 -
2,310 142 -
29
2,310 142 13 76 615 633 111 273 34 49 171 128 85 29
2,046 12 56 498 543 111 247 26 33 149 109 79 -
39 7 3 5 1 3 1 2 182
75 15 8 12 6 5 4 448
2 1 1 53
70 5 2 4 4 3 1,380
15 1 1 24 1 445
4 4 4 4 2,468
3 32
208 33 13 27 1 13 30 14 5,008
180 32 11 23 3 12 27 4 4,201
he fi ed asset write off is the remaining boo value of e penditure relating to the eter irport lease agreement. his initial e penditure was made in return for a rent free period up to une which remains in place.
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ANNUAL REPORT 2015
8 Net Income for the Year
Net income for the year is stated after charging: Operating leases – equipment Operating leases – vehicles Depreciation Auditor’s remuneration – audit services Auditor’s remuneration – non-audit service 9 Analysis of Staff Costs, Trustee Remuneration and Expenses and the Cost of Key Management Personnel 9.a) Staff costs Wages and salaries Social security costs Pension costs Total staff costs
2015 £’000
2014 £’000
3 28 703 6 6
2 19 695 7 2
2015 £’000
2014 £’000
1,393 125 89 1,607
1,157 103 69 1,329
uring the year five employees were paid or more one in the rust and four in the rading Company. he number of staff receiving emoluments which include pension contributions in the following bands was as follows 2015
2014
he re uirements of the pension auto enrolment legislation became applicable to the rust from ctober . compliant scheme has therefore been set up for employees to which the rust pays a contribution and the employee a minimum contribution unless the individual has opted out of the scheme. 9.b) Trustee remuneration and expenses uring the year the Charity rustees received no remuneration uring the year the Charity paid indemnity insurance totalling
nil or e penses from the rust or its subsidiary. .
9.c) Cost of ey management personnel he ey management personnel of the parent rust comprise the trustees and the enior eadership eam. he total employee benefits including salary pension and social security costs of the ey management personnel of the rust were . he ey management personnel of the roup comprise the ey management personnel of the rust the afety icensed ngineer. he total employee benefits of the ey management personnel of the roup were igel Hare the analysis.
perations
irector is employed by
anager and the .
and a cost is recharged to the rust which is not included in the above
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ANNUAL REPORT 2015
10 Staff Numbers The average monthly head count was 62 staff (2014: 54 staff) and the average monthly number of full-time equivalent employees during the year were as follows: 2015 2014 Administration 9 7 Charity shops 30 23 Fundraising and other charitable work 5 6 Operational staff employed in the Trading Company 7 6 51 42 By the end of 2015 we had 420 registered volunteers. 11 Related Party Transactions DAAT invested ÂŁ1,000,000 into a 95 day notice account with Santander during the year. Alison Upton is a Trustee of DAAT and also an employee of Santander, and was therefore not involved in the decision to invest this balance. There were no other related party transactions in the year. 12 Taxation The company is a registered charity and is not subject to corporation tax.
