2021-12-31-accounts - The Duddon And Furness Mountain Rescue Team CIO

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

DUDDON & FURNESS MOUNTAIN RESCUE TEAM

Affiliated to The Lake District Search & Mountain Rescue Association and Mountain Rescue, England and Wales Registered Charity 1173246 www.dfmrt.org.uk President Peter Jackson MBE Vice President David Hughes

DFMRT AGM 22[nd] FEBRUARY 2022

7.30 pm, Remote (Google Meets)

Team members in attendance:

David Binks (Team Leader), Nigel Lister (Chairman), Tom Ferrero (Secretary), Alistair Fale, Amy Reed, Andy Woods, Cheryl Cox, Chris Gill, Craig Stangroom, Cynthia Crawshaw, Emma Seery, Gary Lingard, Glyn Mitchell, John Barstow, John Nichols, John Wealthall, Martin Cooper, Paddy Gannon, Paul Makinson, Rosie FriedBunside, Rob Mcclymont, Ryan Richards, Stephe Cove, Tom Cox, Tom Fairchild, Tony Page, Tracey Binks, Will Reed, Will Scott.

Apologies: Chris Berry, Mick Pritchard, Pete Buxton, Sim Leech, Dave Allen, Sian Beard

1. Opening Remarks, Introductions, Apologies JW opened the meeting.

2. Chair's Annual Report

The Chair's Report can be found in Annex 1.

The team has risen to the challenges of COVID-19 over the last year. There's been no letup in the number of callouts, many far away in Wasdale, or in hazardous and difficult terrain. Well done to all! The restart in training has also been fantastic, and we will continue to update the COVID-19 procedures in line with government advice.

2021 was the year we completed our transfer to becoming a CIO. A lot of work from several people was required there, and sincere thanks to them. We have also finally agreed access to the land for the new base, and can start to progress the land purchase and base construction. All being well we will be restarting the base steering group in the next couple of months. Martin's fundraising efforts have been superb, and put us in a strong place get the sale over the line and construction started.

Our membership has remained healthy, with a steady stream of new applicants. Not so good, we struggle to find people to volunteers for Officer's roles. We really need people to step up here, if possible. Whilst we have some people who are stepping forward next year, please do volunteer if you feel it could be of interest.

Particular thanks to a couple of officers who are standing down; Andy, who steps down as Equipment Officer, and also served as Chairman in the past. Thanks also to John, who steps down as Training Officer, but has retained his role as Deputy.

Team Leader : Chair : Secretary : Treasurer :

Dave Binks, 7 New Street, Broughton in Furness, LA20 6JD Nigel Lister, Moss Cottage West, Foxfield, Broughton in Furness, LA20 6BT Thomas Ferrero, 16 South Row, Barrow-in-Furness, LA13 0HL John Barstow, 21 Woodland Road, Ulverston, Cumbria LA12 0DX

3. Team Leader's Annual Report

The Team Leader's Report can be found in Annex 2.

This seemed to be a less challenging year than the previous year! The team is now much more used to COVID-19 procedures, and vaccines and treatments are now substantially better. Multiple team members have had it and recovered it. We will need to wait for MREW guidance to establish what the new procedures are now that the government has decided we will just live with it. Callouts continue to go very smoothly, which is a reflection of the team's skills.

Some figures for 2021: 49 callouts, which means we probably can't call ourselves a quiet team anymore. We expecting a busier year this year. This required 2,482 person hours for callouts, which means that compared to 1,699 hours for training we have done more callout hours than training hours this year.

The team has 33 hill going members (L1 and L2), with another 3 probationers who seem like they will make it to full status this year. There are also 7 non-hill going members who do work behind the scene.

We recently introduced a Near Miss and Safety Report system. Quite a few have been identified this year: DM1 slipping into a ditch, dog handlers on their own, a difficult stretcher carry down little Narrowcove, DM1 sliding back and hunters in our training area. Near misses are uncomfortable to produce, but they are a vital part of learning and developing, so it's excellent the team has been happy to report them, and we should continue to use this tool in future to identify risks.

The team now have a drone! The purpose of drone is still unclear, our use of it over the next couple of years will tell us if it adds capability to the team. LDSAMRA has sponsored the training of 2 pilots.

4. Treasurer's Annual Report (including consolidated accounts) JB The Treasurers Report can be found on Google Drive [1], with his written Report in Annex 3.

JB explained that there are multiple reports because of the change from registered charity to CIO, done because the new CIO status was more relevant to us. The old charity has been maintained for the purposes of receiving legacy donations for a couple of years, which has required two sets of accounts, but as it only received £500 this year it was considered inefficient to continue to operate both so this year we wound the old charity down. Next year we will have a single set of accounts.

