Essex and Herts Air Ambulance Trust

Updated 12 October 2022

Essex and Herts Air Ambulance Trust (EHAAT) is operated by Essex and Herts Air Ambulance Trust, a registered charity, that provides a helicopter emergency medical service (HEMS) and rapid response service 365 days a year from its air bases in North Weald and Earls Colne. The service provides 24 hours 7 days a week life-saving critical care pre-hospital service by helicopters and rapid response vehicles (RRV) during the hours of darkness. The service responds to demands from the local NHS ambulance trust emergency control room, where critical care paramedics triage emergency 999 calls and liaise with EHAAT staff to deploy the most appropriate resource to emergencies.

The service provides care to critically ill and injured patients in Essex, Hertfordshire and surrounding areas. Between 1 September 2021 and 31 August 2022, the service was tasked to 2,510 missions and treated 1,862 patients, 200 (11%) were children aged below 16 years and 1,662 (89%) were adults. As part of the services strategic aim to offer 24 hours per day, seven days a week cover by its air ambulance and rapid response vehicles the service operates a split shift pattern. During the day from 7am to 8.30pm the critical care team provides the service by helicopter from their Earls Colne and North Weald base. Overnight from 7.30pm to 7.30am the service is provided using the RRVs from the North Weald base.

The service has had a registered manager in post since 2011 and is registered to provide the following regulated activities:

• Diagnostic and screening procedures
• Surgical procedures
• Transport services, triage and medical advice provided remotely
• Treatment of disease, disorder or injury

We last inspected the service on the 30 January 2018 and did not rate the service.

Updated 12 October 2022

We have not previously rated this service. We rated it as outstanding because:

• The service provided comprehensive mandatory training in key skills including the highest level of life support training to all clinical staff and made sure everyone completed it.
• Staff understood how to protect patients from abuse and the service worked well with other agencies to do so. Staff had training on how to recognise and report abuse and they knew how to apply it.
• The service controlled infection risk well. Staff used equipment and control measures to protect patients, themselves and others from infection. They kept equipment, vehicles and the premises visibly clean.
• The design, maintenance and use of facilities, premises, vehicles and equipment was innovative and kept people safe. Staff were trained to use them. Staff managed clinical waste well.
• A proactive approach to anticipating and managing risks to people who used services was recognised as the responsibility of all staff. Staff identified and quickly acted upon patients at risk of deterioration. Staff completed and updated risk assessments for each patient and removed or minimised risks.
• The service had enough staff with the right qualifications, skills, training and experience to keep patients safe from avoidable harm and to provide the right care and treatment. Managers regularly reviewed and adjusted staffing levels and skill mix and gave staff a full induction.
• Staff kept detailed records of patients’ care and treatment. Records were clear, up-to-date, stored securely and easily available to all staff providing care.
• The service used systems and processes to safely prescribe, administer, record and store medicines.
• The service managed patient safety incidents well. Staff recognised and reported incidents and near misses and reported them appropriately. Managers investigated incidents and shared lessons learned with the whole team and the wider service. When things went wrong, staff apologised and gave patients honest information and suitable support. Managers ensured that actions from patient safety alerts were implemented and monitored.
• The service provided care and treatment based on national guidance and evidence-based practice. Managers checked to make sure staff followed guidance.
• Staff assessed and monitored patients regularly to see if they were in pain, and gave pain relief in a timely way. They supported those unable to communicate using suitable assessment tools and gave additional pain relief to ease pain.
• Staff proactively monitored the effectiveness of care and treatment. They used the findings to make improvements and achieved good outcomes for patients
• The service had a comprehensive system and process to ensure staff were competent for their roles. Managers appraised staff’s work performance and held supervision meetings with them to provide support and development.
• All those responsible for delivering care worked together as a team to benefit patients. They supported each other to provide good care and communicated effectively with other agencies.
• Key services were available seven days a week to support timely patient care.
• Staff supported patients to make informed decisions about their care and treatment. They followed national guidance to gain patients’ consent. They knew how to support patients who lacked capacity to make their own decisions or were experiencing mental ill health. They used agreed personalised measures that limit patients' liberty.
• People were truly respected and valued as individuals. Feedback from people who use the service and those who were close to them was continually positive about the way staff treat people. People thought that staff went the extra mile and the care they received exceeded their expectations. Staff were highly motivated and inspired to offer care that was kind and promoted people’s dignity.
• People’s emotional and social needs were highly valued by staff and were embedded in their care and treatment. Staff provided emotional support to patients, families and carers to minimise their distress.
• Staff supported and involved patients, families and carers to understand their condition and make decisions about their care and treatment.
• The service planned and provided care in a way that met the needs of local people and the communities served. It also worked with others in the wider system and local organisations to plan care.
• The service was inclusive and took account of patients’ individual needs and preferences. The service made reasonable adjustments to help patients access services.
• People could access the service when they needed it, in line with national standards, and received the right care in a timely way.
• It was easy for people to give feedback and raise concerns about care received. The service treated concerns and complaints seriously, investigated them and shared lessons learned with all staff, including those in partner organisations.
• Leaders had the skills and abilities to run the service. They understood and managed the priorities and issues the service faced. They were visible and approachable in the service for patients and staff. They supported staff to develop their skills and take on more senior roles.
• The service had a vision for what it wanted to achieve and a strategy to turn it into action, developed with all relevant stakeholders. The vision and strategy were focused on sustainability of services and aligned to local plans within the wider health economy. Leaders and staff understood and knew how to apply them and monitor progress.
• Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. The service promoted equality and diversity in daily work, and provided opportunities for career development. The service had an open culture where patients, their families and staff could raise concerns without fear.
• Leaders operated effective governance processes, throughout the service and with partner organisations. Staff at all levels were clear about their roles and accountabilities and had regular opportunities to meet, discuss and learn from the performance of the service.
• Leaders and teams used systems to manage performance effectively. They identified and escalated relevant risks and issues and identified actions to reduce their impact. They had plans to cope with unexpected events. Staff contributed to decision-making to help avoid financial pressures compromising the quality of care.
• The service collected reliable data and analysed it. Staff could find the data they needed, in easily accessible formats, to understand performance, make decisions and improvements. The information systems were integrated and secure. Data or notifications were consistently submitted to external organisations as required.
• Leaders and staff actively and openly engaged with patients, staff, equality groups, the public and local organisations to plan and manage services. They collaborated with partner organisations to help improve services for patients.
• All staff were committed to continually learning and improving services. They had a good understanding of quality improvement methods and the skills to use them. Leaders encouraged innovation and participation in research.

Updated 12 October 2022

We have not previously rated this service. We rated it as outstanding. See the overall summary for details.