ANNUAL REPORT 2015
13 a) Tangible Fixed Assets – Group
£’000
Fixtures fittings £’000
Leasehold property £’000
£’000
7,704 141 7,845
74 3 77
286 8 294
1,286 8 (276) 1,018
9,350 160 (276) 9,234
Depreciation At 1 January 2015 Charge for the year Write off to expense (note 7) At 31 December 2015
1,954 623 2,577
61 8 69
273 12 285
364 60 (134) 290
2,652 703 (134) 3,221
Net book value At 31 December 2015 At 31 December 2014
5,268 5,750
8 13
9 13
728 922
6,013 6,698
Equipment
Leasehold property £’000
Total
£’000
Fixtures fittings £’000
£’000
74 3 77
286 8 294
1,281 8 (276) 1,013
1,641 19 (276) 1,384
Depreciation At 1 January 2015 Charge for the year Write off to expense (note 7) At 31 December 2015
61 8 69
273 12 285
363 58 (134) 287
697 78 (134) 641
Net book value At 31 December 2015 At 31 December 2014
8 13
9 13
868 918
743 944
Cost At 1 January 2015 Additions Write off to expense (note 7) At 31 December 2015
b Tangible i ed Assets –
Cost At 1 January 2015 Additions Write off to expense (note 7) At 31 December 2015
ompany
Helicopter
Equipment
£’000
45
Total
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ANNUAL REPORT 2015
14 Investments – Group and Company
Fixed asset investments Investments at market value At 1 January 2015 Additions Disposals Unrealised loss Realised loss At 31 December 2015 Current asset investments HSBC deposit account Lloyds bank deposit account Nationwide deposit account Santander 95 day notice account Virgin Money deposit account Total current asset investments
2015 £’000
2014 £’000
4,237 (411) (122) (31) 3,673
-
2,027 1,000 1,000 1,000 5,027
4,969 1,040 6,009
ll fi ed asset investments relate to listed investments. The charity owns the entire issued share capital of 2 ordinary shares of £1 each of Devon Air Ambulance Trading Company Limited, incorporated in ngland ales Company no . evon ir mbulance rading Company imited provides helicopter services to the charity. he assets and liabilities of the subsidiary were
Fixed assets Current assets Current liabilities Long term loan Aggregate share capital and reserves A summary of its results and reserves Turnover Expenditure Amount gift aided to the Charity rofit for the year
2015 £’000 5,270 464 (1,479) (4,255) -
2014 £’000 5,753 623 (1,569) (4,807) -
2,464 (2,318) (146)
2,597 (2,131) (466)
ANNUAL REPORT 2015
15 Stock
Stock 16 Debtors
Legacies receivable Other debtors Prepayments DAA Trading Co Ltd (due within one year) DAA Trading Co Ltd (due after more than one year) DAA Trading Co Ltd gift aided donation
17 Cash at bank and in hand
HSBC bank accounts National Westminster Investment Manager account
18 Creditors – amounts falling due within one year
Trade creditors Lottery entry monies received in advance Taxation and social security Other creditors Accruals
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Group 2015 £’000 25
Group 2014Company 2015 £’000 £’000 34 15
Company 2014 £’000 17
Group 2015 £’000 602 81 683 1,366
Group 2014Company 2015 £’000 £’000 923 602 493 39 394 513 1,088 4,255 62 1,810 6,559
Company 2014 £’000 923 44 374 1,038 4,807 423 7,609
Group 2015 £’000 272 70 226 568
Group 2014Company 2015 £’000 £’000 64 138 70 70 224 134 432
Company 2014 £’000 34 70 104
Group 2015 £’000 394 239 48 22 45 748
Group 2014Company 2015 £’000 £’000 100 197 208 239 32 24 40 20 85 45 465 525
Company 2014 £’000 143 208 22 31 59 463
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ANNUAL REPORT 2015
19 Analysis of funds - group
Balance at 1 January 2015
Incoming resources
£’000
Unrestricted income funds Designated funds1 Helicopter replacement Helicopter maintenance Key manager cover ight flying General funds Total unrestricted funds Restricted income funds2 Cox Laryngoscope Senior leadership team development programme Paramedic training ight flying
Transfers
£’000
Resources expended & losses £’000
£’000
Balance at 31 December 2015 £’000
4,750 847 146
-
-
(144) 54
4,750 703 200
5,993 8,143 14,136
6,624 6,624
(5,079) (5,079)
(264) 264 -
5,729 9,952 15,681
5 5 74
-
(2) (5) (74)
-
3 -
84
241
(82)
-
243
14,220
6,865
(5,161)
-
15,924
1Description,