Whilst expenditure has risen this year, for fantastic new first aid kit and equipment, we retain a surplus of £77,000, approximately two years running costs.

The other serious expenditures are vehicles, which we budget to replace on a regular basis, and the base. The vehicle fund is healthy at ~£60,000, and the base funds are very good at the moment (£600,000 in reserve), with some funds classed as 'restricted' as they have been donated only for the base.

Thanks for members and supporters who have helped over the last year in raising income. Talks and other little affairs in the community are a great way to both bring in income, and also raise our profile in the community.

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PB asked why the old charity still had a balance. JB explained that the accounts show the final balance in the old charity. It no longer exists, those funds have been transferred to the CIO.

5. Report from the Team Trustees

GM

Dave Allen wrote a note, which all the trustees echo;

"The past 2 years have presented new and time consuming challenges and difficult challenges. This has also been aggravated by the uncertainties surrounding the pandemic.

DFMRT rapidly took all of this onboard and adapted training and callout procedures to enable the service to continue. This in itself was a remarkable achievement introducing new equipment and PPE and learning how to utilize them.

During the 'lockdown' the number of incidents was relatively light, but in recent months that has changed enormously. Several incidence have also been challenging themselves. Difficult and dangerous locations, technically challenging incidents mostly in poor weather and darkness have been surmounted very successfully. Throughout all this the usual work to keep the team on the road has carried on.

I believe this is an indication of the strength to the team and wish to record my congratulations on the professionalism and efficiency you have shown

Dave Allan,

Chairman of Trustees"

The Trustees have approved the accounts.

6. Approval of Accounts DFMRT (CIO) – Charity No. 1173246

JB

A vote was held to approve the accounts, and the team members unanimously approved them.

7. Approval of Accounts DFMRT – Charity N0. 1098201 JB

A vote was held to agree the retirement of the old charity, and to approve their final accounts. The team members unanimously approved them.

8. Officer Reports

a. Fundraising and Supporters

The Fundraising Officer's Report can be found in Annex 4.

MC summarised his report; total income being £98,000 unrestricted and £25,000 from Wasdale, directly for base (and therefore restricted).

This £98,000 came from:

The Fred Whitton which raised a total of £14,500, £10,500 from the organisation and £3k from individuals raising sponsorship.
LDSAMRA donated £20,000, two thirds of which from legacies
We had equipment grants of £16,600
We had a COVID-19 grant of £2,000
We had miscellaneous donations of £45,000.

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The base funding continues very well. We started with £475k, to which we can add assured grants of £110,000, a new grant of £50,000 and two legacies worth £50,000. We also have the vehicle fund of ~£60,000 which we can dig into if needed. We also have a potential claim from the Walney extension.

Our supporter base remains excellent. MC has made 500 payments into the accounts from people this year, and sent out 250 newsletters. Paper newsletters are vital, they are certainly appreciated.

We return to a full fundraising programme this year, the first since 2018. These are as much about raising PR as it is about raising funds. Please do support this as it goes ahead, we normally ask members to support at least two events, not counting the Fred (which is basically operational).

b. Vehicles and Driving

MP was unavailable, although his Report can be found in Annex 5. A huge thanks to Dave Hughes and Keith Nixon for keeping these vehicles running this year!

c. Training

JW

The Training Officer's Report can be found in Annex 6.

Thanks to Will Scott and Will Reed, who stepped up to take the probationers, Will R who took the first set, and Will S who took the second. The main learning from this is that 4 probationers are probably too many.

Heli training is a problem. We are struggling to come up with a practical way of getting real training, but until then, it is vital team members stay up to date in 1A videos. Sadly, if you haven’t done practical training you can't fly.

The winter training was a success, with 12 members going to Scotland for instruction from the Glenmore Lodge.

d. Medical and Casualty Care

The Medical Officer's Report can be found in Annex 7.

Thanks to all those who have contributed to cas care preparation and training. We have seen the introduction of the new cas care pack system, which seems to be working well. Looking forward into 2022, we have new automated BLS training manikins, who should improve BLS training. We also have new lightweight AEDs, which should prove very popular.

12 people passed the cas care exam this year. That's great, and we already have 10 candidates for the 2022 cas care exam. If you're interested please put your name forward.

e. Equipment

The Equipment Officer's Report can be found in Annex 8.

Thank to those who help packing and drying of equipment after callouts, which can be a massive task at times. Thanks also to the probationers, who have also been very patient waiting for kit to be supplied. Thanks to Paul for taking on the Equipment Officer role.

