## **NORTH WEST AIR AMBULANCE** 

## **TRUSTEES' ANNUAL REPORT AND FINANCIAL STATEMENTS** 

**For the year ended 31 March 2022** 

Flying to save lives 



## **NORTH WEST AIR AMBULANCE** 

||Page|
|---|---|
|Chairman’s introduction and review of activities|1 - 2|
|Legal and Administrative details|3 - 4|
|Trustees Report|5 – 30|
|Independent auditors' report|31 – 33|
|Consolidated Statement of Financial Activities|34|
|Balance Sheets|35|
|Consolidated cash flow statement|36|
|Notes to the Financial Statements|37 – 57|





**NORTH WEST AIR AMBULANCE CHAIRMAN’S INTRODUCTION AND REPORT AND REVIEW OF ACTIVITIES** 

A warm welcome to our annual review. 

Firstly, on behalf of all our patients and their families, may I say thank you to all our wonderful supporters for their ongoing commitment to ensuring our Charity can continue to ‘fly to save lives’, and guaranteeing we are able to ‘bring the hospital’ to the most critically ill and injured patients, across the whole of the North West, 365 days a year. 

Patients are at the heart of everything we do, and ultimately at the heart of every decision we make. They are ‘Our Why’ we exist, but it’s because of our wonderful people that we are able to make the life saving difference we do. 

I want to take this opportunity to thank every member of staff, crew, and volunteer for being #NWAAmazing. Whether it’s on the front line carrying out life saving medical interventions, or behind the scenes, everyone is part of the same crew, ‘One Crew’, together saving lives. 

As we emerge from the Pandemic, it is imperative we remain fit for purpose and fit for the future, ensuring we have the right level of funds and our income is sustainable, so we can deliver our clinical ambitions with confidence. 

This year: 

- we agreed an ambitious five-year income and engagement strategy to ensure financial resilience and significantly grow and diversify our income streams. 

- we agreed an upfront investment in new talent, enabling the early recruitment of 13 new roles ahead of the next financial year as part of delivering this strategy. 

- we made the commitment to invest in our first ever multimedia brand awareness campaign, including radio, billboards, and social ads across the North West. 

- we undertook a robust competitive tendering process for renewal of our helicopter fleet. The contract was awarded to Babcock securing another 7 years of future proofed service delivery. 

Engaging with our staff and volunteers and ensuring everyone has a voice is essential to making sure we have the right culture where everyone feels valued, part of a team and has the opportunity for personal growth. 

This year: 

- we have facilitated hybrid working. 

- we held our first ever annual staff conference and values awards. 

- we conducted our first external staff engagement survey. 

- we reinvigorated our Employee and Volunteer Forums. 

We continue to take a ‘digital first’ approach to all that we do with the upmost consideration to digital security and data governance compliance. 

## This year: 

- we have improved our range of digital payment options, keeping on point with the growing use of contactless payments, and simplified the payment process, making it seamless across all platforms. 

- we developed our clinical HEMSbase system so our hospital partnerships can record patient outcomes. This is a first for us and is vital for making evidence-based decisions to assess and evolve the care we provide. 

Clinically our service continues to go from strength to strength. All our Paramedics have been upskilled to Critical Care Paramedics (CCPs) and now have the capability to administer specialist drugs such as ketamine as well as carry out surgical interventions, such as sedation and thoracotomies, interventions which previously have only been carried out by our consultant level doctors. 

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## **NORTH WEST AIR AMBULANCE CHAIRMAN’S INTRODUCTION AND REPORT AND REVIEW OF ACTIVITIES** 

This year: 

- we continued to equip our crew with the most advanced medical equipment, one example of this is the ultrasound scanner; a pocket-sized portable, hand-held, full body scanner, which connects to a smartphone. 

- we developed our Patient Aftercare service in both Aintree and Preston Hospitals, to provide support and clinical advice to NWAA patients and families, and to provide us with essential valuable patient data. This service will be fully established across all Major Trauma Centres during 2023. 

- we trialled and introduced an evening car response service between October 2021 - March 2022, between 1800-0200 each Friday and Saturday. 

In shaping the future of our Charity, our aspiration is to lead the way in bringing the hospital to the patient and to this end we have big, brave, and bold aspirations over the coming years. 

This annual report will inform you further of the achievements, challenges, and performance of our Charity over the last 12 months, in line with our 2018- 2023 strategy, all of which have been made possible thanks to the dedication and commitment of all our supporters, staff, crew and volunteers. 

## **Together we continue to make a life saving difference!** 


**Mr A G Jude** Chair, on behalf of the Board of Trustees 

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## **NORTH WEST AIR AMBULANCE** 

## **Legal and Administrative details** 

North West Air Ambulance ("the Charity") is a registered company and is registered with the Charity Commission. The Charity was incorporated on 12 April 1999. 

**Charity registration number:** 1075641 **Company registration number:** 03752544 **Chair of the Trustees:** Allan Jude 

**Bankers:** 

The Co-Operative Bank plc 1 Balloon Street Manchester M60 4EP Barclays Bank plc 48b & 50 Lord Street Liverpool L2 1TD 

**Registered Auditors:** Crowe U.K. LLP The Lexicon Mount Street Manchester M2 5NT 

**Registered and Principal Office:** Stanley House North Mersey Business Centre Woodward Road Knowsley Merseyside L33 7UY 

## **Key management personnel:** 

Ms Heather Arrowsmith – Chief Executive Officer Ms Emma Pridgeon – Director of Finance and Resources (resigned February 2022) Mr David Briggs – Director of Operations Mrs Sarah Naismith – Director of Income and Engagement Mr Roger Brown– Director of Finance and Resources (appointed February 2022) 

## **Trustees:** 

Mr A G Jude (Chair) Mrs K J Spencer Mr S E Meehan Mrs D J Smith Dr R C Hall (resigned 7 July 2021) Mr D R Head Dr S J Mercer (appointed 6 October 2021) 

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## **NORTH WEST AIR AMBULANCE** 

## **Legal and Administrative details** 

## **Investment Advisors** 

Isio Manchester One St Peter’s Square Manchester M2 3AE 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

The Trustees, who are also Directors of the Charity for the purposes of the Companies Act, submit their annual report and audited financial statements for the year ended March 31, 2022. The Trustees have adopted the provisions of the Statement of Recommended Practice 2019 (SORP) Accounting and Reporting for Charities second edition, October 2019, in preparing the annual report and financial statements of the Charity. 

The North West Air Ambulance (NWAA) was set up as a company limited by guarantee in 1999. It is governed by a Memorandum and Articles of Association, which were amended in 2017 to update the appointment and tenure of Trustees, objectives, and inclusion of training as a future area where the Charity could be involved. Further changes covering election terms and voting processes were made in 2019. 

The objectives for which the Charity is established are: 

- The relief of sickness and injury and the protection of human life by the provision or support of an air ambulance service in Lancashire, Cumbria, Greater Manchester, Merseyside, Cheshire, and such other areas as the Trustees may in their absolute discretion determine from time to time 

- The provision of training and education in matters relating to the relief of sickness and injury and the protection of human life 

The Charity is supported by North West Air Ambulance Promotions Limited, a trading company (primarily shops) and the Friends of the NW Air Ambulance Lottery CIC (Community Interest Company) which runs the Charity’s Lottery. Both companies were set up and have the objective of raising funds and/or generating awareness of the Charity and are subsidiaries of the Charity. 

## **PERFORMANCE SUMMARY** 

## **FINANCIAL PERFORMANCE** 

The Charity group had a consolidated deficit for the year of £349,630 (2020/21 £1,994,506) but with increased income and costs and a decreased gain on investments. 

|**Summary Financials**|**1/4/21 to 31/3/22 £k**|**1/4/20 to 31/3/21 £k**|
|---|---|---|
|Donations & Legacies|4,062|4,451|
|Other trading activities|7,174|5,964|
|Investments|3|9|
|**Total Income**|**11,239**|**10,425**|
|Commercial<br>trading<br>operations|2,763|1,926|
|Other fundraising costs|1,968|1,293|
|Charitable activities|6,876|6,202|
|**Total expenditure**|**11,606**|**9,421**|
|**Net income**|**(367)**|**1,003**|
|Gains/(losses)<br>on<br>investments|18|991|
|**Net**<br>**movement**<br>**in**<br>**funds**|**(350)**|**1,995**|



Total income increased from £10,424,700 to £11,239,148, driven by the increase in retail sales, as shops were able to open fully from April 12[th] , 2022, following closures due to Covid restrictions. Fundraising activity increased as the year went on, with events finally taking place as restrictions lifted. 

Shops opening meant only a small amount of grant funding was received, compared with last year, and furlough funding ceased once staff returned to work. Commercial trading costs returned to normal levels, with all shops opened and full activity taking place. Unfortunately, three shops had to close during the year, 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

incurring additional dilapidation costs as per the lease agreements. 

Fundraising activity slowly returned, with events costs increasing slightly in comparison to last year. Canvassing activity was allowed to start again, with elevated levels of recruitment for Lottery plays during the year. Efforts were made to increase regular giving, with a second approach if supporters didn’t initially want to play the Lottery. This was canvassed separately later in the year. 

With Covid restrictions ceasing, mission numbers increased as did normal day to day activity. Additional operational costs were incurred as evening car trials carrying Doctors and paramedics took place during weekends. Its success has led to it being rolled out further during 22/23. 

Staffing levels returned to normal, with significant recruitment taking place to bring fundraising teams back to full capacity to meet the expected increase in demand for events and renewed support. 

There was a small gain in investment values in contrast to the notable increase in the previous year. However, the valuation dipped significantly in Q4 as global economic events caused increased volatility in the markets. Further fluctuations in investment values are expected for the remainder of the 22/23 Fiscal Year (FY). 

As planned, another response vehicle was purchased to replace an older vehicle, with other capital expenditure focusing on medical equipment replacement. Some equipment for community use was scarce and could not be purchased during the year. 

## **Total income increased from £10,424,700 to £11,239,148** 

## **Retail development** 

The promotions business returned with a successful year compared with the difficulties experienced during the Covid pandemic restrictions. All shops were opened from April 12, 2021, with good sales levels across most shops. 

Two shops were marked for closure during the year as the leases were due for renewal and they were deemed to be uneconomical to remain open. A third shop closed due to forced action by the landlord. Despite the loss of these three stores, the surplus for the year far exceeded pre-covid returns. Retail was also restructured during the FY21/22 seeing several changes made to capitalise on synergies and improvements to streamline the Retail operation. These being: 

- To restructure the senior management of the Retail operation, merging it with that of Facilities Management. To capitalise on the synergies between these two functions. 

- To create a second Regional Manager South role to provide all shops with closer, more effective line management. 

- To create an On-Line Manager Role to bring together the Donated Stock and On-line functions to ensure a smooth and integrated operation. 

## **Results of subsidiary companies and group** 

The results of the Charity Group are summarised in the Statement of Financial Activities, and those of the subsidiary companies in the notes to the Financial Statements. 

## **CHARITABLE OPERATIONS** 

**– Clinic impact CCPs, Helicopter, Evening Car, Expansion of service** 

## **What we’ve done** 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

## **Extended our Service Level Agreement (SLA) with North West Ambulance Service (NWAS)** 

Building on a strong relationship and strategic partnership with NWAS, in December 2021 we extended our Service Level Agreement (SLA) for another five years. NWAS provides Critical Care Paramedics (CCPs), Doctors, Medical Director and Consultant Paramedic, Care Quality Commission registration and all aspects of clinical governance for NWAA. It also provides clinical strategy and supports NWAA’s clinical aspirations, such as service delivery expansion, clinical team skills, and development pathways. 

## **Introduced Critical Care Paramedics (CCPs) into the team** 

To enhance and further develop the clinical capabilities of the NWAA crews, investment was made into upskilling existing Paramedics to become CCPs, with NWAS and a partnership with Bangor University providing the academic structure. All NWAA Paramedics now work operationally as CCPs, with the majority still undergoing academic study/sign off. 

This brings huge patient benefits with CCPs offering additional surgical skills including airway management but, crucially, being able to administer additional specialist drugs such as ketamine. The CCPs pathway for NWAA Paramedics has also enabled us to amend the terms and conditions of employment meaning all CCPs are now on a permanent secondment with NWAA, instead of having to reapply every two years to remain in post. 

## **Upskilling: All NWAA Paramedics now work operationally as CCPs** 

## **Renewed our aviation contract to future-proof the service** 

Our strategic partnership with existing aviation services provider Babcock Aviation Limited, continues after a brand new contract was agreed, following a robust market test and procurement process, with support from an external aviation expert, which resulted in five bidders and more than 10 potential options being explored. This will provide a future -proofed turn-key aviation service, until at least 2029. 

Babcock, who have partnered with NWAA for more than 20 years, proved to be the most appropriate solution, matching the current and potential future needs of NWAA, while enabling service delivery of the clinical strategy. The contract will see two of the existing helicopters upgraded and another replaced with a newer Night Vision Imaging Systems (NVIS) capable aircraft, which would enable us to respond via aircraft at night. 

## **Introduced new and innovative equipment such as…** 

**Schiller Monitor** : Having previously used the Lifepak15 monitor which was heavy, cumbersome, and technologically limited, we conducted clinical trials on three alternatives. The Schiller Monitor was chosen for its advanced technology, its ability to communicate with other pieces of clinical equipment - and potentially hospitals - with patient information, and because it weighs less than half of the Lifepak15. We’ve bought seven monitors, one for each aircraft and vehicle. 

**Arterial Lines** : These were introduced alongside the Schiller Monitor to help measure vital signs/levels more accurately. We bought additional training equipment, and training was conducted in-house by NWAA highly skilled, Consultant Level Doctors. 

