We develop an annual plan every year which focuses our efforts and ensures we are working towards our vision and strategy.
Our current 2025/26 Annual Plan is coming to a close and we would like to use this opportunity to say THANK YOU to our incredible staff across the Trust for everything you do each and every day. We have achieved so much in what has at times been extremely challenging circumstances. We are pleased to share some of the great work which is taking place in all areas of the Trust to improve outcomes for our patients, our people, our partners and our organisation.
The Trust received a total of 1.13 million ambulance incidents over the past 12 months.
This represents an additional 6.2% activity compared to the previous year and an average of 3,100 ambulance incidents per day across the Southwest.
Our patient achievements
- Improved Category 2 response times: our Category 2 mean response times are over 11 minutes quicker when compared to the same time last year (from 45 minutes to 34 minutes) achieved through a number of quality, productivity and performance initiatives.
- Strengthened visibility and accountability of our performance reporting to better support planning and responsive decision-making.
- Answered 999 calls in 2 seconds: colleagues in our Emergency Operations Centres have consistently performed a mean call answering time of 2 seconds over the past 12 months (we aim to deliver 10 seconds or less) supported by improvement initiatives that enable the Emergency Medical Dispatch Team to consistently deliver strong call answering performance.
- Improving access to right care by enhancing clinical tools, widening referral pathways and expanding specialist Mental Health support making it easier to find and access appropriate care.
- Strengthening on-scene decision-making by giving Newly Qualified Paramedics easier access to senior clinical advice and introducing a clinical appraisal process for registered clinicians.
Timely Handover Process
Last year we adjusted our Timely Handover Process with colleagues from our 18 acute hospitals when patient handovers became extended (over 45 minutes).
As a result, hours lost to handover delays have reduced from an average of 897 hours per day across 2024/25 to an average of 489 per day across 2025/26.
Benefits
- Reduced time spent at hospital enabling crews to return more quickly to patients who need them.
Treating more patients over the phone
Hear and Treat rates improved from 14.2% in 2024/25 to 18.1% in 2025/26.
Hear and Treat rates in March 2026 were just over 5% higher than the rates seen across 2024/25 helping to reduce the number of patients requiring an ambulance at scene.
Benefits:
- Helping patients receive the right support, whether that is safe clinical advice over the phone or an ambulance when it is needed.
Our people achievements
- Strengthened operational leadership: One Team operational leadership arrangements have been put in place to improve clarity, accountability and local leadership presence across services.
- Additional support for leaders by introducing the Leadership Hub: launched on the intranet, providing a central resource with practical ideas, insights and tools to support leaders on their individual journey.
- First Female Leaders Programme delivered: designed to increase female representation in leadership roles; particularly within Operations where female leaders were under-represented.
Building One Team
Last year we recruited an additional 41 Clinical Team Managers (previously Operations Officers), piloted Practice Education Vehicles to protect development time, introduced the CTM passport to register significant training and introduced Integrated County Clinical Teams into each county which bring together cross-directorate teams. Benefits:
- Better support for colleagues with greater access to leadership development, local decision-making, improved team connections, and a clearer focus on patient outcomes.
- For our patients it means local leaders are better able to shape services in their local communities, as well as improving the care they receive by strengthening operational and clinical leadership.
One Team leadership training feedback
"Outstanding day, great educators. Interesting sessions with effective methods. Educators had subjects. Nice to see."
Clinical Team Manager (CTM) feedback
"The CTM model is a brilliant advancement and bridges management / staff divisions."
Our partner achievements
- Engaging with our partners via a Partner Handling Workshop: this has reduced duplication and highlighted opportunities for more consistent engagement, supporting shared ways of working.
- Future Partnership approach: early thinking for a future partner handling approach, giving us a much stronger and more confident platform to build on in 2026/27.
- Standardised data sets and action plans developed to support discussions with NHS England and our commissioners.
- Surveyed our partners to gain more information on them, their needs, what they think about us and how we can work together.
Benefits:
- Patients will benefit from a more seamless patient journey with integrated care pathways.
- Colleagues will benefit from clearer care pathways and processes, as well as improved data insight to support local decision-making.
This year our promise to our organisation focused on:
- Creating an efficient organisation: delivering savings, introducing performance frameworks, optimising procurement and a future commissioning model
- Enabling the frontline: rolling out Ambulance Vehicle Preparation (AVP), changes to medicines management, changes to our estates and continued environmental sustainability
- Future proofing our digital and data: refreshing and enabling technology, optimising our operational/clinical data and insights, and commencing the upgrade of our Computer Aided Dispatch (CAD)
Our Organisation achievements
- Opened the new East Dorset ‘Ferndown’ Main Operating Base, providing a fit‑for‑purpose facility that supports new ways of working and strengthens frontline delivery.
- Expanded Ambulance Vehicle Preparation (AVP) and medicines repacking services, ensuring vehicles are patient‑ready at the start of shifts; AVP is now live across all counties and supports over 200 vehicles (around 40% of the fleet).
- Reduced carbon emissions and energy costs by installing 26 rapid EV charging sockets across 11 sites and solar panels at Trust HQ, delivering a 25% reduction in grid usage, saving 35 tonnes of carbon and reducing electricity spend by 21% in the first eight months.
- Implemented the Performance Management Framework creating clearer reporting, governance and accountability.
- Strengthened productivity and operational grip through Integrated County Team governance and leadership.
- Delivered financial plans through the Cost Improvement Programme, while adapting commissioning approaches to better influence future service models.
- Progressed planning and implementation of a new Computer Aided Dispatch (CAD) system, supporting future service improvement.
- Replaced end‑of‑life IT infrastructure, reducing risk and improving the reliability of systems that support day‑to‑day operations.
- Completed the rollout of Windows 11 across support services, ensuring devices are secure, up to date and fully supported.
Benefits:
- Cleaner, safer clinical treatment spaces and increased vehicle availability for patients, supported by modern facilities and sustainable infrastructure that improves working environments for colleagues.
- Enhanced digital and data capability, improving online security and functionality for our people. The new CAD system will provide 25% more enhanced features compared to the current system, supporting safer and more efficient operations.
- Improved organisational performance and sustainability through clearer performance management, delivery of financial plans, and greater influence over future service models.
Ferndown Main Operating Base (MOB)
- Last year we opened a new fit-for-purpose Main Operating Base in Ferndown, Dorset - replacing sites in Wimborne, Bournemouth and St Leonards.
- March 2026 marked another major milestone as Ferndown MOB was formally opened during a special ceremony attended by distinguished guests, including His Majesty’s Lord-Lieutenent of Dorset and the High Sheriff of Dorset.
- A local User and Volunteer Group and a local design team was established to help shape the final design and functionality of the site.
Benefits:
- Modern infrastructure, consolidating existing not fit-for-purpose sites.
- Better working environment for colleagues.
- Implement AVP, therefore freeing up clinicians’ time.
- Help to realise our cultural ambitions.
- Co-working as ‘One Team’ with colleagues from wider directorates.
Ferndown MOB feedback
"Feels like home already"
"It's been done properly, it's a really nice space."
"Relocation went really well overall. Very proud of the whole team - huge team effort"
"This new Main Operating Base represents an important investment in both our people and our patients. By providing modern workspace, welfare and operational facilities, we are ensuring our staff have the environment and support they need to deliver the very best care to the communities of Dorset.
"Bringing teams together under one roof will strengthen collaboration, improve operational efficiency and ultimately enhance patient outcomes. We are proud to see this investment become a reality and grateful to everyone who has supported its delivery."
John Martin, Chief Executive
We've achieved some remarkable things this year through the dedication, resilience and creativity of our people.