The NHS 10-Year Plan (July 2025) highlights the NHS’ focus to ensure care is directly delivered into local communities, in a push to decant acute care services generally delivered in the hospital setting. This seeks to optimise the use of hospitals whilst maximising the level of healthcare services being provided in local settings, including through delivering more urgent care within communities.

As drafted, the Planning Obligations SPD – Chapter 22: Healthcare does not make reference or provide detail with regards to the NHS 10-Year Plan or Neighbourhood Health Centres. To ensure the SPD is not only reflective of current changes but also remains relevant and suitable for use, it is recommended that additional wording is incorporated into Chapter 22 of the SPD, in line with the wording below:

Proposed Wording Addition:
“22.17 From an estate perspective, delivering the NHS Long Term Plan means a shift…
22.18 At a national scale, the shape of the NHS is changing, with a strong focus on directly delivering care at the community level. In line with the NHS 10-Year Plan (2025), this is planned to be achieved by investing in integrated neighbourhood provision (‘Neighbourhood Health Centres’). At the time of preparation of this SPD, the specific principles and requirements for the delivery of Neighbourhood Health Centres are still yet to be determined. The delivery of healthcare infrastructure should therefore be reflective of NHS 10-Year Plan guidance as and when it is made publicly available, where identified to be relevant by C&P ICS or its successor body.”

Paragraph 22.20 of the draft SPD highlights that engagement with the ICS is encouraged for all scales of developed that propose 200 or more residential units. This raises the question of what if the ICS do not engage effectively with the applicant. Guidance should be added on this to ensure the developer will not be hindered in the decision-making process if the ICS have failed to engage effectively or make changes to their preferred approach.

Cambridge University Hospital NHS Foundation Trust (CUH) has previously commented on the earlier consultation stages and most of our suggestions have been onboarded. We appreciate this is now a very advanced stage of the documents production and in this regard, we have sought to limit suggested changes to the document.

Rather, we wish to set out our position going forward there will be a need to update the position on mitigation of Healthcare impacts arising from development, as the new Local Plan moves forward having particular regard to the likely scale of anticipate, and the effects this will have on an already stretched NHS infrastructure in Cambridgeshire.


Comments on the SPD:

We welcome the positive approach to primary care provision in section 22 of the document, secured
through proactive engagement with colleagues at the ICS.

We have previously requested that the Planning Obligations SPD is left suitably flexible to allow
contributions to be sought for a broader spectrum of healthcare impacts. We note that the emphasis
remains on mitigating the effects on Primary Care, which is understandable at the current time. We
very much welcome the reference and acknowledgement at para 22.19 that growth may also give rise
to “For strategic scale proposals, there may be additional requirements for health infrastructure
related to acute, mental health and/or community health provision….”. This may not only be the case
for strategic sites, and we wish to explore how the health impacts of all development can be mitigated,
as cumulative pressure arising from small or medium sized developments makes a material difference
to our service provision.

We wish to maintain an open dialogue with our NHS partners across the Integrated Care System, and
with you as Local Authority, to ensure we secure the best possible outcomes for the healthcare system
when assessing and mitigating the impacts of future development, in particular with an eye on acute,
mental health and community health provision, and the pressures on the system arising from
population growth.

Acute Care Strategy - Update

To reinforce this, I wish to provide a brief overview of the work we have been doing to move this
agenda forward. As you will be aware from the letter I submitted in January 2025, CUH has used the
£3m allocated by the Ministry of Housing, Communities and Local Government (MHCLG) in 2024 to
develop a long-term plan for acute healthcare services on the Cambridge Biomedical Campus (CBC)
and surrounding areas, underpinned by a radical new acute care model.

Our vision is for CUH to operate in partnership across the health and care system to co-design a
Neighbourhood Health Service that supports people to stay well in their own communities. Specialist
input, diagnostics, urgent help and research participation will be available in neighbourhood hubs
and virtual settings, networked with the acute hospital. Attendance on the Cambridge Biomedical
Campus will only be for those with emergencies requiring stabilisation, or urgent needs which
cannot be met elsewhere.