**Butterfly ultrasound equipment** : Used by the Doctors, with training ongoing to potentially enable use by CCPs, Butterfly iQ+ (Butterfly Network Inc) is a pocket-sized portable external ultrasound scanner. It’s a handheld, single-probe, whole-body ultrasound system, powered by a single silicon chip which connects to a smartphone. 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

## **Trialled and introduced an evening car service** 

An evening car response service was trialled by NWAA for six months between October 2021-March 2022, using an evidence-based approach, and supported by work previously commissioned with Lancaster University. Based at Barton, it delivered Enhanced Pre-Hospital Care (EPHC) by either Doctor and CCP, or two CCPs, between 1800-0200 each Friday and Saturday. The trial, validated by an academic clinical study, supported the evidence-based approach, and demonstrated a need for such a service within the North West region. The service delivery model has been adopted as a permanent feature with plans to expand capacity in the coming year, supported by additional clinical recruitment. 

## **Our Crew** 

Within the last four years the number of NWAA Clinical staff has more than doubled, and within the last 12 months there’s been an increase of four CCPs and another four Consultant Level Doctors. 

|**Current Clinical**<br>**Staffing**|**1/4/21 to 31/3/22**|**1/4/20 to 31/3/21**|
|---|---|---|
|Doctor|22|18|
|CCP|18 moving to 20 in Dec 2022|16|
|Pilot|7|6|
|Engineer|3|3|
|Bank Paramedic|7|5|



All clinical staff are provided via an SLA with NWAS. Doctors typically work two days per month with NWAA, with CCPs on full-time, permanent secondment to NWAA. Bank Paramedics are used to cover ad-hoc sickness, and Pilots and Engineers are provided via Babcock. 

## **The Difference We Made to Our Patients** 

The tables below show the activity levels for the last two years. 

Table 1 – Number of Incidents, Patients and Treatments 

|**Number of Jobs**|**1/4/21 to 31/3/22**|**1/4/20 to 31/3/21**|
|---|---|---|
|Total number of jobs|2,690|2,524|
|Number of patients|1,206|1,107|
|Number of RSIs (Rapid<br>Sequence Intubation)|136|125|
|Number of intubations<br>without drugs|97|79|
|Major haemorrhages|72|50|
|Blood plasma patients|72|52|



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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

Table 2 – Number of Incidents by Job Type 

|**Number of Jobs – by**<br>**type**|**1/4/21 to 31/3/22**|**1/4/20 to 31/3/21**|
|---|---|---|
|Accidental injury|660|713|
|Road traffic collision|753|656|
|Medical|609|447|
|Assault|282|300|
|Other|67|68|
|Intentional self-harm|177|211|
|Sport / Leisure|95|50|
|Transfer|16|42|
|Other transfer|20|17|
|Exposure|11|20|
|Total|2,690|2,524|



Table 3 – Number of Jobs by Region 

|**Number of missions**<br>**– by county**|**1/4/21 to 31/3/22**|**1/4/20 to 31/3/21**|
|---|---|---|
|Cumbria|150|111|
|Lancashire|835|716|
|Greater Manchester|918|1,000|
|Merseyside<br>&<br>Cheshire|760|669|
|Other|27|78|
|Total|2,690|2,574|



## **Our Plans for the future – What is next** 

## **Introducing blood on board to all our aircraft and response car teams** 

The capability to deliver blood, via the EPHC model, was introduced into NWAA in January 2019. Since then, more than 200 transfusions have been given, making a significant impact to the chances of survival for patients across the region. The current operating model is provided by the Doctor-led team, either via aircraft or critical care response car, and supported by a strategic partnership with Manchester Blood Bikes (a charitable organisation) and Salford Hospital Blood Service. Blood products are provided by Salford Hospital via a (SLA) and delivered daily and on request to Barton Airbase by volunteers. 

We plan to expand the current capacity to deliver blood by the Doctor led aircraft, by increasing its use to enable both Doctor and CCP led aircraft and response vehicles. This is a challenging and ambitious goal, supported by NWAS whose clinical governance and procedures underpin all essential ethical and governance requirements, blood is planned to be available on all platforms by Q1 of 2023. This will ensure an equitable blood transfusion service. 

## **More than 200 transfusions have been given** 

## **Increasing our service delivery by providing 12-hour cover on each aircraft daily** 

From October 2022, all aircraft will operate for a period of 12 hours each, something previously only provided via the Doctor-led aircraft. 

The Doctor-led aircraft will continue to work from 08:00-20:00, 365 days a year. Previously, helicopter 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

provision, staggered seasonally across the day to provide maximum flying potential, covered 10 hours on each of the two CCP-led aircraft. The increase allows for a more robust staffing model and better work-life balance for crews and raises coverage of enhanced pre-hospital care by a total of four hours per day. 

## **From October 2022, all aircraft will operate for a period of 12 hours each** 

## **Bringing online upgraded helicopters** 

As previously outlined, the helicopter contract with Babcock has been renewed and the scope of the contract changed significantly to enable delivery of the NWAA clinical strategy. The upgraded and replacement helicopters will be introduced in a phased approach, between April-November 2023. 

The new contract will see increased performance for two of the existing aircraft, giving a payload increase of 115kg which can be used to carry additional fuel, equipment, medical trainees/observers, and potentially a parent and child at an incident. 

All aircraft will benefit from brand-new medical-fit interiors, including: 

- The latest ergonomically beneficial stretchers, to aid both crew-loading procedures and patient treatment/comfort 

- Improved seating and lighting 

- Additional storage solutions 

Although not possible with the three existing airframes, the replacement aircraft will have the ability to operate at night, should an evidence-based study (timeframe to be confirmed) suggest this as a future option. 

To support operational resilience, the new contract includes a dedicated, NWAA- branded, back-up aircraft to provide cover during planned maintenance or ad-hoc prolonged downtime. The current service delivery standards for aircraft and pilot availability sit at more than 98%. Another added benefit of the new contract is the provision of a dedicated seventh regional pilot to support the existing team of six, along with the pool of available touring pilots provided by Babcock. 

Finally, with a digital-first based approach, all three helicopters will have the ability to operate as a data flight cell, meaning patient data can be transmitted while in the air, representing a huge step forward in the aligned use of digital-based solutions and improvements to existing working practices. 

## **Digital** 

## **Moved to software-based rostering** 

A bespoke software solution has replaced and upgraded the complex and previously demanding manual task of creating a robust roster, saving time and resources. The much-welcomed digital step forward offers further options and shift scenarios and has been used to provide accurate workforce planning needs in terms of CCP headcount. 

The system, which was used to define the crew working patterns and is available for at least the next two years, was made possible by a supporter donation which helped with both the purchase and ongoing contract for a total of three years. 

## **Expanded the use of our Asset Management system “Asset Panda” to include stores and** 

## **drugs** 

NWAA uses a cloud-based asset management system which has been gradually introduced over the last two years to control the difficult and often time-consuming task of clinical consumables and 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

drug stock management. The equipment is currently used successfully to manage all clinical equipment/daily checklists, and will be broadened to cover IT, Retail, and Health & Safety, within the next 12 months. 

## **Working towards paperless patient records (EPRF)** 

An initiative to go paperless for patient records is a key objective because it will save crew time on re-typing the same information and enable a more seamless and secure transfer of patient sensitive data. We are working in partnership with NWAS on a trial to integrate our patient reporting system (HEMSBASE) with NWAS’s direct access system, so receiving hospitals can be provided with secure, timely and relevant information electronically. 

## **Purchasing Schiller Monitors that can talk to other pieces of kit** 

NWAA will provide crews with the most advanced and innovative medical equipment available. Any decisions to purchase clinical equipment are based on how much it will affect patient outcome, so any opportunity to work digitally and, so, more effectively is also factored in. As outlined in the ‘upgraded helicopter’ section, by using a digital approach the more technologically advanced equipment will be able to transmit data to a receiving hospital while still in the air, saving time and providing the hospital with a muchneeded heads-up. Even marginal gains like these will improve patient outcomes. 

## **NWAA Patient Aftercare** 

## **How Does it Work?** 

A consideration in our approach, is to enable an integrated and joined up way of working with our receiving hospitals, focusing on the six Major Trauma Centres (MTCs) across our region. 

A Patient Aftercare service has been established in both Aintree and Preston Hospitals, the two busiest in terms of receiving NWAA patients are in the process of rolling this service out across all regional MTCs and will have this fully established during 2023. The aftercare service provides the following: 

1. Immediate clinical feedback to our crews, via hospital based Major Trauma Practitioners (MTP), funded by NWAA, and acting on behalf of NWAA 

2. Support and Clinical advice to NWAA patients, families and loved ones 

3. Essential valuable patient data via Trauma, Audit and Research Network (TARN) submissions, this data is essential to evidence and support via research, the real difference NWAA makes to its patients. 

## **Next Steps** 

- Fully establish and embed at each location 

- Introduce a manager role to oversee 

- Begin use of TARN data via research team 

## **FUNDRAISING** 

The Trustees of the North West Air Ambulance Charity are committed to a responsible approach to fundraising, treating donors and fundraisers respectfully and fairly, so they feel valued and free to donate if, when and how they wish to. We adhere to the Fundraising Regulator Code of Practice in all fundraising activity. The Charity is supported by North West Air Ambulance Promotions Limited, a trading company (primarily shops), and the Friends of the NW Air Ambulance Lottery CIC, which runs the Charity’s lottery, its largest income stream. 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

The Charity is registered with the Fundraising Regulator and complies with its Code of Fundraising Practice. The North West Air Ambulance Charity relies entirely on donations to fund our work. Without the public’s generosity, taking part in our weekly lottery or becoming regular donors, we would not be able to provide our life-saving service. 

We value their support, so we work very closely with carefully chosen fundraising agencies to make sure anyone who is fundraising on our behalf represents our organisation and our work to the highest standards. 

We are open about how we raise our funds, and we proactively engage with the Fundraising Regulator so that any concerns can be highlighted and addressed as a priority. 

Our fundraising follows the Code of Fundraising Practice, and we provide training and inductions for new employees as well as implementing compliance policies to reduce the risk of any breaches of fundraising guidelines. 

Throughout the year we have adopted an innovative approach to fundraising, which you can see detailed in this report. We have also looked at diversifying our ways of generating income, to ensure sustainable funds for the future. 

## **The North West Air Ambulance Charity relies entirely on generosity of the public to our work** 

Overall, income from Charitable fundraising finished slightly below the target of £1.83m, at £1.78m, just £43k behind. Initially it seemed supporters were not quite ready to attend events, but regular giving increased rapidly during the year as Direct Debit sign-ups proved very successful. 

## **Community & Events** 

Community: 

## **The Community & Events team have launched a five-year strategy to increase income by 302%** 

Community support plays a vital role in our operation, so we are keen to actively strengthen existing connections and create new ones. In 2021/22 we recruited a new team of Regional Fundraisers and a Fundraising Assistant to support fundraising activity in communities across the North West, raising the Charity’s profile and awareness of the work we do. 

In order to maximise funds raised through static collection tins, we introduced a new policy which maps out their locations and helps us develop new improved ways of collecting donations. We are focusing especially on contactless technologies making it easier for people to give, as day-to-day transactions become increasingly cashless. We are also investing in opportunities to extend our supporter base an attracting a younger demographic, including working more with schools and colleges. 

## What’s Next: 

Our Community Team will continue to establish relationships with schools and will launch a new Schools Fundraising Presentation and Lesson Pack attract more support from the education sector. We will also be holding our first crew Q&A sessions at colleges and universities so we can engage directly with students to increase understanding of our work and our Charity status. 

Having a presence at high profile events across the North West such as the region’s 10k race calendar and other mass participation events, will help us to connect and steward existing and new potential supporters, and raise awareness about our Charity, so we plan to continue to expand our events portfolio in this way. 

We intend to implement an In Memorium marketing strategy and stewardship programme. This new initiative 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

will see us build relationships with bereaved family and friends of patients treated by our Charity, and those who simply want to support us as a Charity following the loss of a loved one. We will do this by working with funeral directors and crematoria, and by making the best use of digital marketing platforms such as MuchLoved which specialises in stewarding In Memorium fundraising communications. In parallel with our new website, we launched our MuchLoved site where supporters can create tribute pages in memory of a loved one. 

Social media and new technology are playing an ever-present and increased part in everyone’s lives, so we are embracing the introduction of digital solutions and innovations to create new opportunities for people to support us and to steward our fundraisers – that includes launching the Charity’s first Facebook Challenge engaging and recruiting new audiences with a call to action to walk 280,000 steps in February. Investment in new contactless payment devices as an alternative to collection tins/buckets will also help us use the latest technology to give our supporters the best quality experience. 

We plan to increase the Charity’s presence in new online spaces such as online fundraising platform Enthuse, which will allow more seamless journeys for event participants, from the point of registration to creation of fundraising pages and automated, behaviour-driven stewardship journeys and incorporate digital elements into our Christmas 2022 campaign including virtual Christmas cards. 

**The Charity continues to look at new and innovative ways to fundraise.** 

## Events: 

A Calendar of Events for the current year and ahead will be created by a new dedicated Events team. Our events will be designed to appeal to both existing and new audiences, and will be promoted via our website, social channels, retail, and our supporter and volunteer networks. 

We will embark on our first year of our ambitious five-year strategy to increase our gross income from Community & Events activity by 302% from £600k in the current year to £2.4m by 2026/27. 

**The Cross Bay Walk, which is a guide led, sponsored walk across the sands between Arnside and Grange Over Sands in Lancashire was one of the 2021/22 highlights, with more than 300 people stepping out to support our Charity.** 

## What’s Next: 

The Events team will expand, and our events portfolio will be further developed and will deliver diverse calendar in line with the five-year strategy, including developing bespoke events – digital and physical, with the objective of achieving our ambitious income targets, but also to attract a new younger demographic of fundraisers, an audience which offers new opportunity for the Charity as identified by a brand audit which was conducted earlier in the year. 

## **High Value Giving** 

## Major Gifts: 

Major Gifts is a relatively new pipeline for 21/22 with a few existing major donors to the charity giving above £5K. The five-year strategy enables investment in this area mainly in terms of recruitment. 2021/22 saw the Charity introduce a new Ambassador Programme which will introduce the Charity to new audiences which have the propensity to make a high value contribution to the Charity. 

