annual business plan 2019-2020 - whatdotheyknow

Effective: 01 April 2019Version 4.0

Annual Business Plan 2019-2020

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www.naru.org.uk

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Contents

CONTENTSForeword 03

NARU at a Glance 04 Our Successes Last Year 07

The Interoperable Capabilities 09

Overview 09Summary of the Interoperable Capabilities 10

Strategic Business Plan 2019/20 13

Business Planning 13Strategic Aim (2019/20) 14Strategic Objectives (2019/20) 14Key Deliverables (2019/20) 15Work Streams (2019/20) 17

Our Culture 19

Values 19How We Will Succeed 19

Service Delivery 20

Governance 20Our Organisation 21Finance 23

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DOCUMENT INFORMATION TABLE

Full Title

Version

Document Type

CMT Approval Date

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Aligned to JESIP Principles

Superseded Documents

Related Documentsor Cross References

Circulation

Action Required

Lead NARU Contact

Document Protection

Amendments

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NARU Reference

Publication Date

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Impact on Contract Standards?

Annual Business Plan 2019/20

4.0 Not Protectively Marked

Business Plan NARU044

07/02/19 01/04/19

01/04/19 March 2020

Yes No

NARU Annual Business Plan 2018/19 (Version 3.0)

NARU Contract NARU Departmental Work Stream TrackersNHS England EPRR Core Standards

All NARU StakeholdersFor publication via the NARU Website and Proclus Reference Library.

For information.

NARU Head of Compliance & [email protected]

This is a controlled document. Whilst this document may be printed, the electronicversion published on the NARU website (or held securely on the NARU server ifprotectively marked) remains the controlled copy. Any printed copies of thisdocument are not controlled. As a controlled document, this document should notbe saved onto local or network drives but should be accessed from the internetwhenever possible. In the event that NARU also publishes hard / paper copies ofthe document, the controlled or live document remains the online version whichmay be subject to change or amendment. Check the online status of the documentvia the NARU website at regular intervals. All documents containing the officialNARU badge are protected through standard English copyright law provisions andin accordance with the terms of the NHS England NARU Contract.

Not applicable

The National Ambulance Resilience Unit (NARU) - Annual Business Plan 2019-2020 - Version 4.0

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Foreword

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NARU works on behalf of NHS England to supportNHS Ambulance Services to deliver an effectiveresponse to high-risk and complex emergencies.

Our work includes providing subject matter expertiseto NHS England to support the development ofnational policy. We work closely with a wide rangeof stakeholders through national working groups andthis business plan should provide a clear overview ofour services to all interested parties.

NARU is responsible for several implementationprojects. In 2019/20 this will include; an enhancedMTA capability across Ambulance Trusts (subject tofunding approval), a revised Mass Casualty responsemodel and the 3rd generation of fleet and incidentground technology for our Hazardous Area ResponseTeams (HART).

NARU is also responsible for maintaining a numberof core business outputs. In 2019/20 this will include:

Delivering world class training to support thespecialist capabilities.

Maintaining a national safe system of work tostrict regulatory and professional standards.

I am pleased to present the NARU Annual Business Plan for 2019/20.

This plan sets out our Aim and Objectives for the coming year. It also provides theframework for NARU services to be delivered in an efficient and effective way.

I am pleased to endorse thisAnnual Business Plan forNARU Services in 2019/20.

NARU represents a vital component to

the NHS EPRR programme. The work of

NARU and its subject matter experts

maintains a number of specialist

capabilities across Ambulance Services

in England. This keeps NHS staff safe

and provides an effective response to

national emergencies so that NHS

patients receive the standard of care

they expect and deserve.

I would also like to take this opportunity to reiteratethat the NHS is immensely proud of our specialistresponders. They are a dedicated group of highlytrained staff that deliver the interoperablecapabilities at the sharp end of the Government’semergency preparednessand counter terrorismstrategies. They putthemselves in harm’sway to provide care andsave lives.

Maintaining a range of national provisionsto support the operational delivery ofinteroperable capabilities.

Supporting assurance activities to ensure thesecapabilities maintain the required state ofreadiness to respond to risks defined in theNational Risk Register of Civil Emergencies.

Our role is to ensure that the NHS AmbulanceService in England can meet its obligations underthe Government’s National Capabilities Programmeand Counter Terrorism Strategy.