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We have had 3 major expenditures this year; soft shell jackets, helmets and torches. There will doubtless be more required in the near future.

f. Swift Water and Flooding WR

The Water Officer's Report can be found in Annex 9.

It's been a very quiet year for SRT, with no callouts. This is fortunate considering the amount of flooding, but could be because of an increase in CFRS SRT capability/use. CFRS are taking the majority of SRT callouts, which may impacts the frequency of Duddon SRT callouts. This may require we reconsider the necessary Duddon SRT capability.

RMcC has volunteered to take the Water Officer role, which WR is in support of, and will probably start to transfer tasks over the next 12 months.

g. Crag TFa

The Crag Officer's Report can be found in Annex 10.

There have been a couple of significant crag incidents this year: Pikes Crag, Broad Stand. It's noticeable that in crag jobs our team is becoming more hands on in Wasdale assists. This is a good reflection of where the team is at, and the trust Wasdale has in us in being able to lead in those areas. The other crag incident that comes to mind is the fallen climber on Wallowbarrow. Whilst not a crag rescue, the team's slick movement of a very severely injured cas over difficult ground was well conducted. Well done.

The crag team is currently well manned, with 2 probationers who are doing well and are hopefully going to reach full membership in the near future. The wider team is also able to support the crag team under supervision, showing a good range of skill across the team.

There has been good training this year since we have restarted training after COVID-19. One to note is the COMRU interagency working, brought on by the sinkhole callout earlier in the year.

h. Radio and communication systems

PM

The Radio Officer's Report can be found in Annex 11.

The radio structure hasn’t really changed in PM's time as Radio Officer, which is a credit to DB's setup in the first place. We have had to replace bits and pieces, but not much. The promise of a repeater for the Upper Esk hasn’t materialised due to National Trust intransigence, a new plan is required here.

Thanks to DB for his help, and his reoccupying the Radio Officers role until a volunteer can be found to take it over.

9. AOB

CG – Fred Whitton – CG has started to set up the Fred Whitton response again. If you are interested, email Chris.

CG – United Utilities – we are waiting for United Utilities to gain access to the land. Thanks to CG for chasing them.

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10. Election Results for Officers and Team Member Elected Trustees NL Votes were cast anonymously via email to one of the Trustees. All positions were running unopposed.

34 votes were cast, the results of the votes for team officer positions are:

Position	Nominee	Votes
Team Leader	Dave Binks	100%
Deputy	Will Reed	100%
Deputy	John Wealthall	97%
Deputy	Tom Fairchild	100%
Deputy	Vacant	-
Chair	Nigel Lister	97%
Secretary	Tom Ferrero	100%
Treasurer	John Barstow	100%
Equipment	Paul Makinson	100%
Training	Tom Cox	97%
Medical	CraigStangroom	100%
Fundraising	Martin Cooper	100%
Vehicles	Mick Pritchard	100%
Radios	Vacant(DB Cover)	-
Water*	W Reed	100%
Crag*	T Fairchild	100%

*indicates also standing as Deputy

The results for the Elected Trustees positions are:

Nominee	Votes
P Gannon	97%
C Gill	97%
K Nixon	91%

It was noted that in some cases, if Officers didn't vote for themselves they would not receive 100%.

DB thanked the Trustees for all the work they do!

11. Close

JW thanked everyone for their time.

12. Acronyms (excluding names)

Acronym	Definition
AED	Automatic External Defibrillator
BLS	Basic Life Support
CFRS	Cumbria Fire and Rescue Service
CIO	Charitable Incorporated Organisation
COMRU	Cumbria Ore Mine Rescue Unit
COVID	Coronavirus 2019
DFMRT	Duddon & Furness Mountain Rescue Team
DM2	Duddon Mobile 2
LAMRT	Langdale Ambleside Mountain Rescue Team
LDSAMRA	Lake District Search and Mountain Rescue Association
MR	Mountain Rescue
MREW	Mountain Rescue England and Wales

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SARDA	Search dog team, formally known as the Lake District Mountain Res- cue Search Dog Association (LDMRSDA)
SRT	Swiftwater Rescue Team
WMRT	Wasdale Mountain Rescue Team

13. References

Reference Location CIO Accounts 2021 1. Members>Accounts>2021

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14. Annex 1 – Chairman's Report

After the challenges of 2020 the ongoing COVID pandemic has again made 2021 a challenging year, but once again the team have risen to that challenge. I have again been amazed how well the team has responded and we have remained operationally effective throughout the year. There has been no letup in the number of callouts, with regular trips to support Wasdale, often several times in a weekend. Some of these have been really challenging shouts in crag environments and the skill displayed by our responding team members has meant these were well managed.