## What’s Next: 

The aim is to expand the Ambassador Programme from five to ten. Develop a schedule of Major Donor 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

events to increase income and awareness and increase the prospect pipeline of Major Donors with continue to deliver a strong stewardship plan for all Major Donors. 

All activity will support the growth of our five-year strategy, as we look to recruit a Major Gifts Fundraiser and Stewardship Co-ordinator in 22/23. This additional resource will support the growth of Major Gifts income through research, donor mapping and the delivery of the highest standard of stewardship which will result in increased donor loyalty. 

## Trust & Foundations: 

In 21/22 in line with the five-year strategy the Charity moved away from a part-time, external consultant-led approach to Trust and Foundations fundraising. The intention was to realise the identified potential for this income stream. The Charity successfully recruited an in-house full-time experienced Trusts & Foundations Fundraiser which has resulted in the Charity submitting larger, unrestricted grant opportunities both regionally and nationally and increase applications. 

## What’s Next: 

With experienced resource in-house in place the ambition is to build strong long-term relationships with grant giving Trusts and Trustees which will result in an increase in multi-year pledges and provide excellent stewardship by encouraging base visits and impact reports. 

## Corporate: 

After a challenging couple of years for business, re-engagement with our corporate supporters was a focus for 2021/22. A key focus was to work closely with the Operations Team to develop a detailed project list which would enable the Corporate Team to approach companies across the region with potential sponsorship opportunities which are in line with the Corporate Social Responsibility policy and their level of giving. The team also supported other areas of the Charity with companies being approach for Gifts-in-Kind which resulted in product being donated to our shops. 

## What’s Next: 

In 22/23 we plan to develop the project list further, and focus on securing long term partnerships, sponsorships, and Charity of the Year Partnerships with leading corporate organisations across the region. The intention is to recruit and experienced Corporate Fundraising Manager to lead the team to deliver its ambitious income growth over the next five years. 

**Our aim is to be the preferred Charity to support for businesses and staff across the region.** 

## **Individual Giving** 

In 2021/22, the charity introduced a new direct debit facility to enable supporters to make regular donations via their bank accounts. We have seen strong growth in this area, with further initiatives planned for next year to help the charity acquire and retain supporters. 

Like all not-for-profit organisations, the Covid19 pandemic had a significant impact on the charity’s fundraising capabilities. A cross departmental working group was created to introduce an appeal which would be both online and offline. The campaign proved very successful, exceeding its income target by 300% 

We also tested some cold acquisition campaigns which performed admirably, generating income and new names which the charity can market to in future. 

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A new online donation page was created with support from an external agency. The platform has enabled the charity to provide its supporters with a variety of ways to donate which includes Debit/Credit Card/PayPal/Google & Apple Pay. We can also develop campaign specific donation pages with ease. The previous page only offered PayPal as a solution. 

## What’s Next 

It’s important that we understand how and why people give to our Charity so we can best attract and retain their support. 

We plan to use several initiatives to give us this insight including developing a forecasting model for regular giving recruitment and retention, and comparing an appeal made within Skylines against one made in a standalone mailing. 

Developing a four-way cold mailing test will allow us to explore the cost effectiveness of non-face-to-face options. We will also develop a supporter journey retention programme specifically for anyone in their first year of regular giving. 

We will explore opportunities to convert active cash donors and lapsed lottery givers to regular monthly giving and develop a new creative agency relationship. 

## **Supporter Engagement** 

The Supporter Engagement team is often the first point of contact in the Charity for supporters, potential donors, and members of the public. 

The team is responsible for managing a variety of people, engaging with supporters by phone, email and in writing about a wide range of enquiries, ensuring these are managed in accordance with our customer service standards. 

Throughout 2021/22, the Supporter Engagement team received regular training on the licencing conditions and codes of practice (regulated by the Gambling Commission) and regularly conducted audits of all internal processes and procedures to ensure it continues to successfully deliver an efficient and first-class supporter experience for the Charity. 

## What’s Next 

In 2022/23, we will be reviewing potential contact centre solutions to help us better manage calls, emails, live chat, and Social Media interactions through one platform. 

There will be a continuation of the existing training programme, with additional activities undertaken in relation to streamlining internal processes. 

The Supporter Engagement team will also lead on a project to procure a new CRM - one which will target and build relationships with new and existing supporters, view our audience holistically, track and improve marketing performance and integrate with our fundraising platforms. 

## **Lottery** 

The lottery company is licensed by the Gambling Commission. 

The lottery company recruits players primarily door-to-door and in privately owned venues. It provides extensive training to its representatives on areas of social responsibility, including dealing with vulnerable people, and all canvassers are registered with Dementia Friends. The Charity ensures high standards of 

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ethical behaviour from external representatives at all times, with regular reports and details of each canvasser’s training and meetings taking place to review concerns and discuss performance, as well as updates on our charitable activities. In addition, NWAA runs inductions for canvassers on their role as Charity Ambassadors, and this includes strict protocols which mean they cannot enter people’s homes or approach sheltered accommodation. Canvassers are instructed to walk away from anyone who does not engage or shows any sign of vulnerability. NWAA also has its own Social Responsibility in Gambling policy. 

The CIC has a remote lottery license. This enabled some growth and acquisition of the lottery during the year through alternative routes to market such as telemarketing campaigns, social media, and the website. We have introduced welcome calls, where new players are thanked for their support and asked about their experience with the canvasser to ensure they were happy to sign up. 

It is recognised that with the enhanced license comes further regulatory responsibility and therefore we have developed a wide-ranging lottery assurance plan, including the requirement for a further audit of processes, responsibilities, and procedures by a third party to ensure our processes and plans are robust. We have also strengthened our staffing resource in this area. Key objectives - Our aim is to make our weekly lottery as appealing as possible, by improving the player experience, increasing winnings, and engaging regularly, so players keep playing. Online marketing and positive exposure will also help us to expand the age demographic of weekly lottery players. 

While focusing on increasing the number of players, we are of course committed to ensure we continue to deliver the highest level of compliance in line with the Gambling Commission’s regulations which was confirmed by an external lottery audit in January 2022. 

## **Weekly Lottery** 

In 2021/22, we increased capacity within our lottery team by appointing a new Lottery Promotions Officer to manage acquisition and retention campaigns, also support with compliance aspects of our lotteries. 

We introduced Lift Off Lotto welcome calls three months after signup - feedback has been excellent from recipients so far and we hope this will help stem attrition rates. 

Further initiatives have been undertaken to help retain and reactivate players, these include emails sent at six months and twelve months since lottery player sign up. 

We have successfully updated and distributed new canvasser packs to provide our professional fundraising agency with more relevant information to better sell the lottery to new players. 

## What’s Next? 

As part of our continuous efforts to improve the experience of our lottery players in 2022/23 the Charity plans to appoint a highly reputable External Lottery Manager (ELM) to look after its weekly lottery operation. The ELM will deliver services including weekly lottery draws, customer service, support for players, distribution of winners’ cheques, and communications in line with our lottery player supporter journey. 

We also intend to launch a new Lift Off Lotto webpage through the appointment of a design agency. Players will be able to sign up to our Lift Off Lotto and choose to round up their play with an additional donation which we can claim Gift Aid against. 

A Direct Response Television (DRTV) campaign will use digital channels to promote our Lift Off Lotto. We plan to appoint a creative media company to introduce video advertisements for platforms such as YouTube, encouraging people to play through our new microsite 

We will create a telemarketing campaign to encourage lapsed players to re-join the Lift Off Lotto, utilising 

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the new ELM to support the delivery of a robust supporter journey. 

We will continue to look for ways to increase our Lottery offer, undertaken horizon scanning and through conversations with potential partners who can offer a new gaming product which the charity can add to its portfolio. 

## **Seasonal Raffle** 

Income from our Season Raffle remained positive throughout 2021/22 - a redesign of the existing collateral was completed to entice more supporters to participate. Draw tickets continued to be sent alongside the charity’s newsletter, Skylines. 

We conducted data analysis and insight on players to help us shape activity for 2022/23. Furthermore, we also spoke with various other charities to understand their approaches to further develop the product and maximise income. 

## What’s Next: 

In 2022/23, we will be creating a profile of responders from previous stand-alone raffle campaigns to help us build a stronger picture of the best cold audiences to target on future campaigns. 

Our Seasonal Raffle has had a revamp so now it has become a twice-yearly mailing which is separate from the Skyline newsletter, meaning our raffles can be sent to a cold audience. 

Seasonal raffle tickets will also be available to purchase online from our website for the first time. 

## **Legacy** 

Our involvement in the National Free Wills Network and Freewills.co.uk, which give supporters the opportunity to write their will for free, allows us to start the legacy giving conversation and introduce it as a way to support us. 

These dedicated weeks, promoted in October 2021 and March 2022, received a positive response, encouraging supporters to move from considering making a pledge in their will into taking action. 

In November 2021, we introduced a legacy event at Brockholes Nature Reserve in Lancashire which was attended by 131 guests, generating six legacy enquiries and one-off donations totalling £6.8k. 

## What’s Next: 

We intend to recruit a dedicated Legacy Marketing Officer, and a Legacy Administration Officer to the Charity. To maximise the opportunity for income within the Legacy income stream. The new team will collaborate with teams across the Charity to build and internal culture of legacies and make sure legacy conversations are introduced to supporters at the appropriate stage of their journey with the Charity. 

In2022/23, we will see more Legacy Marketing Events take place at our air base in Barton the focus will be to show our supporters the impact a legacy makes to the work we do. 

We plan to develop campaigns through our shops, online, by post and email, to raise awareness and encourage supporters to make a pledge in their will. 

## **Marketing, Communications & PR** 

2021/22 saw the launch of the Charity’s new website in August 2021. This was a major project for the Charity and involved all teams across the Charity. The new site has allowed us to engage with our supporters more 

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effectively and will future-proof the Charity as new digital innovations evolve. 

We recognise we need to make it as easy as possible for people to learn about and support what we do and the impact we have. During 2021/22 our objective has been to invest in digital marketing and develop a one-click approach to everything. This will continue throughout the next five years. 

Our supporter e-newsletter, launched in 2021-22, and now has a reach of 29,000. 2021/22 also saw PR moving in house to support the growing team to share fundraising stories, as well as patient stories which highlight the incredible real-life outcomes of what we do. 

Bringing PR in-house has meant that we have been able to improve how we monitor the Charity’s media coverage and use a database of contacts to make sure our stories are circulated to the most relevant journalists regionally and nationally. 

A brand audit was carried out to understand the level of awareness about our Charity across the region showed that, although people knew of us, they often did not realise we were a Charity that receives no government funding or that we are not part of the NHS.  In response to this, Q3 and Q4 campaigns featured creatives to communicate the key message “we receive no government funding” across various channels. Hashtags featured in the creatives - #NWAAstonishing, #NWAAmazing and #NWAAwesome - proved particularly popular and #NWAAmazing continues to be a great asset to social copy, outside of the quarterly campaigns. 

The audit results also highlighted opportunities to increase support, so going forward the focus will be on digital development, testing and trialling new and emerging digital concepts to expand our reach and supporter base significantly. 

# **NWAAstonishing, #NWAAmazing and #NWAAwesome** 

What’s Next: 

2022/23 will see a continued focus on digital marketing. An audit of our current digital and online marketing and channels will take place, and the results of the audit will inform a development plan which will be delivered over the next five years. A new Digital Marketing Manager will be recruited to drive our digital first strategy raising our profile and expanding our audience to include a younger demographic across the region. 

## **Volunteer Engagement** 

As part of a developing programme of volunteer reward and recognition, NWAA celebrated individual length of service milestones across all volunteer roles, awarding certificates to volunteers for one, two, five, 10, 15, and 20 years’ service and, for the majority, giving a face-to-face thank you. 

The 2022 volunteer survey shows that NWAA volunteers are now more diverse, with 7% of those who responded coming from a non-white background compared to 0% in 2020. Volunteers say they’re positive about their volunteer experience with us and continue to rate NWAA volunteering opportunities above 9/10. 

Improved volunteer KPIs mean NWAA’s community and retail volunteer base should grow so we’re able to operate effectively and efficiently, not only maximising income for the Charity, but also offering a positive and engaging experience for volunteers and supporters. 

Volunteer numbers dropped as less volunteers were required during COVID, but after recruitment during quarter four, volunteer numbers increased to 374. 125 of these were within fundraising and 249 volunteering in retail. 

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## What’s Next: 

We are committed to equipping our volunteers with easy and accessible ways to learn the skills they need to succeed and stay safe while they’re volunteering with us. Updated online volunteer training will be introduced in 2022/23 and we will also explore specialist training for volunteers so that we can support personal development and meet specific needs in our retail operations. 

Our first NWAA Volunteer Awards will also launch, giving volunteers the opportunity to receive formal recognition for their efforts. Staff and volunteers will have the chance to nominate anyone who they feel has shown outstanding commitment, dedication, and been an exceptional representative of our Charity. 

New volunteer roles will be introduced with a focus on community engagement and research in our fundraising team. 

NWAA is working towards achieving Investing in Volunteers status, completing an audit, and collaborating with volunteers and staff across the Charity to improve our volunteer programme. 

## **Complaints and Compliments** 

Our complaints policy is available via our website, email, and via post. In 2021-22, seven complaints were received, of which four related to our fundraising. We take complaints very seriously – they provide the Charity with an opportunity to gain experience and take the appropriate action to minimise the risk of a recurrence. We also publish an internal complaints & compliments report which is shared with our Directors. By recording compliments and comments received from the public we can share the information with relevant staff, which supports our continual improvement of our supporter journey. 

All our direct marketing communications contain clear instructions of how a supporter can easily opt out of receiving any further communication if they wish to. We are signed up to the Fundraising Preference Service to enable people to let us know that they do not wish to receive fundraising communications from us, and we received two requests from this service last year. 