By moving to more proactive, personalised care, we will reduce healthcare costs, improve outcomes
for our citizens, and demonstrate a new model of sustainable healthcare. Cambridge is uniquely
placed to develop and demonstrate the benefits of this new model. We have the innovation, scientific
and research partners and life sciences leadership to capitalise on our unique wealth of health data
and develop the AI driven predictive health tools for the wider NHS.

Implications for NHS Estate

Our new model of care is essential in managing the significant population growth planned locally in
the coming years, on top of the ca 18% growth in the past decade. Investment in infrastructure on
the campus is essential: our current Emergency Department (ED) was built for a quarter of the
patients it currently receives and over 70% of the Trust’s acute estate is classified as being in poor or
bad condition.

Implementing this new model of care will enable us to reduce the size of the new acute hospital
required on the CBC from over 2,000 beds to just over 1,000 beds (compared to our current acute
capacity of 850 beds). Alongside this essential new capacity on site, our model involves the
development of community Urgent and Emergency Care Hubs, networked into Neighbourhood
Health Centres, which enable patients to access more efficient, proactive acute care closer to home.
We will look to rationalise estate in some areas, be more efficient in sharing of property assets, and
of course, where significant growth is identified, seek to ensure appropriate additional provision in
high growth areas.

We are already implementing short to medium term work packages which can start to improve care
across the Cambridgeshire system today, while we continue to develop and implement the longer
term ambitions. Alongside this, we are seeking funding to progress this work to Outline Business Case
level, including developing a revamped Estates Strategy, a clear capital plan for CUH on-campus, and
supporting community proposals. We would be very happy to discuss further and to share the Acute
Care Strategy Interim Report, which has been shared with various parts of Government, including
DHSC, MHCLG, and the Cambridge Growth Company.

Feedback and Next Steps
We have not provided any specific comments on the document (save for one minor factual correction
at Appendix A), recognising that you have considered, and partially accepted the changes suggested
in our earlier representations, including the wider definition of health infrastructure.

We anticipate that work on the Acute Care Strategy will provide a sound platform for us to develop a
new Estates Strategy linked to the roll out of new models of care, and to apply and embed this having
regard to the planned growth of the area. Our ambition is to ensure that new developments make a
fair and reasonable contribution to mitigating impacts on critical NHS infrastructure across all
elements – primary, acute, mental health and community.

Appendix A – Proposed Minor Changes

Paragraph 22.10 – the bullet point referencing the hospitals within the ICS should be reworded to read
“Three Hospitals (Addenbrooke’s Hospital, the Rosie Maternity Hospital, Royal Papworth
Hospital)"

Cambridge University Hospital NHS Foundation Trust (CUH) has previously commented on the earlier consultation stages and most of our suggestions have been onboarded. We appreciate this is now a very advanced stage of the documents production and in this regard, we have sought to limit suggested changes to the document.

Rather, we wish to set out our position going forward there will be a need to update the position on mitigation of Healthcare impacts arising from development, as the new Local Plan moves forward having particular regard to the likely scale of anticipate, and the effects this will have on an already stretched NHS infrastructure in Cambridgeshire.


Comments on the SPD:

We welcome the positive approach to primary care provision in section 22 of the document, secured
through proactive engagement with colleagues at the ICS.

We have previously requested that the Planning Obligations SPD is left suitably flexible to allow
contributions to be sought for a broader spectrum of healthcare impacts. We note that the emphasis
remains on mitigating the effects on Primary Care, which is understandable at the current time. We
very much welcome the reference and acknowledgement at para 22.19 that growth may also give rise
to “For strategic scale proposals, there may be additional requirements for health infrastructure
related to acute, mental health and/or community health provision….”. This may not only be the case
for strategic sites, and we wish to explore how the health impacts of all development can be mitigated,
as cumulative pressure arising from small or medium sized developments makes a material difference
to our service provision.

We wish to maintain an open dialogue with our NHS partners across the Integrated Care System, and
with you as Local Authority, to ensure we secure the best possible outcomes for the healthcare system
when assessing and mitigating the impacts of future development, in particular with an eye on acute,
mental health and community health provision, and the pressures on the system arising from
population growth.