The Leadership group have had to continually update and modify our arrangements in line with changing government advice and I would like to thank Dave and the Deputies for the leadership they have given. I am pleased to say that the situation has now got considerably better and the full return to face to face training has been a real positive, even if we still spend much of our time in face masks.

2021 was the year we fully completed our transition to the DFMRT CIO, with the formal closure of the old charity at the Charities Commission. This was the culmination of many years work for the committee and John B especially and sets the charity up to own land and build a base in future.

On that topic after many frustrating delays, we have finally agreed the terms for the access to the land for the new base, and our solicitor is progressing the land purchase. All being well we will be re-starting the base steering group in the next couple of months and the hard work of getting the base built will commence for real. Once again, a plea to any team members with experience in this area (or time on their hands) to get involved in this group.

If there is a positive side to the delays it is the fantastic progress Martin and his group have made with fundraising in the last couple of years which puts us in a great position to commence the build – but I will let Martin fill you in on the details of that one.

Membership has remained healthy with a steady stream of new applicants and highly capable probationers who have made good progress despite the COVID restrictions. Once again, this year we have struggled to get many team members stepping up for leadership and committee roles, but we have been able to cover all the roles with Tom C stepping up as training officer and some others changing roles. On a positive note, a number of other members have stated their intent to stand next year and have started shadowing roles and getting involved. Please consider if you would be able to take on more and discuss with your Leadership link.

Thanks to those officers standing down this year – Andy who has given an enormous contribution to the team as Chair and equipment officer, and John W who is passing on the training officer role but remaining a Deputy.

Thanks all for your fantastic efforts, it really is amazing what we manage to achieve as a voluntary organisation.

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15. Annex 2 – Team Leader's Report

A less challenging year than last. The team are now well used to Covid precautions, and the risk to team members is now much lower than it was, although several members have caught Covid, but have fully recovered. Covid have been with us for much longer than I expected and apparently, as from Thursday, we’re simply going to have to live with it. Keeping the team safe and operational has really affected the social side of the team, with the Christmas social being cancelled at the last moment, however, things are now improving and I’m looking forward to next year’s social. Maybe we should have an extra one in the summer.

Some figures for 2021: 49 callouts, well up from last year, and with numbers like this I don’t think we can really call ourselves a quiet team anymore. Callouts this year accumulated 2482 person hours, along with 1699 person hours for training. So more callout hours than training hours. Team has 33 hill going members (L1 and L2) with another 3 probationers looking like they will make full team this year. There are also 7 non hill going, L3 members, doing work behind the scenes for the team.

Callouts have continued to go very smoothly, which I think is a reflection on the team member's skills and dedication. The most memorable call for me was the gentlemen who jumped into the river Duddon. Why this one? Mostly because of how different it was to the initial callout message. We expected very minor injuries, but it turned to be serious injuries, in a different location, extraction from a river gorge and a helicopter evacuation. The moral of this is always expect the unexpected and be prepared for the worst.

Near miss and safety reports: Quite a few this year. Hunters with guns in woods we were training in, DM1 slipping into a ditch, dog handlers out on their own with limited comms and bad weather, difficult stretcher carry down Little Narrow Cove and DM1 rolling back doing a hill start. Having a near miss is not ideal, but the fact that members are putting in these reports so that we can all learn from them is a good thing and I would continue to encourage this. Please don’t hide a near miss, we are not out to penalise anyone, we just don’t want the same thing to happen to anyone else. More about these at the next team meeting.

Good news on the base and thanks to those that have been working hard to keep this moving – maybe we will get a spade in the ground this summer?

The team now has its own drone! Some say it’s a solution looking for a problem, other say it’s the best thing since sliced bread, well, the idea is to find out. LDSAMRA has paid for it and 50% of the training cost for two pilots in March this year and another two next year.

And finally, thank you to all team members, their families and supporters for their contribution to the team.

Dave.

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16. Annex 3 – Treasurer's Report

At the end of the year we have seen the consolidation of the new Charitable Incorporated Organisation (CIO) with the final winding down of the old Registered Charity. The old charity has been removed from the Charity Commission web site and its bank accounts have closed. These accounts have remained open over the past 3 years in order to receive any legacy donations but in 2021 only very small amounts of money have been received. For correctness at this time therefore we still have two sets of accounts (Old Charity 1098201 and CIO 1173246) with a third income and expenditure account (Consolidated) which shows the full picture. This summary will focus on the detail of the Consolidated accounts. In future years there will be only one set of accounts.