nature and purpose of designated funds Helicopter replacement Estimated net cost of replacing the Exeter based EC135 Helicopter, G-DVAA, in 2020 when it will have been in service for 12 years. Helicopter maintenance Fund to ensure immediate availability of money to maintain helicopters and minimise the risk of medium to long term grounding. An initial investment of £500,000 was made in 2013 following a review of the options for insuring against major maintenance costs, and an additional £347,000 designated in 2014 based on then receipts from the PBH contract which was previously in place. The 2015 balance has been calculated as the estimated costs of a severe but realistic repair scenario. Key manager cover As no key person insurance is in place, this Fund provides for potential additional costs that could be incurred should a key manager be absent from work long term due to illness or accident. In 2015 this has been based on 35% of the annual salaries of staff identified as ey management. ight ying Estimated capital expenditure to set up Night Flying operations in 2016 after fully utilising the LIBOR donation included in restricted funds. his has been set up to ensure sufficient funds are available to build the infrastructure and train employees to commence Night Flying in 2016. General The available reserves after allowing for all designations. Description, nature and purpose of restricted funds was donated to be spend on this specific medical e uipment. his was purchased within the rading Cox laryngoscope Company subsidiary in December 2015 and the restricted fund is reduced monthly by the depreciation charged back to the Trust. SLT development programme ATASS Respect Ltd donated £81,000 in 2014 on the basis that £76,000 would contribute to the costs of paramedic training and £5,000 to the Senior Leadership Development Programme. Paramedic training See paragraph above. 2
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ANNUAL REPORT 2015
20 Analysis of net assets between funds – group
Fixed assets Investments Ban fi ed term deposit accounts Current assets Current liabilities iabilites due after more than year
21 Operating lease commitments
perating lease which e pire within one year within two to five years after more than five years
General Income £’000 6,013 -
2015 Land & buildings £’000
Designated Funds £’000 3,673
Restricted Funds £’000 -
Total Funds
2015 2014 Other items Land & buildings £’000 £’000
2014 Other items £’000
£’000 6,013 3,673
22 Commitments he Company committed to a purchase order with irbus Helicopters on st ctober for wor re uired to fit out one of the helicopters for night flying. has been paid in the year and is included within prepayments in note with the remaining due on completion of the wor after the year end. s part of the transfer of pilots into the Company in employees of the Company. he second payment of Company.
a total of was made in
is due to these staff each arch up to if they remain arch and all impacted pilots remain employed by the
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ANNUAL REPORT 2015
Legal and Administrative Information for the Year Ended 31 December 2015 Patrons Mary King MBE Lady Penny Mountbatten Jennie Bond David Fitzgerald Adam Isaac Sam Hill Trustees who served during the year Mrs A Newcombe (Chair) ~ Mr B Cole ~+ Mr M Sheather + Mr A Appelboam # Mr W Price Mrs A Upton (appointed 2nd March 2015)* Mr S Tyrrell (appointed 16th April 2015) Mr Richard Plunkett (appointed 17 December 2015)(Treasurer from 12th May 2016) Mrs L Humphries # (resigned 11th February 2016) Mr S Denton (Treasurer) * (term completed 12th May 2016) Current trustees appointed after the year end Ms Rachel Short (appointed 24 March 2016) Mr Tony Noon (appointed 24 March 2016) ~ member of the PR & Fundraising Committee * member of the Finance Committee + member of the HR Committee # member of the Operations Committee Senior Leadership Team Ms H Holt (Chief Executive) Mrs C Creer (Fundraising Director) Mr D Hawes (Finance Director) Mr M Bell (Retail Director) Mr N Hare (Operations Director) Mr I Payne (Flight Operations Director) rincipal Address egistered ffice Devon Air Ambulance Trust Unit 5, Sandpiper Court Harrington Lane Exeter EX4 8NS Bankers HSBC Bank plc 9 St Thomas Centre Cowick Street Exeter EX4 1DD Solicitors Foot Anstey LLP Senate Court Southernhay Gardens Exeter EX1 1NT Chartered Accountants and Statutory Auditor PKF Francis Clark Vantage Point Woodwater Park Pynes Hill Exeter EX2 5FD Investment Manager Kleinwort Benson 14 St George Street London W1S 1FE
ANNUAL REPORT 2015
List of Acronyms AAA C CAA CPR DAAT DAATCL EASA ECG EPOS HEMS IHT LIBOR NPAS PBH RA RD&E RMC C SBH SMS SOP SORP SWASFT
Association of Air Ambulances ir perator’s Certificate Civil Aviation Authority Cardiopulmonary Resuscitation Devon Air Ambulance Trust Devon Air Ambulance Trading Company Limited European Aviation Safety Agency Electrocardiogram Electronic Point Of Sale Helicopter Emergency Medical Service Inter-hospital Transfer London Interbank Offered Rate National Police Aviation Service Power By the Hour Risk Assessment Royal Devon & Exeter Hospital Royal Marines Charity oad raffic Collision Service By the Hour Safety Management System Standard Operating Procedure Statement of Recommended Practice South West Ambulance Service NHS Foundation Trust
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