Acute Care Strategy - Update

To reinforce this, I wish to provide a brief overview of the work we have been doing to move this
agenda forward. As you will be aware from the letter I submitted in January 2025, CUH has used the
£3m allocated by the Ministry of Housing, Communities and Local Government (MHCLG) in 2024 to
develop a long-term plan for acute healthcare services on the Cambridge Biomedical Campus (CBC)
and surrounding areas, underpinned by a radical new acute care model.

Our vision is for CUH to operate in partnership across the health and care system to co-design a
Neighbourhood Health Service that supports people to stay well in their own communities. Specialist
input, diagnostics, urgent help and research participation will be available in neighbourhood hubs
and virtual settings, networked with the acute hospital. Attendance on the Cambridge Biomedical
Campus will only be for those with emergencies requiring stabilisation, or urgent needs which
cannot be met elsewhere.

By moving to more proactive, personalised care, we will reduce healthcare costs, improve outcomes
for our citizens, and demonstrate a new model of sustainable healthcare. Cambridge is uniquely
placed to develop and demonstrate the benefits of this new model. We have the innovation, scientific
and research partners and life sciences leadership to capitalise on our unique wealth of health data
and develop the AI driven predictive health tools for the wider NHS.

Implications for NHS Estate

Our new model of care is essential in managing the significant population growth planned locally in
the coming years, on top of the ca 18% growth in the past decade. Investment in infrastructure on
the campus is essential: our current Emergency Department (ED) was built for a quarter of the
patients it currently receives and over 70% of the Trust’s acute estate is classified as being in poor or
bad condition.

Implementing this new model of care will enable us to reduce the size of the new acute hospital
required on the CBC from over 2,000 beds to just over 1,000 beds (compared to our current acute
capacity of 850 beds). Alongside this essential new capacity on site, our model involves the
development of community Urgent and Emergency Care Hubs, networked into Neighbourhood
Health Centres, which enable patients to access more efficient, proactive acute care closer to home.
We will look to rationalise estate in some areas, be more efficient in sharing of property assets, and
of course, where significant growth is identified, seek to ensure appropriate additional provision in
high growth areas.

We are already implementing short to medium term work packages which can start to improve care
across the Cambridgeshire system today, while we continue to develop and implement the longer
term ambitions. Alongside this, we are seeking funding to progress this work to Outline Business Case
level, including developing a revamped Estates Strategy, a clear capital plan for CUH on-campus, and
supporting community proposals. We would be very happy to discuss further and to share the Acute
Care Strategy Interim Report, which has been shared with various parts of Government, including
DHSC, MHCLG, and the Cambridge Growth Company.

Feedback and Next Steps
We have not provided any specific comments on the document (save for one minor factual correction
at Appendix A), recognising that you have considered, and partially accepted the changes suggested
in our earlier representations, including the wider definition of health infrastructure.

We anticipate that work on the Acute Care Strategy will provide a sound platform for us to develop a
new Estates Strategy linked to the roll out of new models of care, and to apply and embed this having
regard to the planned growth of the area. Our ambition is to ensure that new developments make a
fair and reasonable contribution to mitigating impacts on critical NHS infrastructure across all
elements – primary, acute, mental health and community.

Appendix A – Proposed Minor Changes

Paragraph 22.10 – the bullet point referencing the hospitals within the ICS should be reworded to read
“Three Hospitals (Addenbrooke’s Hospital, the Rosie Maternity Hospital, Royal Papworth
Hospital)"

Cambridge University Hospital NHS Foundation Trust (CUH) has previously commented on the earlier consultation stages and most of our suggestions have been onboarded. We appreciate this is now a very advanced stage of the documents production and in this regard, we have sought to limit suggested changes to the document.

Rather, we wish to set out our position going forward there will be a need to update the position on mitigation of Healthcare impacts arising from development, as the new Local Plan moves forward having particular regard to the likely scale of anticipate, and the effects this will have on an already stretched NHS infrastructure in Cambridgeshire.