Finally, we are extremely grateful to the operationalpersonnel and managers that deliver emergencycare to patients caught in high-risk situations.We support their skill anddedication which is the mostimportant component of all.

Keith PriorNARU National Director

Stephen GrovesNational Lead for EPRRat NHS England

FOREWORD

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NARU AT A GLANCE

PATIENT FOCUS

NARU

Extending NHS care intohigh-risk situations:

Increasing survival rates

Improving clinical outcomes

Enhancing responder safety

RECENT NATIONALINCIDENTS

incident involving a nerve agentin Salisbury (largest nerve gasoperation in the UK since thesecond world war).

Manchester Arena attack(22 killed and over 800 injured).

The Interoperable Capabilities

“Interoperable” capabilities can be combined to provide a scalable national response.

Hazardous materials

MTFA (Terrorist attacks involving firearms)

Chemical / Biological / Radiological / Nuclear / Explosives

Safe Working at Height

Confined Space

Unstable Terrain

Water Rescue and Flooding

Support to Security Operations

Patient Decontamination

Command and Control

MANDATE

National Mandate

Department of Health requires capabilities to contribute to the UK’s Resilience Strategies.

NHS Mandate

NHS England mandates interoperable capabilities through the EPRR Core Standards and Standard Ambulance Contract.

NARU

Coordinates and maintains capabilities at the national level.

www.naru.org.uk

The NHS-funded National Ambulance Resilience Unit (NARU) was established as a central

support unit for all UK ambulance services.

Our strategy is to deliver our vision for the future through continuous improvement. We will

always keep patients and the safety of staff at the centre of everything we do.

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NAR

U at a glance

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Total responses:Up 21% on the previous year

Total on-scene deployments of the capabilities:

UTILISATION OF INTEROPERABLECAPABILITIES OVER THE LAST 12MONTHS

SUMMARY OF NARU OUTPUTS OVERTHE LAST 12 MONTHS

NUMBER OF RESPONSESDEPLOYMENT

HAZARDOUS MATERIALSAND CBRN DEPLOYMENTS 2,753

DEPLOYMENTS IN SUPPORTOF SECURITY OPERATIONS 771 CONFINED SPACE DEPLOYMENTS 732 SAFE WORKING AT HEIGHTDEPLOYMENTS 1,153 UNSTABLE TERRAIN DEPLOYMENTS 1,203

TOTAL UP 16% 14,733

DEPLOYMENTS TO SUPPORTOTHER AMBULANCE OPERATIONS 7,506

WATER RESCUE OPERATIONS 615

24,707NUMBER OF OUTPUTSTYPE OF OUTPUT

WORK STREAMS SUCCESSFULLYCOMPLETED 121

ASSURANCE INSPECTIONS ANDFOLLOW UP REPORTS 11 STANDARD OPERATINGPROCEDURES 15 SAFE SYSTEM SUPPORTIVEDOCUMENTS 212NATIONAL TRAINING COURSESFOR OVER 2000 DELEGATES 158 NATIONAL GUIDANCE DOCUMENTS 10 NATIONAL RESEARCH PROJECTS 3 NATIONAL BUYING FRAMEWORKSAND 30 SUPPLY CONTRACTS 40SUCCESSFUL BUSINESS CASES VIANHS ENGLAND & DHSC (MINISTERIAL) 2NATIONAL WORKING GROUPS 19ON-CALL, INCLUDING MAINTAININGA CONSTANT STATE OF READINESSFOR THE NATIONAL AMBULANCECOORDINATION CENTRE

365 - 24/7

CONTRACT STANDARDS 164


Preparing for the future,protecting lives today

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Our S

uccesses

Last Year

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Our S

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Last Year

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OUR SUCCESSES LAST YEAR

Last year was another extremely busy and productive period for NARU. Here is a selection of our key successes over the last 12 months:

NARU successfully discharged all of itsobligations under the previous contract. Thisincluded the successful completion of 121 workplan serials and projects for NHS England tosupport Ambulance Emergency Preparedness,Resilience and Response (EPRR).

National coordination of the Ambulanceresponse to Salisbury for Operation Fairlineand Fortis, the most complex and protractednerve gas response in the UK since the secondworld war.

Development of 164 contract standardscovering the interoperable capabilities forNHS England and their subsequent incorporation into the EPRR Core Standards. This includes a whole new set of standardto improve Ambulance Service Commandand Control.