## **RETAIL** 

The Promotions business was able to achieve 50 weeks of sales after the final Covid lockdown, so recovery was ahead of expectations, delivering strong end of year results. 

Three shops were closed within the year, two of them due to commercial decisions and one where the landlord required us to return the premises. 

Staffing brought its challenges because of recruitment issues and Covid-19 sickness levels. 

For most of the year, the Promotions business was brought into the Operations Directorate and there was a further Retail management change at the end of the year to create a more robust management structure. 

## **GOVERNANCE** 

## **Organisation Structure** 

The Charity and its Promotions and Lottery subsidiaries are governed by the Trustees who are also Directors of the companies. The Trustees hold Board Meetings four times a year and, where necessary, hold occasional meetings and communications via tele and video conferences between official board meetings. 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

## Trustee Governance 

Trustees appointed by the Charity are unpaid. They are appointed for a period of up to three years, and at the end of that three-year term, they may be re-appointed. 

Trustees are selected for their abilities to make an effective contribution to the Charity, and key attributes and experience include: 

- Business management 

- Marketing 

- Fiscal management 

- Governance and Legal 

- Medical/clinical experience 

- Charity management 

The Board of Trustees is chosen to reflect the diverse range of skills needed. The Charity undertook a review of the composition of the Board, considering the skills and experience mix required and those already in place, to ensure a good cross-section of skills and that the Board is not over dependent on individual Trustees in most areas. It can, therefore, can expect a proficient level of resilience and challenge. 

The Board recognises that, on occasion, this may require specialist input and assurance. It has, for example, ensured that it has external aviation support during the procurement of its helicopter provision; and it sought specialist support to review the challenges faced by the retail business during the pandemic. 

The appraisal and self-assessment of Trustees has been put in place, which has fed into improving training and development for Trustees. Trustees are accountable for the operation of the Charity and its subsidiary companies; decisions regarding key risk, strategy, annual budget agreement and major purchases are reserved for the Board. 

The overall Accountability Framework for the organisation, showing the Board and Sub Committee composition and their Terms of Reference, is agreed annually by the Board. 

## Governance Review 

In 2021, Crowe undertook a review of NWAA’s compliance and governance framework. The review was recommended by the Trustees in response to the updated 2020 Charity Code of Governance. The code of governance is not a legal or regulatory requirement but represents good practice. 

NWAA was assessed against key areas including purpose, leadership, integrity, decision making, risk control, board effectiveness, EDI, openness, and accountability. 

The report concluded that NWAA showed considerable evidence of compliance with the code in line with recognised good practice. Recommendations were raised for considerations by the Board about the organisation’s development and enhancement, and these will be considered to future-proof governance arrangements. 

## **Leadership Team (LT)** 

The running of the Charity and subsidiaries led by the Chief Executive is undertaken by the Leadership Team following delegated powers of authority. 

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The Leadership Team is made up of: 

- Chief Executive Officer 

- Medical Director 

- Director of Income and Engagement 

- Director of Operations 

- Director of Finance and Resources 

The Medical Director is provided by North West Ambulance Service NHS Trust, a key strategic partner, as part of a service level agreement arrangement. The role is essential to manage and be held accountable for the clinical governance of the Charity. The position strengthens the revisions to the SLA and provides assurance to the Trustees that the Charity is operating in a compliant clinical manner and, accordingly, in their approach to risk. 

## **Legal** 

Company Secretarial and Governance advice is provided by Brabners LLP. 

## **Associations** 

The Charity is a member of Air Ambulances UK. The Association was established as a membership body for those organisations which form the air ambulance services in the UK, and extensive use is being made of the contacts with forums available for all AA CEOs, Finance Directors, Operations Directors, and Human Resources Managers. 

## **Board Sub Committees** 

Finance Sub-Committee (FSC) 

A Finance Sub-Committee, comprising two Trustees and members of the Leadership Team, meets quarterly to consider financial matters, risk management, investment management and information technology, and reports to the Board of Trustees accordingly. 

From February 2022 the FSC receives monthly management accounts prior to distribution to the Board. 

As the Charity continued to trade out of Covid, the Trustees of this committee and agreed other attendees met more frequently to monitor the potential fiscal impact on the Charity. As a result of careful financial stewardship, the Charity continues to carry reserves in excess of the current reserves policy. 

During the year, the FSC recommended changes to the scheme of delegations for NWAA. 

## Governance Sub-Committee (GSC) 

The Governance Sub-Committee continues to review all aspects of governance. It comprises two Trustees and members of the Senior Management Team, who meet quarterly. 

Key matters taken to the sub-committee during the year are noted below. 

The Compliance Framework Document (CFD) is a key NWAA governance tool. This is the internal framework which was created based on the Association of Air Ambulances (AAA) framework for a High Performing Air Ambulance Service 2013 and continually developed by NWAA. The CFD is updated and evidenced against the appropriate standards noting completed items. Further improvement is anticipated during 2022. 

During the year Crowe’s compliance team was asked to review the CFD. 

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## **Trustees Report** 

The outcomes of the May ’22 CFD review were to include more up-to-date guidance on areas of compliance most relevant to NWAA, toto review risk appetite, and to improve the CFD by cross-referencing. The report provided substantial assurance with recommendations including that a Trustee be appointed to lead on Safeguarding. 

In June ’21 the GSC reviewed the Statutory Health and Safety requirements to ensure compliance with the Operations Director having embedded H&S throughout the organisation and discussed the procurement process around the provision of the new aviation contract where NWAA appointed a subject matter expert to ensure a robust tender process. 

Clinical Governance Assurance was discussed in Dec ’21 and the Trustees were assured that robust compliance was in place. The provision of Clinical service delivery, and associated governance at NWAA, is achieved via a strategic partnership and Service Level Agreement (SLA) with North West Ambulance Service (NWAS). This relationship and agreement serve to mitigate the risk to NWAA by legally contracting the service to the relevant subject matter experts. 

In Dec ’21 the GSC noted that the Charity had revised the highest compliance level with the Gambling Code of Practice. Given the positive audit the committee agreed to the recommendation to move from bi-annual to annual audits. 

The Charity has embedded a robust programme with several Audits as standard working practice across the organisation. 

## Clinical Governance Sub Committee (CGSC) 

As per the Service Level Agreement (SLA) and to demonstrate compliance within the accountability framework, the North West Ambulance Service (NWAS) provides clinical governance and CQC registration for North West Air Ambulance (NWAA); the purpose of the NWAA Clinical Governance Sub Committee (CGSC) is to monitor and provide assurance regarding clinical governance provided by NWAS and to report to the Board of Trustees on all clinical and quality aspects of service delivery. 

Supporting information for the CGSC is achieved via Clinical Governance review meetings, held monthly, and chaired by a member of the Clinical SMT. This forum allows for case review, professional discussion, and creates a positive learning environment. In addition, all clinicians, led by Clinical SMT, have been appointed a defined audit area to review and will support the methodology of and enable ‘deep dive’ key topic audit review. 

## Operations Sub Committee (OSC) 

This committee scrutinises and reviews systems in place to ensure, monitor and improve the quality of operational service provided to support and facilitate clinical service delivery and the wider Charity. The active reporting of health and safety requirements will also move to be overseen here, along with oversight and guidance in relation to the above-mentioned helicopter contract review and renewal. 

## During the year, the committee discussed the following key matters noted below: 

Additional fit-out costs relating to the Babcock additional items beyond the initial scope of the upgrade. The committee asked for a risk analysis for the Helicopter Terrain Avoidance System (HTAWS). This is designed to provide an additional safety measure for pilots by virtue of an audible warning when an aircraft exceeds defined safety paraments (vertical and horizontal planes). 

Annual Healthy and Safety report including managing risk and carrying out risk assessments in the retail shops. 

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NWAA and Babcock’s development of a Crisis Communications Plan and collaboration regarding the robust plan being in place. 

## **STAFFING AND RESOURCES** 

## **NWAA Culture and Values** 

The first NWAA annual staff conference was held in Q3, bringing almost all employees across the Charity together for a value added, memorable and enjoyable day. It was a major achievement in engaging and motivating our employees and a very welcome face-to-face experience following the prolonged Covid lockdowns. 

We were also delighted to roll out our core NWAA Employee Values to everyone for the first time. With the support of our Value Champions, and following a nomination process, the presentation of the first Values Awards to employees took place at the staff conference. 

Our values: 

- We are passionate about saving lives 

- We take ownership 

- We never stand still 

- We are one crew 

The feedback from staff regarding the conference and the Value Awards was overwhelmingly positive and that will now give us a template for the future. 

## **Employee Engagement Survey** 

The first Employee Engagement Survey took place in Q2 using the selected Best Companies ‘b-Heard’ survey to help us measure, recognise and improve levels of workplace engagement and give us a clear understanding of what we are doing well and what we might be able to do to be better. 

The outcome of the survey identified the actions needed to make NWAA and even better place to work. Responding to the feedback provided by our employees. An inclusive approach was taken to develop an action plan incorporating feedback from staff. 

## **Training & Development** 

Our e-training portal, which is predominantly for mandatory trainings, was upgraded to enable tracking of staff learnings. We were able to continue with essential training where it was necessary in a Covid safe manner from Q3 onwards. 

First Aid training as an essential requirement was face-to-face and socially distanced, the IOSH Managing Safely course was conducted virtually with 100% success rate. 

## **Staffing and Resources** 

Charity and Promotions took advantage of the Government’s furlough scheme to help manage the impact of the restrictions on the Charity’s financial position. 

The Board of Trustees approved an Income and Engagement strategy which included 13 new roles to grow our income over a five-year period. 

As expected, the staff attrition rates increased in 2021-22. This followed a successful restructure of our 

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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

Income and Engagement and Retail management teams in this period and was also in keeping with the general trend and impact of the pandemic of staff movement experienced across the UK. 

Staff attrition in 2020/21 in comparison to previous years: 

||**Retail**|**Charity**|**Total**|
|---|---|---|---|
|2019-20|21.5%|28%|24.4%|
|2020-21|8.1%|9.5%|8.8%|
|2021-22|31%|41%|36%|



The (sick) absence levels across the whole organisation remain low and below the national average. 

## **IT AND DATA GOVERNANCE** 

We have made a significant investment to IT over the last few years and the benefits are evident - our IT infrastructure is secure, resilient, and high performing. We are now in a period where we can continually evaluate and audit to improve and enhance our systems, and to ensure we follow security best practices. 

NWAA continues to adopt a digital first approach to everything we do across the Charity. progressing our digital journey, making improvements to the website to simplify digital payments and provide a wider range of digital payment options. The recent launch of social media campaigns is using digital platforms to help us reach a wider target audience. We take a digital first approach across all our digital platforms to ensure we maximise effectiveness in growing our income streams. 

The threat of cyber-attacks is ever-present and as a Charity we continue to always remain vigilant, appreciating our first line of defence is our people, which is why staff and Trustees receive regular briefings on potential threats, how to prevent, identify and report them. We have implemented industry regarded security solutions to integrate with our email system and pro-actively detect and alert to potential threats. With increasing and more sophisticated threats we have focused on cyber security training through regular awareness bulletins and simulated exercises. 

Our data protection steering group meets regularly to support the Charity in data protection matters and our data protection consultancy partner has made recommendations to improve our data protection framework and compliance with the UK GDPR. 

Success in achieving the Cyber Essentials Plus certification reassures us we are taking the right actions to protect our Charity in the areas of IT security and data governance. 

## **We continue to adopt a digital first approach to everything we do.** 

## **PUBLIC BENEFIT STATEMENT** 

The Trustees confirm that they have due regard to the Charity Commission’s guidance on public benefit and that the Charity meets the requirements in the advancement of its objectives. 

The Charity exists to provide free of charge emergency enhanced pre-hospital care services to the people of the North West of England. Three helicopters are crewed by highly skilled Consultant Level Doctors and Critical Care Paramedics providing cover typically during daylight hours, supported by four Critical Care Response vehicles, one of which operates on two evenings per week from 18:00-02:00. This care service is to be expanded during 2023 with the aim of covering four and then seven nights per week. 

In 2017 we introduced Consultant Level Doctors to operate from one helicopter. This provides enhanced medical care services, having the capacity to save lives through advanced medical interventions at the 

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scene of an accident or incident. In addition, in January 2019 the provision of blood on board was introduced and during 2021, the Paramedic workforce was upskilled to deliver advanced clinical interventions including advanced airway management and administration of pain management drugs. 

## **FINANCIAL INVESTMENTS** 

Trustees completed their review of the investment policy under the guidance of professional independent financial advisors and implemented it during 2016/2017. 

The Charity relies entirely on donations from the public for its activities, with investment assets held as reserves. The investment objective is to generate a return in excess of inflation, as inflation is a key risk to long-term objectives. The Charity is aiming to achieve and maintain a real portfolio value of circa £10m over the medium to long term. The portfolio aims to preserve capital value as much as possible while seeking to achieve our investment objective and maintaining the liquidity necessary to support operational requirements. 

The target and actual investment allocations as of March 31, 2022, were as follows: 

|**Asset Class**|**Fund**<br> <br>|**Strategic**<br>**Allocation**|**31 March 2022**|
|---|---|---|---|
|Diversified Growth Fund|Black Rock Dynamic Diversified Growth Fund|25%|28.5%|
|Diversified Growth Fund|Ninety-One Diversified Growth Fund<br>|25%|24.9%|
|Cash|ABRDN Sterling Liquidity Fund<br>|50%|46.6%|
|**Total**||**100%**||



The Trustees engage ISIO as investment advisors (ISIO were formed out of the sale of KPMG’s Pensions Advisory business) with the performance of the funds kept under review by ISIO and reviewed twice a year by the Board of Trustees. 

NWAA does not have specific Investment Policy regarding ESG, however ISIO conducted a review in November and the Board were presented with a report. This report was designed to provide the trustees with a better understanding of ESG factor exposures in the Charities Investments. ISIO provide information on both negative and positive aspects of ESG and assessed the overall exposure to these factors. 