Comments on the SPD:

We welcome the positive approach to primary care provision in section 22 of the document, secured
through proactive engagement with colleagues at the ICS.

We have previously requested that the Planning Obligations SPD is left suitably flexible to allow
contributions to be sought for a broader spectrum of healthcare impacts. We note that the emphasis
remains on mitigating the effects on Primary Care, which is understandable at the current time. We
very much welcome the reference and acknowledgement at para 22.19 that growth may also give rise
to “For strategic scale proposals, there may be additional requirements for health infrastructure
related to acute, mental health and/or community health provision….”. This may not only be the case
for strategic sites, and we wish to explore how the health impacts of all development can be mitigated,
as cumulative pressure arising from small or medium sized developments makes a material difference
to our service provision.

We wish to maintain an open dialogue with our NHS partners across the Integrated Care System, and
with you as Local Authority, to ensure we secure the best possible outcomes for the healthcare system
when assessing and mitigating the impacts of future development, in particular with an eye on acute,
mental health and community health provision, and the pressures on the system arising from
population growth.

Acute Care Strategy - Update

To reinforce this, I wish to provide a brief overview of the work we have been doing to move this
agenda forward. As you will be aware from the letter I submitted in January 2025, CUH has used the
£3m allocated by the Ministry of Housing, Communities and Local Government (MHCLG) in 2024 to
develop a long-term plan for acute healthcare services on the Cambridge Biomedical Campus (CBC)
and surrounding areas, underpinned by a radical new acute care model.

Our vision is for CUH to operate in partnership across the health and care system to co-design a
Neighbourhood Health Service that supports people to stay well in their own communities. Specialist
input, diagnostics, urgent help and research participation will be available in neighbourhood hubs
and virtual settings, networked with the acute hospital. Attendance on the Cambridge Biomedical
Campus will only be for those with emergencies requiring stabilisation, or urgent needs which
cannot be met elsewhere.

By moving to more proactive, personalised care, we will reduce healthcare costs, improve outcomes
for our citizens, and demonstrate a new model of sustainable healthcare. Cambridge is uniquely
placed to develop and demonstrate the benefits of this new model. We have the innovation, scientific
and research partners and life sciences leadership to capitalise on our unique wealth of health data
and develop the AI driven predictive health tools for the wider NHS.

Implications for NHS Estate

Our new model of care is essential in managing the significant population growth planned locally in
the coming years, on top of the ca 18% growth in the past decade. Investment in infrastructure on
the campus is essential: our current Emergency Department (ED) was built for a quarter of the
patients it currently receives and over 70% of the Trust’s acute estate is classified as being in poor or
bad condition.

Implementing this new model of care will enable us to reduce the size of the new acute hospital
required on the CBC from over 2,000 beds to just over 1,000 beds (compared to our current acute
capacity of 850 beds). Alongside this essential new capacity on site, our model involves the
development of community Urgent and Emergency Care Hubs, networked into Neighbourhood
Health Centres, which enable patients to access more efficient, proactive acute care closer to home.
We will look to rationalise estate in some areas, be more efficient in sharing of property assets, and
of course, where significant growth is identified, seek to ensure appropriate additional provision in
high growth areas.

We are already implementing short to medium term work packages which can start to improve care
across the Cambridgeshire system today, while we continue to develop and implement the longer
term ambitions. Alongside this, we are seeking funding to progress this work to Outline Business Case
level, including developing a revamped Estates Strategy, a clear capital plan for CUH on-campus, and
supporting community proposals. We would be very happy to discuss further and to share the Acute
Care Strategy Interim Report, which has been shared with various parts of Government, including
DHSC, MHCLG, and the Cambridge Growth Company.

Feedback and Next Steps
We have not provided any specific comments on the document (save for one minor factual correction
at Appendix A), recognising that you have considered, and partially accepted the changes suggested
in our earlier representations, including the wider definition of health infrastructure.