Completion of 11 assurance inspections andreports in association with our NHS Englandand Commissioner colleagues to follow upon the Ambulance Service’s progress indelivering the interoperable capabilities tothe required standards.

Delivery of 158 national training courses forfor 2092 delegates with extremely positivefeedback and course endorsement.

Reaccreditation with ‘Skills for Health’as a national education provider. Thedevelopment of formal links with theUniversity of Wolverhampton to furtherendorse and accredit NARU’s national]education programme.

Maintenance of 40 national buyingframeworks to support the delivery of thecapabilities, allowing Ambulance Servicesto procure complaint technical equipmentand achieve efficiency savings.

Successful roll out of the 2nd generationHART fleet and Incident Ground Technologyacross England representing a £14 millioninvestment.

The development and implementation ofa revised national safe system of work toensure the safety and effective deploymentof specialist Ambulance responders. Theseprovisions include:

15 Standard Operating Procedures

15 Generic Rescue Plans

15 Operational Risk Assessments

15 Training Information Sheets

Over 100 Training Sub-Competencies.

167 Equipment Data Sheets

Production of 10 pieces of national guidance.

Planning and preparations to maintain theinteroperable capabilities following ourdeparture from the European Union.

NARU has worked with NHS England togain Ministerial approval of a businesscase for enhancements to the AmbulanceMTFA Capability.

NARU has worked with NHS England togain Ministerial approval of a business casefor enhancements to the Ambulance MassCasualty Capability.

Through its membership of the JointOperating Principles Working Group(JOP-WG), NARU has secured importantpatient care provisions in the National Joint Operating Principles for MTA and counter terrorism.

Working closely with National Fire ServiceLeads, NARU has secured a national joint working strategy to improve the integrationof HART capabilities during technical rescues.

NARU has supported the Joint OverseasProtect and Prepare Programme by provingsubject matter expertise.


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The Interoperable

Capabilities

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THE INTEROPERABLE CAPABILITIES

Overview

The NHS is obligated to provide care to thosecaught inside the inner cordon of high-riskemergencies. Ambulance personnel cannot relyon other responding agencies to provide clinicalcare and extrication from these environments.Hence, a series of special capabilities allow theNHS to extend its reach into high-riskenvironments which is essential to save life andimprove clinical outcomes.

In extending its reach, the NHS has also extendedits legal duty of care, both to employees andto those critically in need of its services. It hassimultaneously increased its exposure to risk. The capabilities that facilitate this care must,therefore, be subject to clear standards and aconsistent safe system of work.

These capabilities have been commissionednationally to be ‘interoperable’. They remainconsistent across Ambulance Trusts so they canbe combined to create a unified response to anational incident.

A fundamental part of NARU’s role is to providethe national coordination required to ensure thesecapabilities remain interoperable.

Our coordination activities include:

Specifying the capabilities through nationalcontract standards.

Developing and maintaining the nationalsafe system of work for each capability.

Providing national training and educationto ensure consistency in the competenceof specialist responders and commanders.

Specifying safety critical equipment andmaintaining national buying frameworks.

Supporting a range of inspection andassurance activities.

The nerve agent attack in Salisbury

The United Kingdom’s Risk Register of Civil Emergencies details a range of threats to

society. These include accidental, environmental and malicious hazards.

www.naru.org.uk

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The Interoperable

Capabilities

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Grenfell Tower fire

The terrorist attacks in London

The Somerset floods

The Manchester Arena attack


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Summary of the Interoperable Capabilities

Hazardous Materials

CBRN(e)

Chemical Biological Radiological Nuclear Explosives

MTFA

Marauding Terrorist Firearms Attack

Safe Working at Height (SWaH)

Confined Space

Working inside the inner cordonIndustrial accidentsHigh risk infectious diseasesComplex transportation accidents

Specialist, inner cordon response to CBRN(e) /also a component part of the CBRN(e) capability

Specialist support to the wider MTFA response /component part of the MTFA capability

Substantially enclosed spacesBuilding collapsesCompromised atmospheresEntrapments

Man-made structuresNatural environment

Core Capability Tactical Options Commissioning

HART

Hazardous AreaResponse Teams

Reference costs areset out in the NationalStandards producedby NARU.

Then commissionedlocally via theAmbulance Servicebaseline fundingmechanism.

