How are Decisions Made?

The charity is governed by a board of trustees which is collectively responsible for directing the affairs of the charity to ensure that it is solvent, well run and meeting the aims set out when it was established. The trustees must ensure compliance with Charity Law and all other legislation and regulators, and vote on major policy decisions affecting the charity, which they then monitor through regular meetings. 

The trustees are responsible for appointing a chief executive and it is he who is the link between the board and staff. The chief executive is responsible for staff leadership, management, administration as well as the clinical and operational aspects of the charity in line with the board of trustees’ policies. Senior managers are appointed to assist him in these duties and this structure ensures the charity is well governed and legislatively compliant in all aspects of its duties and operations as well as remaining productive.

No decision is ever made without a great deal of thought and some form of evaluation taking place. In all cases the primary concern is the maintenance of an air ambulance service, be that with one or several helicopters. The latter eventuality is or course determined by estimates of future income and a calculated risk assessment of potential shortfall. 

Planning for the five year cycle which began in April 2010 began two years beforehand with the primary questions:

• Would growth continue as in previous years?
• Would our forecast income be threatened by looming recession?
• If income does fall could we continue to provide an air ambulance service?
• Can we take pre-emptive action to minimise the effects of income reduction?

Within the last half of financial year ending 2009 staff leaving through natural wastage were not replaced, and as existing helicopter leases expired they would not be renewed with higher valued new lease contracts. For the first time the charity was in a position to purchase its helicopters, realising a substantial and long term saving. This was made possible because of the accuracy of the charity’s previous five year cash flow forecasts, its credit rating history and future prudent planning. The charity has subsequently paid for deposits on two helicopters, with a third on the way.