We anticipate that work on the Acute Care Strategy will provide a sound platform for us to develop a
new Estates Strategy linked to the roll out of new models of care, and to apply and embed this having
regard to the planned growth of the area. Our ambition is to ensure that new developments make a
fair and reasonable contribution to mitigating impacts on critical NHS infrastructure across all
elements – primary, acute, mental health and community.

Appendix A – Proposed Minor Changes

Paragraph 22.10 – the bullet point referencing the hospitals within the ICS should be reworded to read
“Three Hospitals (Addenbrooke’s Hospital, the Rosie Maternity Hospital, Royal Papworth
Hospital)"

Cambridge University Hospital NHS Foundation Trust (CUH) has previously commented on the earlier consultation stages and most of our suggestions have been onboarded. We appreciate this is now a very advanced stage of the documents production and in this regard, we have sought to limit suggested changes to the document.

Rather, we wish to set out our position going forward there will be a need to update the position on mitigation of Healthcare impacts arising from development, as the new Local Plan moves forward having particular regard to the likely scale of anticipate, and the effects this will have on an already stretched NHS infrastructure in Cambridgeshire.


Comments on the SPD:

We welcome the positive approach to primary care provision in section 22 of the document, secured
through proactive engagement with colleagues at the ICS.

We have previously requested that the Planning Obligations SPD is left suitably flexible to allow
contributions to be sought for a broader spectrum of healthcare impacts. We note that the emphasis
remains on mitigating the effects on Primary Care, which is understandable at the current time. We
very much welcome the reference and acknowledgement at para 22.19 that growth may also give rise
to “For strategic scale proposals, there may be additional requirements for health infrastructure
related to acute, mental health and/or community health provision….”. This may not only be the case
for strategic sites, and we wish to explore how the health impacts of all development can be mitigated,
as cumulative pressure arising from small or medium sized developments makes a material difference
to our service provision.

We wish to maintain an open dialogue with our NHS partners across the Integrated Care System, and
with you as Local Authority, to ensure we secure the best possible outcomes for the healthcare system
when assessing and mitigating the impacts of future development, in particular with an eye on acute,
mental health and community health provision, and the pressures on the system arising from
population growth.

Acute Care Strategy - Update

To reinforce this, I wish to provide a brief overview of the work we have been doing to move this
agenda forward. As you will be aware from the letter I submitted in January 2025, CUH has used the
£3m allocated by the Ministry of Housing, Communities and Local Government (MHCLG) in 2024 to
develop a long-term plan for acute healthcare services on the Cambridge Biomedical Campus (CBC)
and surrounding areas, underpinned by a radical new acute care model.

Our vision is for CUH to operate in partnership across the health and care system to co-design a
Neighbourhood Health Service that supports people to stay well in their own communities. Specialist
input, diagnostics, urgent help and research participation will be available in neighbourhood hubs
and virtual settings, networked with the acute hospital. Attendance on the Cambridge Biomedical
Campus will only be for those with emergencies requiring stabilisation, or urgent needs which
cannot be met elsewhere.

By moving to more proactive, personalised care, we will reduce healthcare costs, improve outcomes
for our citizens, and demonstrate a new model of sustainable healthcare. Cambridge is uniquely
placed to develop and demonstrate the benefits of this new model. We have the innovation, scientific
and research partners and life sciences leadership to capitalise on our unique wealth of health data
and develop the AI driven predictive health tools for the wider NHS.

Implications for NHS Estate

Our new model of care is essential in managing the significant population growth planned locally in
the coming years, on top of the ca 18% growth in the past decade. Investment in infrastructure on
the campus is essential: our current Emergency Department (ED) was built for a quarter of the
patients it currently receives and over 70% of the Trust’s acute estate is classified as being in poor or
bad condition.

Implementing this new model of care will enable us to reduce the size of the new acute hospital
required on the CBC from over 2,000 beds to just over 1,000 beds (compared to our current acute
capacity of 850 beds). Alongside this essential new capacity on site, our model involves the
development of community Urgent and Emergency Care Hubs, networked into Neighbourhood
Health Centres, which enable patients to access more efficient, proactive acute care closer to home.
We will look to rationalise estate in some areas, be more efficient in sharing of property assets, and
of course, where significant growth is identified, seek to ensure appropriate additional provision in
high growth areas.

