Our 2025/26 year has been one of progress, investment and renewed focus. As we began implementing our refreshed strategy, Healthier Together: Delivering Exceptional Healthcare for All, we continued improving services, investing in our hospitals and laying the foundations for long-term transformation.
Throughout the year, we expanded clinical capacity across all three hospital sites. At Doncaster Royal Infirmary, patients began using our new Surgical Same Day Emergency Care Unit and relocated Discharge Lounge, improving patient flow and supporting wider site redevelopment.
At Bassetlaw Hospital, work continued to transform the former Emergency Department into a dedicated Same Day Emergency Care and Minor Injuries Unit, while a second CT scanner was installed to improve resilience and diagnostic capacity. At Montagu Hospital, investment continued in the Community Diagnostic Centre, including an expanded cardiorespiratory department to help patients access tests more quickly.
We also made significant progress in modernising our estate. Construction advanced on our new Department of Critical Care at Doncaster Royal Infirmary, alongside continued investment in new diagnostic equipment, research facilities, pharmacy automation and essential infrastructure improvements. Across our sites, we invested in fire safety, electrical resilience, digital infrastructure and clinical environments to ensure our hospitals remain safe, sustainable and fit for the future.
Despite continued pressures across the NHS, our teams cared for more patients than ever before. During 2025/26, we treated 235,192 emergency patients, delivered 634,251 outpatient appointments, cared for 139,469 inpatients and welcomed 4,549 babies. Demand across urgent and emergency care continued to rise, with emergency attendances increasing by more than 25,000 compared with the previous year. At the same time, we continued reducing long waits for treatment, virtually eliminating 65-week waits across most specialties, while consistently achieving the national Faster Diagnosis Standard for cancer.
People remain at the heart of everything we do. Throughout the year we continued embedding the DBTH Way, strengthening leadership visibility and reinforcing our commitment to compassionate, accountable and inclusive leadership. We continued to invest in developing colleagues through programmes including Scope for Growth and our Board Delegate Programme, while expanding health inequalities training so that more than 7,200 colleagues completed awareness training and over 220 colleagues undertook specialist development.
Together, these initiatives are helping build a stronger culture where colleagues feel supported to deliver exceptional care every day.
Financially, the Trust generated £663 million of income during the year while continuing to invest in frontline services, digital transformation and estate improvements. Capital investment included £16 million towards our future Electronic Patient Record programme, £10 million for the new Critical Care Department and £8 million in replacement medical equipment. Despite significant operational pressures, the organisation delivered its planned financial position through disciplined financial management and continued productivity improvements.
Looking ahead, we are entering a period of significant transformation. Alongside the implementation of our Three-Year Plan and organisational Reset Programme, we will continue preparing for the introduction of a new Electronic Patient Record, modernising our estate, improving urgent and emergency care, reducing waiting times and strengthening partnerships across South Yorkshire and North Nottinghamshire. These programmes will help us deliver more efficient, connected and personalised care for patients while supporting colleagues with better digital tools and modern facilities.
At the same time, we recognise the scale of the challenge ahead. Rising demand, workforce pressures and the need to deliver long-term financial sustainability mean we must continue improving how we work.
By embracing innovation, strengthening collaboration and remaining focused on our shared purpose, we will continue building a stronger, more sustainable organisation that delivers exceptional healthcare for all.
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