Unstable Terrain Active rubble pilesRural access / difficult terrain

Water Operations Swift water rescueUrban and rural floodingBoat operations

www.naru.org.uk

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The Interoperable

Capabilities

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Support to Security Operations Support to security operationsSupport to police operationsIllicit drug laboratoriesVIP close protection support

Core Capability Tactical Options Commissioning

Working inside a ballistically unsafe area (warm zone)Siege / stronghold

MTFA

MaraudingTerrorist FirearmsAttack

Funded directly byNARU via ‘pass throughfunds’ to Trusts annually.

Initial Operational Response (IOR)Specialist Operational Response (SOR – provided by HART)Interim decontamination of casualties affected by CBRNeFull wet decontamination of casualties affected by CBRNe

CBRN(e)

Chemical, Biological,Radiological,Nuclear, Explosives


Initial provision to treat; x100 P1 and x250 P2/P3 patientsScalable nationally to; x2400 P1 and x6000 P2/P3 patientsSupport to a large casualty clearing station

Mass

Casualties


Strategic command of major and critical incidentsTactical command of major and critical incidentsOperational command of major and critical incidentsNational Interagency Liaison Officers (NILOs)Strategic and Tactical AdvisorsMedical Advisors

C2

Command andControl

Core businesscapability commissionedlocally via the AmbulanceService baseline fundingmechanism.


NARU business isreviewed and NHS Englandagrees a number ofstrategic priorities

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STRATEGIC PLAN FOR 2019/20

Business Planning

The United Kingdom’s Risk Register of Civil Emergencies details a range of threats

to society. These include accidental, environmental and malicious hazards.

Before the start of each financialyear, NARU works closely withNHS England to develop a strategicbusiness plan to cover the nextcontract period.

An overarching ‘strategic aim’ isthen agreed for NARU, along witha set of ‘strategic objectives’ to helpNARU to plan resources and focusthe activity of its departments.

NARU business is reviewed andNHS England agrees a number ofstrategic priorities. These includeboth implementation projects andcore business outputs.

The Objectives and the KeyDeliverables constitute the mainperformance elements of the NARUContract. They are then deliveredby NARU on behalf of NHS England.

The Work Stream Trackers monitordetailed activity needed tosuccessfully complete the keydeliverables over a contract period.

Strategic Objectives and KeyDeliverables are monitored byNHS England on a quarterly basisvia highlight reports.

The Work Streams are monitored bythe NARU Central Management Teamon a monthly basis via the detailedtrackers. These inform the quarterlyhighlight reports.

NARU then recommends a set of‘key deliverables’ under eachobjective which are approved by NHSEngland and then monitored closelythroughout the contract period.

The NARU Central ManagementTeam develops a wide range ofindividual ‘work streams’ to supportthe key deliverables. These workstreams contain the day-to-dayactivity of NARU and are managedby the Heads of Service through‘work stream trackers’.

NARUBUSINESSPLANNING


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Strategic Aim (2019/20)

Support the NHS Ambulance Service to

maintain an effective and consistent response

to high-risk or complex emergencies

improving clinical outcomes.

Strategic Objectives (2019/20)

Provide a well governed, patient focused, servicethat offers value for money and is delivered through amotivated workforce.

Corporate &Coordination

Ensure interoperable capabilities remain safe, effectiveand compliant with national standards.

Compliance& Quality

Ensure all NARU activity remains patient focused andpromotes the best patient outcomes.

Clinical

Support an effective Ambulance Service response tomajor and complex emergencies by maintaining andenhancing the interoperable capabilities and nationalcoordination arrangements.

Capabilities

Increase Ambulance Service preparedness for dealing withmajor and complex emergencies through the provision ofhigh-quality training and education aligned to the nationalrisk register and current doctrine.

Education& Training

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Key Deliverables (2019/20)

1. Successfully deliver the NARU ‘Objectives’ and ‘KeyDeliverables’ in accordance with the NARU Contract,providing regular progress reports as required.

2. Ensure robust governance arrangements for all areasof NARU delivery through the Central ManagementTeam (CMT) and Delivery Board meetings.

3. Provide value for money through efficient managementof NARU financial resources, maintaining compliancewith the host Ambulance Trust’s Standing FinancialInstructions.

4. Ensure NARU staff are managed and supported inaccordance with agreed terms and conditions,including appropriate performance managementand professional development.

5. Support NHS England with relevant strategies andpolicy development.

6. Ensure effective engagement with stakeholders andpromote NARU’s strategic aim and objectives.

7. Ensure each English Ambulance Service is fullysighted on NARU deliverables and futuredevelopments to ensure effective local planning andarrangements.