We are already implementing short to medium term work packages which can start to improve care
across the Cambridgeshire system today, while we continue to develop and implement the longer
term ambitions. Alongside this, we are seeking funding to progress this work to Outline Business Case
level, including developing a revamped Estates Strategy, a clear capital plan for CUH on-campus, and
supporting community proposals. We would be very happy to discuss further and to share the Acute
Care Strategy Interim Report, which has been shared with various parts of Government, including
DHSC, MHCLG, and the Cambridge Growth Company.

Feedback and Next Steps
We have not provided any specific comments on the document (save for one minor factual correction
at Appendix A), recognising that you have considered, and partially accepted the changes suggested
in our earlier representations, including the wider definition of health infrastructure.

We anticipate that work on the Acute Care Strategy will provide a sound platform for us to develop a
new Estates Strategy linked to the roll out of new models of care, and to apply and embed this having
regard to the planned growth of the area. Our ambition is to ensure that new developments make a
fair and reasonable contribution to mitigating impacts on critical NHS infrastructure across all
elements – primary, acute, mental health and community.

Appendix A – Proposed Minor Changes

Paragraph 22.10 – the bullet point referencing the hospitals within the ICS should be reworded to read
“Three Hospitals (Addenbrooke’s Hospital, the Rosie Maternity Hospital, Royal Papworth
Hospital)"

Cambridge University Hospital NHS Foundation Trust (CUH) has previously commented on the earlier consultation stages and most of our suggestions have been onboarded. We appreciate this is now a very advanced stage of the documents production and in this regard, we have sought to limit suggested changes to the document.

Rather, we wish to set out our position going forward there will be a need to update the position on mitigation of Healthcare impacts arising from development, as the new Local Plan moves forward having particular regard to the likely scale of anticipate, and the effects this will have on an already stretched NHS infrastructure in Cambridgeshire.


Comments on the SPD:

We welcome the positive approach to primary care provision in section 22 of the document, secured
through proactive engagement with colleagues at the ICS.

We have previously requested that the Planning Obligations SPD is left suitably flexible to allow
contributions to be sought for a broader spectrum of healthcare impacts. We note that the emphasis
remains on mitigating the effects on Primary Care, which is understandable at the current time. We
very much welcome the reference and acknowledgement at para 22.19 that growth may also give rise
to “For strategic scale proposals, there may be additional requirements for health infrastructure
related to acute, mental health and/or community health provision….”. This may not only be the case
for strategic sites, and we wish to explore how the health impacts of all development can be mitigated,
as cumulative pressure arising from small or medium sized developments makes a material difference
to our service provision.

We wish to maintain an open dialogue with our NHS partners across the Integrated Care System, and
with you as Local Authority, to ensure we secure the best possible outcomes for the healthcare system
when assessing and mitigating the impacts of future development, in particular with an eye on acute,
mental health and community health provision, and the pressures on the system arising from
population growth.

Acute Care Strategy - Update

To reinforce this, I wish to provide a brief overview of the work we have been doing to move this
agenda forward. As you will be aware from the letter I submitted in January 2025, CUH has used the
£3m allocated by the Ministry of Housing, Communities and Local Government (MHCLG) in 2024 to
develop a long-term plan for acute healthcare services on the Cambridge Biomedical Campus (CBC)
and surrounding areas, underpinned by a radical new acute care model.

Our vision is for CUH to operate in partnership across the health and care system to co-design a
Neighbourhood Health Service that supports people to stay well in their own communities. Specialist
input, diagnostics, urgent help and research participation will be available in neighbourhood hubs
and virtual settings, networked with the acute hospital. Attendance on the Cambridge Biomedical
Campus will only be for those with emergencies requiring stabilisation, or urgent needs which
cannot be met elsewhere.

By moving to more proactive, personalised care, we will reduce healthcare costs, improve outcomes
for our citizens, and demonstrate a new model of sustainable healthcare. Cambridge is uniquely
placed to develop and demonstrate the benefits of this new model. We have the innovation, scientific
and research partners and life sciences leadership to capitalise on our unique wealth of health data
and develop the AI driven predictive health tools for the wider NHS.