In 2021 income increased to £122,033 from £114,088 in 2020. Martin will provide more detail on income and fundraising in his report but several major donations and sums of money from fellow teams in the Lake District have boosted reserves for our base project. I would like to thank all those involved in purchasing equipment or supplies for providing VAT receipts which we can reclaim at considerable benefit to our finances. We have received funds from SLDC designated as Covid recovery funds.

Expenditure in 2021 has risen to £45,587 from £38,245 in 2020. Expenditure has increased on first aid due to the development of a new regime for the sacks which we all agree is a real step forward. We are pleased to have a number of new members and there has been some necessary expenditure on waterproof clothing. Torches and replacement helmets for all have been extra cost but various donations have offset some of these purchases.

The chart at the bottom of page 2 displays the reserves we have allocated to various projects. This allocation of reserves is in accordance with our financial strategy but the increased income has allowed us to continue to allocate funds to our base project. Charity guidance recommends twice annual expenditure as a base line reserve and we have also allocated funds to permit purchase of new vehicles as required. Other than the base project vehicles are normally our most expensive purchase. Our finances remain healthy with a substantial allocation identified in reserves for the purchase of a new base.

I would like to thank all members and supporters who have helped in many ways in supporting our income, much of which is generated from maintaining a profile in the community with talks, supporting events and holding collections of one form of another. I would also want to extend a big thank you to Martin for his work in running the Supporters Club and managing the income generally. Martin and his team has been particularly successful in recent years in providing us with the financial basis to contemplate the base project. I would also like to thank Stephen our auditor for his support in reviewing the financial management and his advice in presenting the reports.

John Barstow Treasurer 17th February 2022

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17. Annex 4 – Fundraising Officer’s End of Year Report

General Fundraising . Another very successful year. Although we lost about £7,000 due to failing to hold most of our normal fundraising events, this pales into insignificance against a total general income of £98,000, plus a restricted grant towards the new base from WMRT of £25,000. In summary the £98,000 came from the Fred Whitton (£14,500), held in the Autumn as Covid restrictions relaxed, LDSAMRA grants towards running costs (£20,000 – two thirds of which came from a legacy), equipment grants (£16,600), a Covid grant (£2,000) and normal miscellaneous donations and tax reclaims (£45,000).
New Base Fundraising . At the beginning of 2021 we had £407,500 in the New Base funds plus grants to be drawn down of £110,000. With the £25,000 from WMRT and £42,000 excess 2021 over expenditure, including a further addition to the Vehicle Reserve, brings the New Base funds up to £474,500. To this can be added the assured grants of £110,000 above, and a new grant of £50,000 and 2 legacies of at least £50,000 from 2022 income giving a current total of £684,500; with £62,000 in the Vehicle Funds, which could be borrowed against. This should meet the main build, allowing for increases in costs but may need further topping up to cover the full fit-out. We still have a potential bid to the Walney Extension Community Fund.
Supporters . Our supporter base remains excellent. I sent out over 250 newsletters in January and there is a pile in the Control Room beside the document rack if anyone needs some. I have plenty so do spread them as far as you can. I made 500 account income entries over the year but many of those represented multiple donations (eg Facebook or website monthly payments). Standing orders continue, with a few losses and gains, at 54, of which 14 are monthly, raising a total of £4600.
2022 . We return to a full fundraising programme in 2022 and I ask all members to support these events, which are as much about public relations as fundraising, taking account of your current commitments to team training and management.

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18. Annex 5 – Vehicle Officers Report

The three vehicles are running well, DM2 had to have some work undertaken after the last 3 monthly check that we as team members would properly not noticed for some considerable time, so well worth keeping these checks up to date

We are getting better at filling out the Driver check sheets, but unfortunately still miss off who was driving and if drivers were changed whilst out, i.e. one person drove out another on return.

Driver training has been progressing over the last year, both Blue light and 4x4 and this will continue this year, some is already scheduled in on the training calendar, and other will be ad hoc.

It was raised at a committee meeting about skill fade when driving team vehicles, as they are potentially different to your own vehicles. If a small group want to take a vehicle out there's nothing stopping you from doing so, please just let a team leader and myself know you plan to do so.

It's that time of year when we have to comply with our insurer's request to do driving license checks, unfortunately for those who have failed to supply by the AGM you won't be able to drive the team vehicles until your license has been checked.

Finally, a big thank you to Dave Hughes and Keith and anyone else in their help in getting the vehicles, washed, fueled and to the garage for their checks and MOT's.

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19. Annex 6 – Training Officers Report

Last February saw us still in the grip of full Covid-19 restrictions and we were training in the two teams of Hinkes and Stephens. This was a system introduced in 2020 to allow us to train as safely as possible through the worst of the pandemic.