Corporate &Coordination

8. Maintain the National Safe System of Work forInteroperable Capabilities.

9. Produce national contract standards and guidancematerials for the interoperable capabilities.

10. Conduct a comprehensive review of theinteroperable capabilities.

11. Support inspections and regulatory assurance of theinteroperable capabilities and contract standards.

12. Undertake or commission research and developmentprogrammes to maintain safe and effectiveinteroperable capabilities.

13. Engage with operational end users and local heads ofservice to ensure national provisions remain effective.

14. Ensure the outcomes of Public Inquiries and nationalreviews (e.g. The Lord Carter Review) are incorporatedinto the programme of NARU activities.

Compliance& Quality


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Key Deliverables (2019/20)continued

15. Provide the national coordination of interoperablecapabilities and mutual aid in response to nationalemergencies.

16. Develop equipment specifications and ensureappropriate procurement processes are followedto implement national buying frameworks withinagreed timescales.

17. Develop and implement the 3rd generation of HARTvehicles and incident ground technology (IGT).

18. Develop and implement an alternative solution forthe Mass Casualty Vehicle.

19. Implement the agreed enhancements to the MTA(inc. MTFA) capability.

20. In partnership with the National CBRN Centre, developand implement the next generation PPE solution.

21. Ensure all NARU service deliverables are reviewed andupdated following disruptive challenges and maintainappropriate business continuity arrangements.

Capabilities 22. Develop national competencies for interoperablecapabilities in accordance with established legal andprofessional standards.

23. Design and produce a range of national trainingcourses, educational modules and learning aidsincluding distance learning.

24. Deliver national training courses for the interoperablecapabilities, maintain course currency and coordinatelocal ongoing training for these capabilities.

25. Support local, national and international educationor exercise programmes as required by GovernmentDepartments and NHS England.

26. Enhance the competency of staff delivering theinteroperable capabilities (including Commanders)to achieve the required obligations set out in the NHSEngland EPRR Core Standards and national doctrine.

Compliance& Quality

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Key Deliverables (2019/20)continued

27. Review and develop clinical provisions associatedwith the interoperable capabilities to ensure theymeet the requirements of NARU’s Objectives andKey Deliverables.

27. Facilitate an effective interface between NARU andother key clinical stakeholders including; NHS EnglandEPRR CRG and NASMed.

Clinical

Work Streams (2019/20)

A number of individual work streams will be grouped under eachkey deliverable. These will contain the detail required to monitor andmanage NARU’s day-to-day activities.

The detailed work streams will be set out in departmental ‘work streamtrackers’. Performance management of the work streams will bemanaged on a monthly basis by the NARU Central Management Teamthrough the use of these trackers.

Each major implementation project linked to a ‘key deliverable’ willalso have its own project plan and highlight report to allow easymonitoring of progress.

The content of the trackers and the project reports will be protectivelymarked in accordance with Government Security Classifications. Theywill only be available to the bodies responsible for monitoring theireffective delivery.


We will ensure that thepatient remains at thecentre of our activities.

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Our C

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OUR CULTURE

THE VALUES AT THE CORE OF NARU’S CULTUREMATCH THOSE OF THE NHS:

Working together for patients

Respect and dignity

Commitment to quality of care

Compassion

Improving lives

Everyone counts

How We Will Succeed

PATIENT CENTRED:

We will ensure that the patient remains atthe centre of our activities.

We will respond to the needs of patients, with aparticular focus on those that may be caught inhigh risk situations or complex pre-hospitalemergencies.

We will ensure that the interoperablecapabilities and Ambulance deployments withinhigh risk areas (the inner cordon) remainconsistent with our legal duty of care topatients.

HIGH QUALITY SERVICE:

NARU staff will include national subject matterexperts who can demonstrate the highestlevels of credibility and competence in theirspecialist areas.

We will maintain a nationally accreditedEducation Faculty to promote and maintainthe highest standards of training for specialistAmbulance capabilities.

We will commission research and developmentactivities to ensure we are the cutting edge ofinnovation and improvement.

We will maintain a quality management systemfor the National Safe System of Work and ourassociated activities to ensure they remainlegally compliant and represents industrybest practice.

We will specify and procure quality equipmentfor the interoperable capabilities which meetsthe requirements of our staff and patients.