The total return to March 31, 2022, can be broken down between mandates as follows: 

|Relative returns|BlackRock DDG fund|ABRDN Sterling<br>Liquidity fund|Ninety-One<br>DGF<br>(formerly Investec)|<br>**Total**|
|---|---|---|---|---|
|12-month net return|9.2%|0.0%|11%|**5.3%**|
|12-month net<br>objective (target)|3.1%|-0.1%|7.1%|**1.5%**|
|Net objective<br>description (target)|3m LIBOR + 3%|7-day LIBOR|CPI + 3.25%||



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## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

During the year, the growth funds outperformed their objectives as growth markets recovered from the Covid-driven market sell-offs experienced in early 2020. 

Asset values in growth mandates were supported by fiscal and monetary measures introduced to combat the impact of lockdowns. The total return is estimated at 5.3% compared with the investment manager’s objective returns of 1.5%. 

In the last few months of 21/22 and in early 22/23, the Investment Valuation has decreased due to global economic events and inflationary pressures. 

## **The Charity is aiming to achieve and maintain a real portfolio value of £10m** 

## **RISK** 

NWAA has a corporate ‘strategic’ risk strategy based on a “5x5” risk assessment methodology. 

The Board is accountable for risk and reviews key and high-level risks on a regular basis, with NWAA leadership Team (LT) managing a strategic risk register with a clear outline of the risk assessment process systematically followed. This considers the unmitigated risk, the levels of existing controls and assurance and, therefore, the current risk, and finally action plans to mitigate risk further where required. The Board is made aware of the highest-rated risks and the plans to reduce their current levels and what residual risks will remain if actions remain open. A RAG (Red, Amber, Green) system is reported at the quarterly Board meetings. 

The Finance Sub Committee provides the oversight to the process and ensures progress, accountability, and consistency are maintained. Each committee will review and challenge the risk assessments for its own area, as necessary. 

Each of the Leadership Team directors has identified risks that are reviewed each month and specific notes and comments made for FSC and Board awareness and horizon scanning. 

Throughout the year, Sub Committees are also invited to undertake ‘deep dives’ on risks identified at their quarterly meetings to gain a greater understanding of the assessment of, and assurance around, the risks identified. 

During the fiscal year, Covid has remained a key focus, together with monitoring of necessary staff recruitment and mitigation of risks for the key income areas for the Charity. As we go into the new fiscal year, the current top three strategic risks identified are the impact of economic uncertainty due to inflationary pressures, sustainability of the retail operating model and monitoring of lottery income. The committee has also been made aware of the robust NWAA approach to counter cyber attacks. 

The Board notes the action plans put in place to mitigate known risks, although it is recognised that this will not all be within the control of the Charity. 

## **RESERVES POLICY** 

## **Funds as per the balance sheet** 

The total reserves/funds for the group at the end of 2021/22 is £17,678,260 (2020/21: £18,027,890). Of this the restricted funds for nominated specific use totals £83,231 (2020/21: £170,709) which are analysed in more detail in the notes to the accounts leaving unrestricted funds of £17,595,028 (2020/21 £17,857,181). 

26 



## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

Unrestricted designated funds are based upon the need to earmark funds to meet two years’ annual lease commitments (for property and helicopters) as described in the notes to the accounts, which gives a value of £6,589,550 (2020/21 £4,559,067). This leaves a value of £11,005,478 (2020/21 £13,298,114) of unrestricted general funds. 

A further allowance must be made to discount for tangible functional fixed assets, to reflect the fact that these funds cannot be freely spent. This reduction of £552,115 (2020/21 £542,459) then leaves a free reserves balance of £10,453,363 (2020/21 £12,755,655). 

## **Review of available reserves** 

The Charity’s policy is to hold two years of operational expenditure as reserves to ensure continued financial security and to provide for contingencies. The reserves considered are those that are unrestricted funds, less the tangible assets. 

The total annual operational expenditure for 2021/22 was £6,605,805 (2020/21 £6,163,206) which was mostly from unrestricted funds. This comprises the direct costs of the operations (lease costs, fuel, clinical staffing, training) plus a proportion of indirect costs (such as staffing, depreciation and governance costs) as detailed in the notes to the accounts. 

To assess the reserves policy position at the end of the year it will be necessary to compare the total funds above and planned operational spend for the next two years. It will be also necessary to consider any forecast change in reserves. 

The funds available under the reserves policy as of March 31, 2022, are therefore £17.042,913 (being unrestricted funds less the tangible assets). This is in excess (by c £3.8m) of two years of the 2021/22 total unrestricted operational expenditure at current levels. Therefore, Trustees should consider if it remains within its reserves policy when considering contracts costs going forward. 

Trustees are committed to continuing evidence-led operational and clinical development and, therefore, expenditure will increase further over future years. 

Given this forward-looking context, the reserves of £17,042,913 are in line with holding two years of operational funds and, therefore, the organisation is operating within its reserves policy. 

Over the next couple of years reserves will be put under pressure by capital expenditure plans, the new helicopter contract, and an increase in indirect operational spend. Once the new Helicopter contract commences, the annual direct operational spend alone will be in excess of £7m. Whilst the reserves are currently in excess of the two years of operational spend, these plans will reduce this surplus. As a consequence, the trustees will ensure the policy is kept under review. 

## **GOING CONCERN** 

In the light of the financial outlook outlined above, the Directors have considered the financial forecasts for the CIC (Lottery) and are confident that it remains a going concern, and for the accounts to be prepared on this basis. 

Similarly, the financial forecasts for the Charity, with the potential to use reserves in the medium term if required, enable the Trustees to remain confident that it has the means to remain a going concern and to adapt as necessary to changes required. 

Last year the Trustees had to monitor the ability of retail to continue as a going concern. The results from this year have shown a return to a healthy surplus, without the need to continue the use of our CBILS facility from the Co-operative Bank. 

27 



## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

On this basis, the Directors have considered the forecasts for the retail business and consider the business to be a going concern. 

## **STATEMENT OF TRUSTEES’ RESPONSIBILITY** 

The Trustees (who are also Directors of North West Air Ambulance Charity for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards). 

Company law requires the Trustees to prepare financial statements for each fiscal year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they 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 required to: 

- Select suitable accounting policies and then apply them consistently 

- Observe the methods and principles in the Charities SORP 

- Make judgments and estimates that are reasonable and prudent 

- State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements 

- 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 are sufficient to show and explain the charitable company’s transactions, 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 and the provisions of the Charity’s constitution. They are also responsible for safeguarding the assets of the Charity and the group and, hence, for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

Insofar as the Trustees are aware, there is no relevant audit information (as defined by section 418 of the Companies Act 2006) of which the Charity's auditor is unaware, and the Trustees have each taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. 

## **FORWARD LOOK FOR THE CHARITY** 

The Charity has made considerable progress in 2021/21 and with robust reserves in place NWAA is in a positive position to progress in the next fiscal year and beyond. 

- The Board and Leadership Team will be working on the 2023 Operational five-year strategy in 2022/23. The overall strategic aim, to maximise patient impact, remains at the core of the strategy. 

- The operational plan is focused around improving patient impact and ensuring operational excellence. We are planning to offer a night-time car service and provide blood on all platforms, subject to trials. 

- The Board committed to new helicopter leases and to fly more hours in 2022/23 with increased Doctor and CCP resource. 

- The reserves policy has given the Charity the reliance to be able to continue meeting its charitable objectives and service provision, even within times of great uncertainty. 

- The Charity will consider the headroom capacity to use its reserves, through its investments where appropriate, subject to financial forecasts and risk management. 

28 



## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

- The Charity will look to diversify fundraising to reduce reliance on Lottery and Legacy and to enhance the profitability and sustainability of the retail business. 

The recruitment of additional heads into the Income and Engagement teams will drive fundraising growth over the five-year period as per the strategy agreed by the Board in 2021/22. 

- NWAA will develop and implement a more digital and innovative approach to fundraising, which will enable the Charity to engage with a more diverse demographic of supporter. A new Charity CRM implementation is planned for the near term. 

- Our values, staff support, training, and development, will be at the forefront of everything we do. 

- Our risk management practices will be continually reviewed as does our approach to have policies in action with continual improvement across NWAA. 

## **PLANS FOR FUTURE PERIOD AND LONG-TERM OBJECTIVES** 

## **Plans for future period** 

The report gives a detailed outline of the objectives for the immediate future which are: 

- To evidence and maximise patient impact 

- To drive improvements in clinical capability and capacity 

- The re-generation of diverse income streams and development of the longer-term strategy 

- To embed culture and values to establish a great place to work and volunteer 

- To create an environment to encourage innovative healthcare and a digital first approach 

- Raising the profile of NWAA as a Charity 

## **Long-term objectives** 

The key aspects of our strategy are: 

**Impact** - To deliver specialist and enhanced medical care to the critically ill and injured, and transport patients to the most appropriate place to achieve the best outcomes for them 

**Forward thinking** - To actively encourage innovation and embrace technology to enhance our ability to provide innovative healthcare 

**Collaborative** - To continue to collaborate with our partner organisations to provide the best possible outcomes for all 

**Transparent** - To adhere to robust governance structures and ensure transparency and compliance 

**Our people** - To create an environment where staff and volunteers will flourish 

**Sustainable** - To ensure financial stability and responsible income generation 

**Profile** - To continue to raise awareness with the public and all other stakeholders across the North West 

29 



## **NORTH WEST AIR AMBULANCE** 

## **Trustees Report** 

## **AUDITORS** 

Crowe UK LLP has indicated its willingness to be reappointed as statutory auditors. 

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act relating to small companies. 

Approved by the Board of Trustees on 21[st] December 2022 and signed on its behalf by: 


**Mr A G Jude** Chair 


**Mrs K J Spencer** Trustee 

30 



## **INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND THE TRUSTEES OF NORTH WEST AIR AMBULANCE** 

## **Opinion** 

We have audited the financial statements of North West Air Ambulance (‘the charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2022 which comprise the Consolidated Statement of Financial Activities, the Balance Sheets, the Consolidated Cash Flow Statement, and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 

In our opinion the financial statements: 

- give a true and fair view of the state of the groups and the charitable company’s affairs as at 31 March 2022 and of the group’s income and expenditure, for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. 

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's or the group’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 

## **Other information** 

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

31 



**INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND THE TRUSTEES OF NORTH WEST AIR AMBULANCE** 

## **Opinions on other matters prescribed by the Companies Act 2006** 

In our opinion based on the work undertaken in the course of our audit 

- the information given in the trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements. 

## **Matters on which we are required to report by exception** 

In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report. 

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate and proper accounting records have not been kept; or 

- the 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 explanations we require for our audit 

## **Responsibilities of trustees** 

As explained more fully in the trustees’ responsibilities statement set out on page 21, the trustees (who are also the directors of the charitable 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, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 

## **Auditor’s responsibilities for the audit of the financial statements** 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below. 

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. 

## **Extent to which the audit was considered capable of detecting irregularities, including fraud** 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. 

32 



## **INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND THE TRUSTEES OF NORTH WEST AIR AMBULANCE** 

We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. 

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s and the group’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud. The laws and regulations we considered in this context for the UK operations were those contained within the Charities Act and the Gambling Commission Regulations. 

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. 

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance. 

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations. 

## **Use of our report** 

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed. 


Vicky Szulist Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor The Lexicon Manchester M2 5NT 

Date 22nd December 2022 

33 



## **NORTH WEST AIR AMBULANCE** 

## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME & EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2022** 

|**Notes**<br>**Income from:**<br>Donations and legacies<br>4<br>Other trading activities<br>5<br>Investments<br>3<br>**Total**<br>**Expenditure on:**<br>**_Raising funds:_**<br>Commercial trading operations<br>Other fundraising costs<br>6<br>**_Charitable activities_**<br>Cost of operation of the North<br>West Air Ambulance<br>6<br>**Total**<br>6<br>**Net Income**<br>**Other recognised gains**<br>Gains/(losses) on investments<br>12<br>Net movement in funds<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**<br>15|**Restricted**<br>**funds total**<br>**Year ended**<br>**31 March**<br>**2022**<br>**Unrestricted**<br>**funds total**<br>**Year ended**<br>**31 March**<br>**2022**<br>**Funds total**<br>**Year ended**<br>**31 March**<br>**2022**<br>Funds total<br>Year ended<br>31 March<br>2021<br>**£**<br>**£**<br>**£**<br>£<br>**70,912**<br>**3,991,247**<br>4,062,158<br>4,451,383<br>**-**<br>**7,174,442**<br>7,174,442<br>5,964,542<br>**-**<br>**2,548**<br>2,548<br>8,775|
|---|---|
||**70,912**<br>**11,168,237 **<br>11,239,148<br>10,424,700|
||**-**<br>**2,763,234**<br>2,763,234<br>1,926,456<br>**-**<br>**1,967,574**<br>1,967,574<br>1,292,759|
||**-**<br>**4,730,804**<br>4,730,804<br>3,219,215<br>**158,389**<br>**6,717,264 **<br>6,875,653<br>6,202,374|
||**158,389**<br>**11,448,068**<br>11,606,457<br>9,421,589|
||**(84,477)**<br>**(279,832)**<br>(367,309)<br>1,003,111<br>**-**<br>**17,679**<br>17,679<br>991,395|
||**(87,477)**<br>**(262,153)**<br>(349,630)<br>1,994,506<br>**170,709**<br>**17,857,181**<br>18,027,890<br>16,033,384|
||**83,232**<br>**17,595,028**<br>17,678,260<br>18,027,890|



The notes in the appended pages form part of these Financial Statements. 