The use of the two teams’ system allowed us, unlike some other teams, to continue to train and maintain skills and was highly beneficial when we returned to full team training at the end of May 2021.

From then on, we continued to train on Tuesday nights and once a month on a Sunday allowing the continuum to rebuild and enhance our skills levels.

The average attendance at training has been high throughout and I take this opportunity to thank everyone for their efforts in this matter.

The main change that I introduced last year was the use of a single mentor for new probationers. The aim was to ensure that all received the same input and could be compared as they progressed through the training system with regular reviews from their mentor and myself as Training Officer. It also allowed one person to see if any were struggling at all and if so, concentrate the relevant aspect of MR work.

There is a great deal of work and time involved for the mentor with this method of training and my thanks go to Will Reed for taking this on with the first group and Will Scott with the second group. For the future, it has been noted that a group of 4 is hard to manage and a maximum of 3 is perhaps the best number.

Casualty Care Training has rightly taken a high profile throughout our training and the build up to the exam last year saw 12 candidates taking part in additional training throughout the autumn under the auspices of the Medical Team. This led to a ‘clean sweep’ at the exam and the same process will be in use this year for those due their renewal and for any new candidates. My thanks to Craig and his team.

Aside from the team training, we have also continued to have external Blue Light training from Andy Stokes, First Aid qualification from Steve Johnson, Off Road Driver training, Swift Water Training and for Tom Cox and Tom Ferrero, SARDA training.

One area that will need to be concentrated on in the coming year is Helicopter Training. We, as a team, are up to date with the 1A videos but, as with, all teams, becoming de-skilled when it comes to live training. Various ideas have been put forward by the Coastguard Crews in tandem with MREW and LDSAMRA but, as yet, no real alternative has materialised. I hope that as this year progresses this will be rectified. In the meantime, remember that unless you have trained with a ‘live’ helicopter, you cannot fly. Once we do start again, I believe it is important to maintain small group attendance only to allow maximum benefits to be gained from the session.

Since becoming Training Officer, I have introduced several changes to the way in which we train. The move to every Tuesday training (or an activity e.g. Team Meeting); single mentors for probationers; the use of small teams during the height of C-19, smaller groups training with helicopters; Specialist leads being responsible for the overview of their aspect of our training e.g. Medical or Crag. This does not mean that the lead does all the training, but they do have to form a continuum and nominate someone from their team to run the specific training.

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This is my last report as Training Officer as I believe I have taken Training as far as I can and that it is time for a new person to take the helm.

I take this opportunity to thank everyone for their support over the years, especially with regard to the changes that have been made and during the time we had to run with two teams training separately to ensure skills were maintained.

I am sure you will support my successor in a similar way.

John Wealthall Training Officer DFMRT

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20. Annex 7 – Medical Officers Report DFMRT AGM 2022 Medical Officer Report

Firstly I would like to thank all the members of the team who have supported casualty care through the year, particularly those who worked on the new care pack system. Thanks also to Steve Johnson for running another first aid course and LAMRT and WMRT for facilitating our cascare exams.

Equipment:

As mentioned a new care pack system has been introduced. This will allow for more efficient deployment and easier use of kit that aligns with the primary survey.

Training:

Cas care training continued with adaptations for Covid. After deferment of the 2020 cascare exam, due to the pandemic, a group of 11 candidates prepared for and successfully passed the 2021 exam, congratulations to all. Feedback on training was favourable, but areas for improvement were identified.

Plans for 2022:

The team will be receiving 2 advanced resuscitation mannequins from regional funding which should help develop our BLS skills. A further popular improvement in the care pack system is planned for 2022, replacing the old AEDs with an ultralight model.

Craig Stangroom MO DFMRT February 2022.

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21. Annex 8 – Equipment Officers Report Team and Personal Team kit

A busy and varied year, the usual individual items of worn or lost kit have been replaced, as well as the 5 new Probationers kitted out and returned kit processed from Team members who are leaving or changing roles. Deliveries of some items has been delayed again short term – long-term factors are not very clear yet, some indication that delivery costs are likely to be higher for some European sourced kit.

Winter kit now allocated out to all team members, training in its use are in the new winter training plans.

Rope bags and helicopters – our main 3 (130m) rope bags have been replaced, so that a potential winching risk issue (lack of a strong haul loop) has been addressed for these. Search Group Leader packs – final changes pending after Care Pack changes (see reports elsewhere).

Extra warm items remain available for callouts to help when limiting use of shelters due to Covid risks.