Implications for NHS Estate

Our new model of care is essential in managing the significant population growth planned locally in
the coming years, on top of the ca 18% growth in the past decade. Investment in infrastructure on
the campus is essential: our current Emergency Department (ED) was built for a quarter of the
patients it currently receives and over 70% of the Trust’s acute estate is classified as being in poor or
bad condition.

Implementing this new model of care will enable us to reduce the size of the new acute hospital
required on the CBC from over 2,000 beds to just over 1,000 beds (compared to our current acute
capacity of 850 beds). Alongside this essential new capacity on site, our model involves the
development of community Urgent and Emergency Care Hubs, networked into Neighbourhood
Health Centres, which enable patients to access more efficient, proactive acute care closer to home.
We will look to rationalise estate in some areas, be more efficient in sharing of property assets, and
of course, where significant growth is identified, seek to ensure appropriate additional provision in
high growth areas.

We are already implementing short to medium term work packages which can start to improve care
across the Cambridgeshire system today, while we continue to develop and implement the longer
term ambitions. Alongside this, we are seeking funding to progress this work to Outline Business Case
level, including developing a revamped Estates Strategy, a clear capital plan for CUH on-campus, and
supporting community proposals. We would be very happy to discuss further and to share the Acute
Care Strategy Interim Report, which has been shared with various parts of Government, including
DHSC, MHCLG, and the Cambridge Growth Company.

Feedback and Next Steps
We have not provided any specific comments on the document (save for one minor factual correction
at Appendix A), recognising that you have considered, and partially accepted the changes suggested
in our earlier representations, including the wider definition of health infrastructure.

We anticipate that work on the Acute Care Strategy will provide a sound platform for us to develop a
new Estates Strategy linked to the roll out of new models of care, and to apply and embed this having
regard to the planned growth of the area. Our ambition is to ensure that new developments make a
fair and reasonable contribution to mitigating impacts on critical NHS infrastructure across all
elements – primary, acute, mental health and community.

Appendix A – Proposed Minor Changes

Paragraph 22.10 – the bullet point referencing the hospitals within the ICS should be reworded to read
“Three Hospitals (Addenbrooke’s Hospital, the Rosie Maternity Hospital, Royal Papworth
Hospital)"

See attached the comments from Linton Parish Council in relation to the GC Local Plan Supplementary Planning Document.

Please find attached representation submitted on behalf of our client, Vistry Strategic Land and Major Projects, regarding the draft Planning Obligations SPD.

1) Page 45- para 6.12- Chapter 6 Biodiversity
Reference should be made to the local needs/characteristics of the local area /informed by the LNRS Cambridgeshire (2025).

2)Para 6.13- ‘Adequate ecological information’- reference the LNRS is needed

3)Para. 6.15- Habitat Surveys- local Biodiversity Audits should be referred to ( for example Gamlingay Local Biodiversity Audit – (in draft 2025).

4)Para 7.9- Page 50 Also should reference Neighbourhood Plans in terms of community facility needs and infrastructure.

5)Page 63 Para 10.11 Other relevant transport strategies- reference needed to local Neighbourhood Plans (i.e. GAM8 policy in Gamlingay Neighbourhood Plan specifically relates to active travel infrastructure)

6) Page 77 para. 13.6- Should reference that developers should seek early engagement with the ‘Local Burial Authority’ concerning needs for burial space. This reference should encompass both town and parish councils and district councils who have this remit.

7) General comment- Page 118 para 21.5 keeping important local village PROWs open throughout build programmes is essential for keeping local facilities accessible to their residents. Resources should be made available for temporary diversions to be in place at all times.

8)Page 122- para.22.10 – reference is made to both Gamlingay and Bassingbourn GP practices. Please develop a clear protocol what happens in these areas with regard to providing healthcare infrastructure. There needs to be a clear alternative approach and clarification here, to ensure these communities do not lose out. What is the procedure in these areas?