34 



## **NORTH WEST AIR AMBULANCE** 

## **BALANCE SHEETS FOR THE YEAR ENDED 31 MARCH 2022 Registered Company Number: 03752544** 

|Notes<br>**Fixed Assets**<br>Tangible Assets<br>10<br>Investments<br>12<br>Intangible assets<br>11<br>**Current assets**<br>Stock<br>Debtors<br>13<br>Cash at bank and in hand<br>**Creditors:**amounts falling due<br>within one year<br>14<br>**Net current assets**<br>**Net assets**<br>**Income funds**<br>Restricted Funds<br>15<br>Unrestricted – General Funds<br>15<br>Unrestricted – Designated Funds<br>15|**Group**<br>**Charity**<br>**2022**<br>2021<br>**2022**<br>2021<br>**£**<br>£<br>**£**<br>£<br>552,115<br>542,459<br>412,361<br>337,968<br>10,925,089<br>10,935,254<br>10,428,439<br>10,438,777<br>-<br>560<br>-<br>-|
|---|---|
||11,477,204<br>11,478,273<br>10,840,800<br>10,776,745<br>17,266<br>30,158<br>-<br>-<br>1,804,257<br>689,134<br>2,971,359<br>1,751,228<br>6,784,100<br>7,883,845<br>5,421,771<br>7,019,257|
||8,605,623<br>8,603,137<br>8,393,130<br>8,770,485|
||(2,404,567)<br>(2,053,520)<br>(1,612,140)<br>(1,450,223)|
||6,201,056<br>6,549,617<br>6,780,990<br>7,320,262|
||17,678,260<br>18,027,890<br>17,621,790<br>18,097,007|
||83,232<br>170,709<br>83,232<br>170,709<br>11,005,478<br>13,298,114<br>10,949,008<br>13,367,231<br>6,589,550<br>4,559,067<br>6,589,550<br>4,559,067|
||17,678,260<br>18,027,890<br>17,621,790<br>18,097,007|



The consolidated figures above include the results of the Charity which had income for the year of £8,350,511 (2021: £8,646,216) and a net deficit of £492,716 (2021: Surplus £2,141,576). 

The Financial Statements were approved and authorised for issue by the Board of Trustees on 21[st] December 2022 and signed on its behalf by: 


**Mr A G Jude** Chair 

**Mrs K J Spencer** Trustee 

35 



## **NORTH WEST AIR AMBULANCE** 

## **CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2022** 

|Cash flows from operating activities<br>Net cash provided by operating activities<br>_Cash Flows from investing activities_<br>Dividends and interest from investments<br>Purchase of property, plant and equipment<br>Proceeds from investments<br>Net cash provided by investing activities<br>Change in cash and cash equivalents in the year.<br>Cash and cash equivalents at the beginning of the year<br>**Cash and cash equivalents at the end of the year.**<br>**NET CASH FLOW FROM OPERATING ACTIVITIES**<br>Net incoming resources<br>Investment income<br>Depreciation and amortisation of fixed assets<br>Decrease/(increase) in debtors<br>Decrease/(increase) in stock<br>Increase in creditors<br>**Net cash provided by operating activities**<br>**ANALYSIS OF CASH AND CASH EQUIVALENTS**<br>Cash at bank<br>**RECONCILIATION OF NET DEBT**<br>Cash at bank<br>Bank overdraft|||**2022**<br>**£**<br>(905,551)|<br> <br> <br> <br> <br> <br> <br>Cashflow<br>£<br>(1,099,745)<br>68,281<br>(1,031,464)|2021<br>£<br>1,325,546|
|---|---|---|---|---|---|
||||2,548<br>(224,588)<br>27,845||8,775<br>(69,282)<br>19,459|
||||(194,165)||(41,048)|
||||(1,099,745)<br>7,883,845||1,284,498<br>6,599,347|
||||6,784,100||7,883,845|
||||**2022**<br>**£**<br>(367,309)<br>(2,548)<br>215,492<br>(1,115,123)<br>12,890<br>351,047||2021<br>£<br>1,003,111<br>(8,775)<br>209,380<br>32,221<br>4,106<br>85,503|
||||(905,551)||1,325,546|
||||**2022**<br>**£**<br>6,784,100<br>At 1 April<br>2021<br>£<br>7,883,845<br>(68,281)<br>7,815,564||2021<br>£<br>7,883,845|
||||||At 31 March<br>2022<br>£<br>6,784,100<br>-<br>6,784,100|



36 



**NORTH WEST AIR AMBULANCE** 

**NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 1. **General information** 

The Charity is a company limited by guarantee (registered number 03752544) which in incorporated in England and Wales. The address of the registered office is Stanley House, North Mersey Business Centre, Woodward Road, Knowsley, Merseyside L33 7UY. 

## 2. **Accounting policies** 

The following accounting policies have been applied consistently in dealing with items which are considered material in relation to the Group's financial statements. 

## **Basis of preparation** 

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2015) - (Charities SORP (FRS102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006. North West Air Ambulance meets the definition of a public benefit entity under FRS102. 

The Charity has taken advantage of the exemption available to a qualifying entity in FRS102 from the requirement to produce a charity only cash flow statement with the consolidated financial statements. 

The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value. 

## **Basis of consolidation** 

The consolidated financial statements include the Financial Statements of the subsidiary companies: North West Air Ambulance Promotions Limited and Friends of the North West Air Ambulance Lottery CIC for the year to 31 March 2022. This has been consolidated on a line by line basis in accordance with the requirements of the Charity SORP (FRS102). 

The Charity has not presented its own Statement of Financial Activities (SOFA) as permitted by the Companies Act 2006 and the provisions of the Charity SORP   2015 (FRS102). 

The financial statements for the two subsidiaries contain financial information up to 28 March 2021. 

## **Going concern** 

Whilst Coronavirus had a considerable impact on the operational activity of the Charity income streams have been returning to expected activity levels, particularly Promotions, which performed much better than originally budgeted. The operational business continues to provide a life-saving service. The clinical strategy and the five-year Fundraising strategy are progressing, and the Charity currently has a reserves policy that gives the financial headroom for this to take place. Therefore, the Trustees have considered the financial forecasts for Charity and are confident that it has the means to remain a going concern and to adapt as necessary to changes required. 

37 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 2. **Accounting policies (continued)** 

## **Income, Grants and donations** 

All incoming resources are included on the Statement of Financial Activities when the Charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. 

Grants and donations are included in the Statement of Financial Activities as they become due and are included in the relevant fund. Income expended is accounted for in the Statement of Financial Activities. 

Where income has donor imposed restrictions regarding its use, this is shown within restricted funds with related costs being allocated to the same fund. 

Where there is a timing restriction which requires income to be deferred to a future period, such amounts are shown within creditors and later credited to the Statement of Financial Activities as eligible. 

## **Donations in kind** 

Where assets are donated to the Charity these are included within restricted income and costs at the market value of the asset or the value in use at the time of the donation. Where the cost is capitalised, a transfer is made out of restricted funds to the extent that the restriction no longer exists. A threshold of £3,000 is operated for donations in kind. 

## **Legacies** 

Legacy income is recognised when the Charity is satisfied that the conditions of entitlement, probability and measurement have been met. Pecuniary legacies are accounted for when notified. Residuary legacies are accounted for on receipt. 

## **Grants paid** 

Grants paid are included in the Statement of Financial Activities as they become payable. These become payable when authorised by the trustees. 

## **Expenditure and support costs** 

Expenditure has been charged to the Statement of Financial Activities on an accruals basis. Expenditure relating directly to the objectives of the Charity is shown as charitable expenditure. All costs have been directly attributed to one of the functional categories of resources expended in the statement of financial activities. There is deemed to be only one key objective to which charitable costs are allocated. 

Support costs are shown in note 8. These include Governance costs. Governance costs include an element of administrative staff costs / support costs which relate mainly to year end compliance costs and non-fundraising related professional fees. 

## **Investments** 

Investments are shown at market value. 

38 



**NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## **NORTH WEST AIR AMBULANCE** 

## 2. **Accounting policies (continued)** 

## **Commercial income** 

Commercial income represents the amounts (excluding value added tax) received from the sale of goods to customers during the year through the trading subsidiary North West Air Ambulance Promotions Limited and income from the lottery run by Friends of the North West Air Ambulance Lottery CIC. All such turnover arises in the United Kingdom. 

## **Taxation** 

The Charity does not have any charge to tax on its charitable activities. 

## **Unrestricted funds** 

Unrestricted funds are funds which can be used in accordance with the charitable objects at the discretion of the trustees. 

## **Irrecoverable VAT** 

Irrecoverable VAT is accounted for in the expenditure category under which the costs are incurred. 

## **Fixed Assets** 

Tangible fixed assets for use by the Charity are stated as cost less depreciation. A fixed asset is defined as a unit of property that has an economic useful life that extends beyond 12 months and was acquired or produced for a cost greater than £500. 

In addition, "Grouped assets" are a collection of assets which individually may be valued at less than £500 but which together form a single collective asset because the items fulfil all the following criteria: 

- the items are functionally interdependent; 

- the items are acquired at about the same date and are planned for disposal at about the same date; 

- the items are under single managerial control; and, 

- each individual asset thus grouped has a value of over £200 

Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives on the following bases: 

Plant & machinery, office equipment and motor vehicles: 20% on straight line basis Computer equipment: 33% on straight line basis 

## **Goodwill** 

Goodwill being the amount paid in connection with the acquisition of a business in 2007 which is now fully amortised. 

39 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 2. **Accounting policies (continued)** 

## **Stocks** 

Stocks are valued at the lower of cost and net realisable value, after making due allowances for any obsolete or slow moving items. 

Donated goods received for sale in the shops are not valued as it is impractical to do so. 

## **Operating lease agreements** 

Rentals applicable to operating leases where substantially all the benefits and risks of ownership remain with the lessor are charged against income on a straight-line basis over the period of the lease 

## **Pension costs and post-retirement benefits** 

The Charity operates a defined contribution scheme for the benefit of its employees. The assets of the scheme are held separately from those of the Charitable Company. Employer contributions in respect of this scheme are charged to the Statement of Financial Activities in the period to which they relate. 

## **Financial instruments** 

The Group has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at the transaction value and subsequently measured at amortised cost using an effective interest method. Financial assets are held at amortised cost comprise cash and bank in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise bank loans and overdrafts, trade, and other creditors. 

## **Critical accounting judgements and key sources of estimation uncertainty** 

In the application of the entity's accounting policies which are described above, the Trustees are required to make judgments, estimates, assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects the current and future periods. 

In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year. 

40 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 3. **Investments – Group** 

|3.|**Investments – Group**|||
|---|---|---|---|
|||**Year ended**|Year ended|
|||**31 March**|31 March|
|||**2022**|2021|
|||**£**|£|
||Bank Interest|895|41|
||Loan Interest|-|-|
||Investment Income|1,653|8,734|
|||2,548|8,775|
|4.|**Donations and Legacies – Group**|||
|||**Year**|Year|
|||**ended**|ended|
|||**31 March**|31 March|
|||**2022**|2021|
|||**£**|£|
||Community Fundraising|549,479|285,971|
||Corporate Fundraising|206,346|165,192|
||Challenge Events|57,685|57,575|
||Individual Giving|816,221|615,627|
||Charitable Trust|152,977|121,000|
||Legacies|2,006,364|1,904,629|
||Donations Gift Aid|189,056|68,134|
||Grants|74,725|1,230,130|
||Other|6,395|500|
||Donations in Kind|2,910|2,625|
|||4,062,158|4,451,383|



Grant income includes £313k of CJRS income and £917k of other Covid19 support grants. 

## 5. **Other trading activities - Group** 

|<br>Lottery income<br>Shop income|**Year ended**<br>**31 March**<br>**2022**<br>Year ended<br>31 March<br>2021<br>**£**<br>£<br>5,373,687<br>5,281,399<br>1,800,755<br>683,143<br>7,174,442<br>5,964,542|
|---|---|



41 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

6. **Total expenditure – Group** 

|<br>**Direct Charitable expenditure**<br>Operating costs<br>Support costs (note 8a)<br>Depreciation<br>Investment managers fees<br>**Raising Funds**<br>Staff costs and travel (note 8a)<br>Other expenses (note 8a)<br>**Subsidiary expenses**<br>Lottery expenses<br>Shop expenses<br> <br>7.<br>**Staff members and costs –Group**<br>Total staff costs for the year may be analysed as follows:<br> <br>Wages and salaries<br>Social Security costs<br>Pension costs|**Year ended**<br>**31 March**<br>**2022**<br>Year ended<br>31 March<br>2021<br>**£**<br>£<br>5,624,613<br>5,163,837<br>1,068,392<br>888,138<br>141,402<br>114,706<br>41,246<br>35,693<br>6,875,652<br>6,202,374<br>873,829<br>744,992<br>1,093,745<br>547,767<br>1,967,574<br>1,292,759<br>1,164,509<br>330,063<br>1,598,725<br>1,596,393<br>2,763,234<br>1,926,456<br>11,606,457<br>9,421,589<br>**Year ended**<br>**31 March**<br>**2022**<br>Year ended<br>31 March<br>2021<br>**£**<br>£<br>2,210,810<br>1,996,800<br>166,401<br>156,696<br>62,864<br>61,428<br> <br>2,440,075<br>2,214,924<br> <br>|
|---|---|



In addition to the staff costs above, there are further costs relating to operational staff and paramedics included within 'Operating costs' which are paid by way of a service level agreement. We also provided a clinical team including paramedics, doctors, dispatch, and a senior consultant. 

The Trustees decided that the charity should pay the full cost of the service provision from 2020/21 and therefore the charity now receives no government funding for clinical costs. 

The costs of the Charity shop management staff (within the subsidiary company) are included within fundraising costs. 

The key management personnel of the Charity comprise the senior management team and are listed in the legal and administrative information on page 3. The total employee benefits of the key management personnel of the Charity were £378,703 (2021: £313,281). 