Main Purchases

This year we have updated helmets and head torches, aided by grant funding. It is useful to plan ahead and get bulk purchases directly funded through a grant-making route or supporting organisation, linking with our team fundraisers first.

Equipment Inspection and Training

In house equipment checking and full six-monthly inspection was poorly supported this year, perhaps reflecting a busy year and other leadership interests and priorities. This will need to be changed to ensure basic requirements are fully met.

External equipment inspection training has not been readily available this year at regional level and so has not taken place yet but should still be a training priority for the future.

Future arrangements

The Peer review response may be worth revisiting by the new Team Management Committee. Personal kit checking record for helmets and crag gear has now been linked to the team training data base. Further developments like this will be for the Team to decide on, becoming more practical as Covid impact reduces.

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22. Annex 9 – Water Officer's Report

AGM 2022 Swift Water Rescue report

It’s been a quiet year for swift water, which reflects more stringent Covid measures over the winter; our most active time. This is particularly fortunate considering the amount of storms that we have recently endured. I also believe that the fire service is taking a much greater portion of SRT calls, I see this quietness continuing and propose an opportunity to potentially rethink the operational requirements of Duddon SRT.

After LDSMRA struggling to provide training we have finally got Rob and Ryan through the initial SRT course and we also revalidated 4 members this year.

Rob has expressed interest in taking over from me, and frankly the role needs some reinvigorating - so I plan to slowly start transferring the responsibilities over the next 12 months.

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23. Annex 10 – Crag Officer's Report

1. OVERVIEW

The Crag Team has sufficient personnel to meet the demands of a complex crag incident. Face to face training returned to normality during the course of 2021 following the lockdowns of the Covid-19 pandemic; a number of successful training sessions were ran during the course of the year, including a successful day with the COMRU team.

Furthermore, a crag review took place which identified a number of opportunities to improve the efficiency and equipment of the crag system. These are currently under review and are expected to be actioned during the course of 2022.

2. CRAG PERSONNEL

The crag team currently comprises of 15 members (i.e. Level 2P or above). The breakdown of the team is as follows:

7 crag leaders (3Rs)
6 crag non-leaders (2Rs)
2 crag probationers (2Ps)

The current crag team numbers are good. The wider team has had a number of focused crag training sessions during the course of the year, which has demonstrated that the skills remain current. It has been encouraging to see the crag systems set up with minimal crag team members and support from the wider team. This enables the team to remain flexible if the number of crag personnel is limited for an incident.

The two crag probationers have demonstrated themselves to be safe and competent in a crag environment and I expect that they will progress to full crag members within the next 12 months.

3. TRAINING

A breakdown of the face to face crag training sessions completed during 2021 is listed below:

Evening: Basic crag skills – April 2021
Day: Full team – Crag access and crag systems – April 2021
Day: Full team – Steep ground training – July 2021
Day: Full team – Steep ground training – September 2021
Day: Crag team – COMRU joint exercise – October 2021
Day: Full team – Crag systems, pick offs and vertical stretcher – October 2021

4. EQUIPMENT

The team’s crag equipment is sufficient and in good working order. The crag review identified a number of additional pieces of equipment which have been purchased, they are as follows:

Offset wall nuts
120cm sling for each team member

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24. Annex 11 – Radio Officer's Report

All repeaters maintained by DFMRT (Walney, Kirkby moor, and Baskell farm) continue to function as well as previous years. Thinking back over the year I cannot recall a major issue with these that has caused any operational issues. The plans to site a repeater above Cockley beck proved fruitless with no further correspondence from the National trust for a number of months despite numerous emails. Intention to go forward and seek permission through the tenant farmer is the next course of action.

As usual the upper Esk has caused issues with a lack of comms. However use of manual relays from the top of Austhwaite Brow (The steep part of the Birker fell road as it drops into Eskdale) have proved their worth for certain callouts.

One up and coming addition to the radio system is a function that will allow Push to talk comms over a mobile phone app called Zello. This has been driven primarily by Langdale's radio officer Gareth. This should allow a normal smartphone with an internet connection to send and receive radio messages. This along with a Cockley beck repeater would complement our existing infrastructure very nicely.