We will use our resources carefully, makingsure we provide the most cost-effectivehigh-quality service.

We will work hard, and our staff will remainfully committed to delivering our outputs.

We will learn from successes and mistakesmade across the sector to ensure we continuallyimprove. This will include positive engagementwith single sector and Joint OrganisationalLearning activities.

We will take pride in the service we provide.

COMMUNICATION AND PARTNERSHIP WORKING:

We will be transparent with our staff and ourcontract holders on our performance againstdeliverables and objectives.

We will be open and honest with our staff andour stakeholders.

We will listen and respond to feedback fromservice users.

We will work closely with our multi-agencystakeholders in accordance with the principlesset out under the Joint Emergency ServicesInteroperability Principles (JESIP).

We will work in close partnership with otherNHS organisations.

NARU staff will work as an effective team,showing dignity and respect for everyone.

We will handle data carefully and in compliancewith our associated obligations.

Values


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SERVICE DELIVERY

The NARU service is constituted under a contractbetween NHS England and a host Ambulance Trust,currently West Midlands Ambulance ServiceUniversity NHS Foundation Trust (WMAS).

The Chief Executive of the current host AmbulanceTrust is also Chair of the Association of AmbulanceChief Executives (AACE) and leads on its ‘Resilience’portfolio. This individual is also the current NationalStrategic Ambulance Advisor.

This annual business plan, including its StrategicObjectives and Key Deliverables are agreed withNHS England as part of the contract mandate.

NHS England monitor the NARU service and itsoutputs via a Steering Group and ContractManagement Group. These groups meet quarterlyand monthly throughout the year.

The host Trust ‘administrates’ NARU and overseesperformance of its obligations under the contract.This includes administering the NARU finances onbehalf of NHS England and facilitating variousprocurement processes. The host Trust alsofacilitates the secondment or fixed term contractsused to employ NARU staff. These administrationfunctions are managed through monthly meetingsof a WMAS owned NARU Delivery Board.

The day-to-day management of NARU, including itsagreed work programme, is managed by the NARUCentral Management, Chaired by the NARU Director.

Governance

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Our Organisation

The NARU Central Management Team comprisesa National Director and Heads of Service.

Each of NARU’s departments are aligned to the‘Strategic Objectives’ in this Business Plan.

The NARU Departments work in close partnershipwith representatives from the Ambulance Services. A series of sub-groups operate under NARU CMTto support the delivery of its work streams andfacilitate effective stakeholder engagement.

Head ofCompliance

NARU CMT Members

Coordinator Head ofCapabilities

Head ofEducation

ComplianceAdvisor

AmbulanceAdvisors

TrainingManager

QualityAssuranceAdvisor

AdminSupport

CommandTrainers

SupportService Mgr.

Instructors

LogisticsSupport

AdminSupport

LogisticsSupport

MedicalAdvisor

Director


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The Sub-Groups of NARU

NARU CMT NHS England EPRR CRG& NASMeD

National Operations Group National Clinical Sub-GroupNational Trainers Forum

HazMat /CBRN

TechnicalUserGroup:

IRUCBRNHCID

USARTechnicalUserGroup:

SWaHCon. SpaceUnstableTerrain

WaterTechnicalUserGroup:

SRTFlooding

MTATechnicalUserGroup:

MTFASSO

CT Operations

C2TechnicalUserGroup:

CommandMass Cas

Fleet & IGTTechnicalUserGroup:

FleetIGT

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The NARU contract includes an annual budget todeliver the service. This is transitioned by NHSEngland to the host Ambulance Trust. The host Trust then administrates these funds on behalf ofNHS England.

The annual NARU budget, in very broad terms,contains three provisions:

The NARU operating budget

Pass through funding which is ‘passed on’to English Ambulance Trusts to support deliveryof the interoperable capabilities (excludingHART which is commissioned locally via thestandard Ambulance Contract arrangements).

A facilitation fee for services provided by thehost Trust.

NARU funding is solely for the delivery of the workprogramme agreed with NHS England and cannotbe used for any other purpose. Any surplus fundsare returned at the end of the contract period.

Finance

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The National Ambulance Resilience Unit (NARU)Annual Business Plan 2019-2020

For further information please contact:

National Ambulance Resilience Unit (NARU)

Website: www.naru.org.uk

© National Ambulance Resilience Unit (NARU). Produced by NARU Communications and Stakeholder Engagement, April 2019.