42 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

The average number of employees, analysed by function was as follows: 

||**Year ended**|Year ended|
|---|---|---|
||**31 March**|31 March|
||**2022**|2021|
||**Number**|Number|
|Fundraising|32|28|
|Administration|14|13|
|Commercial|41|49|
||87|90|
|The remuneration package of the higher paid employees was:|||
||**2022**|2021|
||**No**|No|
|£70,001 - £80,000|-|1|
|£80,001 - £90,000|-|1|
|£90,001 - £100,000|2|-|
|£100,001 - £110,000|1|-|
|£110,001 - £120,000|-|1|
|£120,001 - £130,000|1|-|



The Trustees received £nil remuneration from the Charity (2021: £nil), reimbursement of expenses during the year totalled £nil (2021: £nil). During the year professional indemnity insurance was purchased relating to all of the Trustees, at a cost of £2,829 _(_ 2021: _£_ 2,030 _)_ . 

During the year there were redundancy or termination payments which amounted to £30,000 (2021-: £nil). 

## 8a **Support costs** 

Support costs are allocated to fundraising and direct charitable expenditure as follows (on the basis outlined below): 

|Cost of raising funds<br>Staff cost and travel<br>Office and utility costs<br>Stationery, postage and telephone<br>Events and consultancy<br>Advertising and website<br>Professional fees and other costs<br>Governance costs|**Total**<br>**2022**<br>**Charitable**<br>**Activities**<br>**Fundraising**<br>**Costs**<br>**Total**<br>**2021**<br>560,605<br>-<br>**560,605**<br>117,509<br>1,747,659<br>873,830<br>873,829<br>1,489,985<br>217,560<br>108,780<br>108,780<br>115,085<br>59,576<br>-<br>59,576<br>12,513<br>16,450<br>8,225<br>8,225<br>106,933<br>198,412<br>-<br>198,412<br>131,917<br>210,863<br>52,716<br>158,147<br>170,132<br>28,841<br>24,841<br>-<br>36,812|
|---|---|
||3,035,966<br>1,068,392<br>1,967,574<br>2,180,886|



43 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 8b **Support costs – Basis of allocation** 

Support costs are allocated to fundraising and direct charitable expenditure on the basis outlined below: 

|Costs of raising funds<br>Staff cost and travel<br>Office and utility costs<br>Events and consultancy<br>Stationery and postage<br>Advertising and website<br>Professional fees and other costs<br>Governance costs|**Total**<br>**Charitable**<br>**Activities**<br>**Fundraising**<br>**Costs**<br>**Basis of**<br>**allocation**<br>560,605<br>0%<br>100%<br>Nature of<br>service<br>1,747,659<br>50%<br>50%<br>Staff numbers<br>217,560<br>50%<br>50%<br>Staff numbers<br>59,576<br>0%<br>100%<br>Nature of<br>service<br>16,450<br>50%<br>50%<br>Staff numbers<br>198,412<br>0%<br>100%<br>Nature of<br>service<br>210.863<br>25%<br>75%<br>Nature of<br>service<br>24,841<br>100%<br>0%<br>Nature of<br>service<br>3,035,966|
|---|---|



## 8c **Governance costs** 

|<br>Non fundraising related professional fees<br>Auditors fees – audit and accounts<br>Bank charges and other|**Year**<br>**ended**<br>**31 March**<br>**2022**<br>**£**<br>3,390<br>14,857<br>6,864<br> <br>24,841|Year<br>ended<br>31 March<br>2021<br>£<br>5,644<br>24,183<br>6,985<br> <br>36,812|
|---|---|---|



## 9 **Taxation** 

Neither the Charity nor its subsidiary companies had any liability to corporation tax during the year. 

44 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 10 **Tangible Fixed Assets** 

|**Group**<br>**Cost**<br>At 1 April 2021<br>Additions<br>At 31 March 2022<br>**Depreciation**<br>At 1 April 2021<br>Charge for the year<br>At 31 March 2022<br>**Net Book Value**<br>31 March 2022<br>31 March 2021|**Plant &**<br>**machinery**<br>**£**<br>688,540<br>**147,123**<br> <br>835,663<br>372,136<br>**127,737**<br> <br>499,873<br>335,790<br>316,404|**Office and**<br>**computer**<br>**equipment**<br>**Motor Vehicles**<br>**£**<br>**£**<br>356,804<br>112,182<br>**49,562**<br>**27,903**<br>406,366<br>140,085<br>182,374<br>60,557<br>**69,021**<br>**18,174**<br>251,395<br>78,731<br>154,971<br>61,354<br>174,430<br>51,625|**Total**<br>**£**<br>1,157,526<br>**224,588**<br>1,382,114|
|---|---|---|---|
||||615,067<br>**214,932**<br>829,999|
||||552,115|
||||542,459|



45 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

|**Charity**<br>**Cost**<br>At 1 April 2021<br>Additions<br>At 31 March 2022<br>**Depreciation**<br>At 1 April 2021<br>Charge for the year<br>At 31 March 2022<br>**Net Book Value**<br>31 March 2022<br>31 March 2021|**Plant &**<br>**machinery**<br>**£**<br>308,949<br>**144,315**<br> <br>453,264<br>184,368<br>**58,393**<br> <br>242,761<br>210,503<br>124,581|**Office and**<br>**computer**<br>**equipment**<br>**Motor Vehicles**<br>**£**<br>**£**<br>288,221<br>112,182<br>**40,714**<br>**27,903**<br>328,935<br>140,085<br>126,459<br>60,557<br>**61,972**<br>**18,174**<br>188,431<br>78,731<br>140,504<br>61,354<br>161,762<br>51,625|**Total**<br>**£**<br>709,352<br>**212,932**<br>922,284|
|---|---|---|---|
||||371,384<br>**138,539**<br>509,923|
||||412,361|
||||337,968|



46 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 11 **Intangible Fixed Assets- Group** 

|**Software**<br>**Goodwill**<br>**£**<br>**£**<br>**Cost**<br>At 1 April 2021<br>25,183<br>125,000<br> <br>At 31 March 2022<br>**Amortisation**<br>At 1 April 2021<br>24,623<br>125,000<br>Amortisation in the year<br>**560**<br>**-**<br> <br>At 31 March 2022<br>25,183<br>125,000<br>**Net Book Value**<br>At 31 March 2022<br> -<br> -<br>At 31 March 2021<br>560<br> -<br>12**Fixed Asset Investments**<br>**Group**<br>**2022**<br>**£**<br>Carrying value (MV) at beginning of year<br>10,935,254<br>Disposals at carrying value<br>Net gain/(loss) on revaluation<br>1,337<br> <br>Carrying value (MV) at end of year<br>10,936,591<br><br> <br>Historical cost of above investment at the end of the year<br>10,000,000<br> <br>Analysis or investment value by type:<br>**2022**<br>**£**<br>Diversified Growth Funds<br>5,563,540<br>Liquidity funds<br>5,361,549<br> <br>10,925,089<br>|**Total**<br>**£**<br>150,183<br>149,623<br>**560**<br>150,183<br> -<br>560<br>2021<br>£<br>9,963,318<br>-<br>971,936<br>10,935,254<br>10,000,000<br>2021<br>£<br>5,575,531<br>5,359,723<br>10,935,254|
|---|---|



47 



**NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## **NORTH WEST AIR AMBULANCE** 

|**Charity**|**2022**|2021|
|---|---|---|
||**£**|£|
|Investments in listed securities|10,416,937|10,427,275|
|Investments in subsidiary entities|11,502<br>|11,502|
||10,428,439|10,438,777|



Investments were significantly impacted late in 2021/22 due to the global pandemic. Values have recovered to some extent in 2022/23 but markets remain volatile. 

|**Investment in subsidiary entities**<br>Ordinary £1 shares in North West Air Ambulance<br>Promotions Limited – at market value|**2022**<br>**£**<br>11,502<br>|2021<br>£<br>11,502|
|---|---|---|



The historical cost of these investments was £11,502 (2021: £11,502). 

The Charity has two subsidiaries, North West Air Ambulance Promotions Limited, a company incorporated in England and Wales (Company Number: 03752582) and Friends of the North West Air Ambulance Lottery CIC (Registered Number 6646759) which are consolidated into the results of the North West Air Ambulance. The Charity owns the entire share capital of North West Air Ambulance Promotions Limited, being 11,502 ordinary shares. The Charity is the sole member of Friends of the North West Ambulance Lottery CIC. The companies raised funds for the North West Air Ambulance during the year. 

Audited Financial Statements of North West Air Ambulance Promotions Limited and Friends of the North West Air Ambulance Lottery CIC for the year ended 31 March 2022 are filed with the Registrar of Companies. A summary of the trading results of North West Air Ambulance Promotions Limited and Friends of the North West Air Ambulance Lottery CIC are shown below: 

## **North West Air Ambulance Promotions Limited** 

|**North West Air Ambulance Promotions Limited**|||
|---|---|---|
||**2022**|2021|
||**£**|£|
|**Turnover**|1,871,877|683,141|
|Cost of sales|(89,757)|(45,348)<br>|
|**Gross profit**|1,782,120|637,793|
|Administrative expenses|(1,508,968)|(1,551,042)|
|Other operating income|-|774,654<br>|
|Operating loss|273,152|(138,595)|
|Interest payable|(9,375)|(9,375)<br>|
|Loss on ordinary activities after tax|263,777|(147,970)|
|Gift aid payment to Parent|(138,373)||
|Total comprehensive income|125,404||



48 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

The aggregate of assets, liabilities and reserves are: 

|Assets<br>Liabilities<br>Total reserves (including £11,502 share capital)<br>**North West Air Ambulance Lottery CIC**<br>**Turnover**<br>Cost of sales<br>**Gross Surplus**<br>Administration expenses<br>**Operating Surplus**<br>Interest receivable and similar income<br>**Surplus for the Financial Year**<br>Gift Aid Payment<br>**Total Comprehensive Income**<br>The aggregate assets, liabilities and reserves are:<br>Assets<br>Liabilities<br>Total reserves|**2022**<br>**£**<br>759,057<br>(719,444)<br> <br>**39,613**<br> <br>**2022**<br>**£**<br>5,373,689<br>(1,032,284)<br>4,341,405<br>(132,226)<br>4,209,179<br>173<br>4,209,352<br>(4,209,179)<br>173<br>**2022**<br>**£**<br>1,465,809<br>(1,437,447)<br> <br>28,362<br>|2021<br>£<br>283,583<br>(369,374)<br> <br>(85,791)<br> <br>2021<br>£<br>5,265,609<br>(196,348)<br>5,069,261<br>(133,713)<br>4,935,548<br>915<br>4,936,463<br>(4,935,548)<br> <br>915<br> <br>2021<br>£<br>1,368,884<br>(1,340,693)<br>28,191<br>|
|---|---|---|
||||
||||



The consolidated statements of financial activities include the results of the subsidiary companies. 

49 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

13 **Debtors** 

|**Debtors**||
|---|---|
|Trade debtors<br>Amounts owed by subsidiary<br>undertakings<br>Prepayments<br>Accrued income<br>Other debtors|**Group**<br>Group<br>**Charity**<br>Charity<br>**2022**<br>2021<br>**2022**<br>2021<br>**£**<br>£<br>**£**<br>£<br>5,910<br>7,825<br>**-**<br>-<br>-<br>-<br>1,297,719<br>1,161,327<br>1,176,015<br>341,867<br>1,078,339<br>281,316<br>417,676<br>235,131<br>390,144<br>204,274<br>204,656<br>104,311<br>205,157<br>104,311|
||1,804,257<br>689,134<br>2,971,359<br>1,751,228|



Debtors includes £250,000 (2021: £250,000) due after more than one year which relates to a loan from North West Air Ambulance to North West Air Ambulance Promotions Limited. Interest is charged at 3.75% per annum. 

During the period, the charity signed up to a new lease for the provision of helicopter services effective from 28 February 2022 and expires on 03 August 2030. During the year upfront fees of £783k have been paid and are included in prepayments above. These fees will be released over the life of the lease with £93k within one year and the remaining £690k over more than one year. 

## 14 **Creditors: amounts falling due within one year** 

|Trade creditors<br>Sundry creditors<br>Social security and other taxes<br>Bank overdraft<br>Accruals<br>Prepaid Subscriptions|**Group**<br>Group<br>**Charity**<br>Charity<br>**2022**<br>2021<br>**2022**<br>2021<br>**£**<br>£<br>**£**<br>£<br>1,448,400<br>-<br>89,878<br>357,990<br>-<br>40,459<br>1,284,246<br>-<br>32,935<br>335,016<br>-<br>34,669<br>-<br>68,281<br>-<br>-<br>382,504<br>483,785<br>1,130,448<br>456,342<br>294,949<br>-<br>1,080,538<br>-|
|---|---|
||2,404,567<br>2,053,520<br>1,612,140<br>1,450,223|



The group has an overdraft facility under the government backed CBILS scheme. The bank overdraft is secured by a standard mortgage debenture incorporating a fixed and floating charge over the assets of North West Air Ambulance Promotions Limited. 