I will be stepping down as Radio officer this year to fill another roll. I'd like to pass on my thanks to Dave Binks for his continued knowledge of the system and input on radio matters

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NAN RECEIPTS Boxes Support ro 3rd pèrtyevents Events ICoilecElons/ialksl 1,483 94 14.852.28 1.475 e4 37,597.28 8.905.25 31,880 61 28.000 C 895.87 10,086.98 3,480.18 34,117.82 5,269.69 57,100.LIJ 2C4).C¥) I,C¥X).40 1,086.11 744.30 Tax RefundsLGItsAd & VAT GrnntWLe8acies lUnStrICted) Ae5trlcied Intowe INew Basel 3rd Party Recelpts 392.42 1,61081 MSsc/Sale cf Equlpment/rèfund$ Tran5ferlrom Non-clo TOTAL RECWPTS 122.998.21 113,981.36 TOTAL PAYMENTS 45.BB7.87 39.246.91 {OEFI¢ySURPLS FQR THE YEAR FUNDS 6ftGlT FORWARD 77,410.J4 75.7J8.44 38,614 55 462.779.11 FUNOSCARftIEDFORWARD £615 924.89 ts36 514.50 Unre51ritterl Reseryes H*stri£ted Reserve (New easel YO.924.89 75,100.00 £616 024.eg 483.514 5S 75.100 00 £536 614 55 R•wostrntlni'. Deposll Acwunt Currtni Account Supporter5A¢¢ount 208.W2.30 .897 47 211,071.72 133.074 66 Je.948.74 208.971.46 1.807.95 138,083.32 l)2,875 3S 56.776 47 E538 $14. Cumberland Buildlns Sooety 615 824 89 Treasure Independenl Examiner Dale.. Date.. Iolh FebMary2022 Lof3

TAIN RE TEAM ATI Reni & Rates Services Professional Servlces Mis¢ell3neous 9,749.96 4,140,89 14,417.74 5.153.99 516.53 1.860.55 14.507.38 Vehic RFI servldns and Aepalrs 21,972.28 1.329.60 580.66 1,801.82 366.84 1,910.26 Equipment Radio Casualty Care Waier Gtn¢r41 2,168.66 605.87 5,960.11 583.30 14 617.16 328.47 259.95 250.29 5 366.18 21,766.44 Consumables Casualtycare Gases Gener•1 6,204.89 1,139.78 1,359,69 291.29 1.125.09 859.36 243.(h) 2.79).76 2,227.45 General Mlscellaneou5 Expend• 715.33 1,575,50 410.C() 540. 1,614.23 477.93 2,414.47 rralThln8 (Roorn Hlre &¢) Cour515 4,506.63 3,241.83 Expen¥s 106.40 360.40 106.40 360.40 Thlrd Party R•lrnbursem¢n15 I,CQO,40 New 835e Profes041 Seryices 1,070.00 45 $87.87 38 245,91 2pf3

rnin orate Re Chari 1173246 Thls report on the accounts of the Chatity for the yeBr ended 31 December 2021. which are yet out Pa8es L and 2, Is In respÈtt of an ¢xamin3tlan carrled out under s.144 of the CharldesAct 2011. Respectlve Tesponslbllltles of trustees and examlner A5 Trv5tee5 you are re5PQD5ible for ¢he preparation of Ihè accounis,- you conslder thai the audlt requlremeni of section 144 121 of the Charities Act 2011 Ithe Act) does not apply. It Is mv re5pon5ibility to examine thÈ at¢ounts under section 145 01 the 2011 Act. follow the procedures lald down Sn the General Vlrectlon5 8lven by the Charity ¢ornm155Ion*rs 4Ctlon L4515llbl of the 2011 Act., and state whether partltvlar mattèrs have ¢ome to my •ttet)tlon. asls of Independent Exaffllner's Stoternent y examlnatlon was carrlod out In accordance wlth the General Dlrectlons glven by the Charlty ornmisslon. n examlnatlon Include5 0 revlew of the accountini rerords kèpt by tho ¢h•rlty •nd • ¢omparl%on f the accounts presented v41th those records. It also Includes con51deration of any unusual Itèms f disclosures In the accounts, and 5eekin£ explanations from the manJ8ement cornmittee oncernln8 any such matters. The procedures undertaken do not prov5de all the evSdence that Ould b• requlrod In a full audlt, and consequently I do not express an audlt oplnlon on the ccounts. nd•p•nd•nt Éx•mln•r's St•t•ffj•nt connection wl¢h my exèrnlnation, no rn•tters h•va eome to my •it•ntlon whl<h Blve me reasonable cause to belleve that In èny marerlal respect the requlrern?nts to keep ac¢ountln8 records In a£cord•hc• wlfh 5.130 of the 2011 A¢i' or 10 prepire accounts whieh atcord with thest èteourttini reeards awe not b••n met,. or to whlch, In my oplnlon. art•ntlon ihould b• dr•wn sn ¢rd•r ro •nabl• • prop•r und•rsrindlni of h• ac¢ounts io b• r••¢h•d. Stephen Nelson ACA 30 T•mpland Park Granie over5ands Cumbri 10th FEbrui 2022 3of3