50 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 15 **Reconciliation of movement in funds** 

|**Charity**|**1 April**<br>**2021**|**Incoming**<br>**resources**|**Outgoing**<br>**resources**|**Gains/**<br>**(losses)**|**Gains/**<br>**(losses)**|**Transfers**|**31 March**<br>**2022**|
|---|---|---|---|---|---|---|---|
||**£**|**£**|**£**||**£**|**£**|**£**|
|**Restricted funds**|||||-|-||
|Mrs Kluziac|39,894|-|||-|-|39,894|
|UKH Foundation|6,649|-|(6,649)||-|-|-|
|Zochonis Charitable Trust|7,000|-|(7,000)||-|-|-|
|Zochonis Charitable Trust|7,000|-|(252)||-|-|6,749|
|Peter Kershaw Trust|572|-|(572)||-|-|-|
|Dobson Funds|930|-|(930)||-|-|-|
|B&M|13,273|-|(13,273)||-|-|(0)|
|The Grace Trust|4,000|-|||-|-|4,000|
|Awards for All (National Lottery<br>Community Fund)|7,237|-|||-|-|7,237|
|The Eric Wright Charitable<br>Trust|1,690|-|(1,690)||-|-|-|
|W O Street Charitable<br>Foundation|3,000|-|(3,000)||-|-|-|
|The Dixie Rose Findlay<br>Charitable Trust|2,400|-|||-|-|2,400|
|Houghton Dunn Charitable<br>Trust|15,000|-|(15,000)||-|-|-|
|Marjorie Boddy Trust|2,500|-|(2,500)||-|-|-|
|The Ursula Keyes Trust|13,995|-|(13,995)||-|-|0|
|Lord Leverhulmes Charitable<br>Trust|6,000|-|(6,000)||-|-|-|
|Brian Wilson Charitable Trust|5,000|-|(5,000)||-|-|-|
|Steel Charitable Trust|10,000|-|(10,000)||-|-|-|
|UKH Foundation - Redfern|4,720|-|(4,720)||-|-|-|
|John Zochonis|3,500|-|(3,500)||-|-|-|
|The Skelton Charity|1,000|-|(1,000)||-|-|-|
|The Ursula Keyes Trust - D<br>Lawless|7,674|-|(7,674)||-|-|-|
|The Williams Family<br>Foundation|7,674|-|(6,264)||-|-|1,410|
|Joyce Cooke|-|6|(6)||-|-|-|
|Hospital Saturday Fund|-|10,000|-||-|-|10,000|
|Lord Leverhulmes Charitable<br>Trust|-|5,000|(2,378)||-|-|2,622|
|Yorkshire Building Society|-|2,000|-||-|-|2,000|
|Zochonis Charitable Trust|-|5,000|(5,000)||-|-|-|
|Houghton Dunn Charitable<br>Trust|-|19,000|(19,000)||-|-|-|
|Williams Family Foundation|-|9,856|(5,442)||-|-|4,414|
|The Morrisions Foundation|-|19,990|(17,525)||-|-|2,466|



51 



**NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## **NORTH WEST AIR AMBULANCE** 

## 15 **Reconciliation of movement in funds (continued)** 

|**Charity**<br>Claire<br>Dobson<br>Old coin card<br>campaign<br>**Unrestricted**<br>**funds**<br>General<br>Designated<br>**Total funds**|**1 April**<br>**2021**<br>**Incoming**<br>**resources**<br>**Outgoing**<br>**Gains/**<br>**Transfers**<br>**31 March 2022**<br>-<br>20<br>(20)<br>-<br>-<br>-<br>-<br>40<br>-<br>-<br>-<br>40<br>-<br>-<br>-<br>-|
|---|---|
||170,709<br>70,912<br>(158,389)<br>-<br>-<br>83,231<br>13,367,231<br>8,279,600  (8,684,838)<br>17,506<br>(2,030,483)<br>10,949,015<br>4,559,067<br>2,030,483<br>6,589,550|
||17,926,298<br>8,279,600  (8,684,838)<br>17,506<br>-<br>17,538,565|
||18,097,007<br>8,350,512  (8,843,227)<br>17,506<br>-<br>17,621,796|



52 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 15 **Reconciliation of movement in funds (continued)** 

|**Group**|**1 April 2021**|**Incoming**|**Outgoing**|**Gains/**|**Transfers**|**31 March**|
|---|---|---|---|---|---|---|
|||**resources**|**resources**|**(losses)**||**2022**|
||**£**|**£**|**£**|**£**|**£**|**£**|
|**Restricted funds**|||||||
|Mrs Kluziac|39,894|-||-|-|39,894|
|UKH Foundation|6,649|-|(6,649)|-|-|-|
|Zochonis Charitable Trust|7,000|-|(7,000)|-|-|-|
|Zochonis Charitable Trust|7,000|-|(252)|-|-|6,749|
|Peter Kershaw Trust|572|-|(572)|-|-|-|
|Dobson Funds|930|-|(930)|-|-|-|
|B&M|13,273|-|(13,273)|-|-|(0)|
|The Grace Trust|4,000|-||-|-|4,000|
|Awards for All (National Lottery<br>Community Fund)|7,237|-||-|-|7,237|
|The Eric Wright Charitable Trust|1,690|-|(1,690)|-|-|-|
|W O Street Charitable<br>Foundation|3,000|-|(3,000)|-|-|-|
|The Dixie Rose Findlay<br>Charitable Trust|2,400|-||-|-|2,400|
|Houghton Dunn Charitable Trust|15,000|-|(15,000)|-|-|-|
|Marjorie Boddy Trust|2,500|-|(2,500)|-|-|-|
|The Ursula Keyes Trust|13,995|-|(13,995)|-|-|0|
|Lord Leverhulmes Charitable<br>Trust|6,000|-|(6,000)|-|-|-|
|Brian Wilson Charitable Trust|5,000|-|(5,000)|-|-|-|
|Steel Charitable Trust|10,000|-|(10,000)|-|-|-|
|UKH Foundation - Redfern|4,720|-|(4,720)|-|-|-|
|John Zochonis|3,500|-|(3,500)|-|-|-|
|The Skelton Charity|1,000|-|(1,000)|-|-|-|
|The Ursula Keyes Trust - D<br>Lawless|7,674|-|(7,674)|-|-|-|
|The Williams Family Foundation|7,674|-|(6,264)|-|-|1,410|
|Joyce Cooke|-|6|(6)|-|-|-|
|Hospital Saturday Fund|-|10,000|-|-|-|10,000|
|Lord Leverhulmes Charitable<br>Trust|-|5,000|(2,378)|-|-|2,622|
|Yorkshire Building Society|-|2,000|-|-|-|2,000|
|Zochonis Charitable Trust|-|5,000|(5,000)|-|-|-|
|Houghton Dunn Charitable Trust|-|19,000|(19,000)|-|-|-|
|Williams Family Foundation|-|9,856|(5,442)|-|-|4,414|
|The Morrisions Foundation|-|19,990|(17,525)|-|-|2,466|
|Claire Dobson||20|(20)|-|-|-|
|Old coin card campaign||40|-|-|-|40|
|||-|-|-|-||
||170,709|70,912|(158,389)|-|-|83,232|



53 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

||**1 April 2021**|**Incoming**|**Outgoing**|**Gains/**|**Transfers**|**31 March**|
|---|---|---|---|---|---|---|
|||**resources**|**resources**|**(losses)**||**2022**|
|**Unrestricted funds**|||||||
|General|13,298,114|11,168,237|(11,448,068)|17,679|(2,030,483)|11,005,478|
|Designated|4,559,067|-|-|-|2,030,483|6,589,550|
||17,857,181|11,168,237|(11,448,068)|17,679|-|17,595,028|
|**Total funds**|18,027,890|11,239,149|(11,606,457)|17,629|-|17,678,260|



The designated fund of £6,589,550 shown above has been earmarked to cover two years annual lease commitments as described in note 17 and the Annual Report. It is imperative that the Charity is able to meet these costs before committing other expenditure. 

The restricted balance called Mrs Kluziac relates to a legacy received in previous years of £61K which is to be used against future training costs. 

The balance of £21K Coin Cards was a specific campaign to raise funds specifically for the future cost of new helmets for the crew. 

The Life Pack for RU Fund is money towards the future purchase of Life Packs for the RU medical vehicle. 

The UKH Foundation was a trust application to help towards the purchase of 15 defibrillators. 

The Skelton Bounty Fund is to be used for the purchase of helmets. 

The Zochonis Charitable Trust is money to assist in the purchase of a defibrillator for the response vehicle and for Monitors. 

The Henry Surtees Foundation is funding for the initial cost of hardware items to set up the Blood on Board project. 

The Houghton Dunn Charitable Trust is money to assist in purchasing 2 Quin Flow machines as well as funding towards flight helmets. 

The Peter Kershaw Trust is money to purchase video laryngoscopes. 

The Fort Foundation is funds to assist in the purchase of a second response vehicle. 

The Grace Trust is money for a community defibrillator. 

Dobson Funds is money for medical equipment. 

Awards for All is money for volunteer inclusion and recognition events. 

The Eric Wright Charitable Trust and The Medicash Foundation is money for Lucas Devices. 

The W O Street Charitable Foundation, Lord Leverhulme Charitable Trust and Brian Wilson Charitable Trust is money for video laryngoscopes. 

54 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

The Dixie Rose Findlay Charitable Trust is money for shop defibrillators. 

The Marjorie Boddy Trust and The Ursula Keyes Trust is money for lifepacks. 

All balances on the balance sheet relate to the unrestricted funds with the exception of restricted funds which are represented by cash. 

The Steel Charitable Trust is funding for new life packs. 

JD Haugh, Sharples, Westminster Foundation, The Fort Foundation, Cheetham, Alec Burford, AAA UK – Julia & Hans Rausing Trust, VM Ward and Clifford Kay is funding for Covid19 PPE. 

The Skelton Charity, The Ursula Keyes Trust – D Lawless and the Hospital Saturday is funding for parapacs. 

The UKH Foundation and Lion Clubs is funding for Qinflow machines. 

The Medicash is funding for fluid warmers. 

The John Zochonis is funding for Lucas machines. 

The Air Ambulances UK funding was for Covid19 funding. 

The Lord Leverhulme fund and Yorkshire Building Society have provided funding for Fluid Warmers 

The Williams Family Foundation has contributed funds towards parapacs and ultrasound machines 

The Morrisons foundation is funding vehicle defibrillators and Monitors. 

|16|**Analysis of Net Assets between Funds**|**Analysis of Net Assets between Funds**|||
|---|---|---|---|---|
||**Group**|**Unrestricted**|**Restricted**|**Total**|
|||||**2022**|
|||**£**|**£**|**£**|
||Fixed assets|12,259,703|-|12,259,703|
||Current assets|7,739,894|83,231|7,823,124|
||Current liabilities|(2,404,567)|-|(2,404,567)|
|||17,595,030|83,231|17,678,260|
||**Group**|**Unrestricted**|**Restricted**|**Total**|
|||||**2021**|
|||**£**|**£**|**£**|
||Fixed assets|11,478,273|-|11,478,273|
||Current assets|8,432,428|170,709|8,603,137|
||Current liabilities|(2,053,520)|-|(2,053,520)|
|||17,857,181|170,709|18,027,890|



55 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 17 **Operating lease commitments** 

Future minimum lease repayments under non-cancellable operating leases for the following periods are: 

## **Group** 

|**roup**||
|---|---|
|Within 1 year<br>After 1 year and less<br>than 5 years<br>After 5 years<br>Total operating lease<br>commitments|**Property**<br>**Other**<br>**Helicopters**<br>**Total**<br>**2022**<br>**Total**<br>**2021**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**130,099**<br>**-**<br>**3,164,676**<br>3,294,775<br>2,279,533<br>**544,911**<br>**-**<br>**13,347,650**<br>13,892,561<br>503,500<br>**-**<br>**-**<br>**11,149,692**<br>11,149,692|
||**675,010**<br>**-**<br>**27,662,018**<br>28,337,028<br>2,783,033|



## 18 **Related party transactions** 

The Trustee directors of the Charity are also directors of the trading subsidiaries: North West Air Ambulance Promotions Limited and Friends of the North West Air Ambulance Lottery CIC. The transactions with these entities are consolidated with the results of the Charity and as such do not require separate disclosure. 

D Head, a Trustee, is a partner at KPMG LLP (UK) who provided investment advice until February 2020. During the year £nil (2021: £nil) was paid to KPMG LLP (UK). 

There are no other related party transactions that need to be disclosed in the financial statements. 

## 19 **Financial Instruments** 

|**Financial Instruments**||||
|---|---|---|---|
|**Group**<br>Financial assets measured at amortised cost<br>Financial liabilities measured at fair value<br>Financial liabilities measured at amortised cost|**2022**<br>**£**<br>7,412,342<br>10,925,089|**2022**<br>**£**<br>7,412,342|2021<br>£<br>8,231,112<br>10,935,254<br>2,013,061|
|||2,314,689||



Financial assets at amortised cost consist of cash, trade debtors and other debtors 

Financial assets held at fair value include assets held as investments 

Financial liabilities at amortised cost consist of trade creditors and other creditors 

56 



## **NORTH WEST AIR AMBULANCE** 

## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 20. **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES – Comparative figures by fund type** 

|**type**||
|---|---|
|**Notes**<br>**Income from:**<br>Donations and legacies<br>4<br>Other trading activities<br>5<br>Investments<br>3<br>**Total**<br>**Expenditure on:**<br>**_Raising funds:_**<br>Commercial trading operations<br>Other fundraising costs<br>6<br>**_Charitable activities_**<br>Cost of operation of the North<br>West Air Ambulance<br>6<br>**Total**<br>6<br>**Net Income**<br>**Other recognised gains**<br>(Losses)/gains on investments<br>12<br>Net movement in funds<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**<br>15|**Restricted**<br>**funds total**<br>**Year ended**<br>**31 March**<br>**2021**<br>**Unrestricted**<br>**funds total**<br>**Year ended**<br>**31 March**<br>**2021**<br>**Funds total**<br>**Year ended**<br>**31 March**<br>**2021**<br>**£**<br>**£**<br>**£**<br>**445,660**<br>**4,005,723**<br>**4,451,383**<br>**-**<br>**5,964,542**<br>**5,964,542**<br>**-**<br>**8,775**<br>**8,775**|
||**445,660**<br>**9,979,040**<br>**10,424,700**|
||**-**<br>**1,926,456**<br>**1,926,456**<br>**-**<br>**1,292,759**<br>**1,292,759**|
||**-**<br>**3,219,215**<br>**3,219,215**<br>**469,230**<br>**5,733,144**<br>**6,202,374**|
||**469,230**<br>**5,733,144**<br>**6,202,374**|
||**(23,570)**<br>**1,026,681**<br>**1,003,111**<br>**-**<br>**991,395**<br>**991,395**|
||**(23,570)**<br>**2,018,076**<br>**1,994,506**<br>**194,279**<br>**15,839,105**<br>**16,033,384**|
||**170,709**<br>**17,857,181**<br>**18,027,890**|



57