Annual Public Meeting - 23 September 2026

Question 1

When is the Cambridge Cancer Research Hospital expected to open?

Answer provided by the Chief Strategy and Transformation Officer

We are currently working on finalising the full business case, the last step in the approvals process, and are aiming to submit to regulators in January 2027.

Assuming the approvals process proceeds as expected, we anticipate construction will start in 2027. Construction is scheduled to take three years, finishing in 2030. Once the building has been handed over, we will endeavour to open the hospital as soon as it is safe and possible to do so, most likely in 2031.

Question 2

How is CUH ensuring that planned population growth is matched by sufficient acute hospital capacity, land and funding?

Answer provided by the Chief Strategy and Transformation Officer

We are in regular discussion with both the Councils and the Greater Cambridge Shared Planning Service to ensure that the future acute health needs arising from population growth are properly understood and reflected in local planning policy and discussions.

Alongside health and care partners, we have been proactively working with the Shared Planning Service to provide further detailed inputs into the Infrastructure Delivery Plan that accompanies the Local Plan, focusing on the broader range of health and care infrastructure required beyond core primary care to support our growing population. As part of this, the team have been assessing the impact of planned housing and population growth on existing health infrastructure and known pipeline projects, and we are supporting the inclusion of a new chapter on ‘Neighbourhood Health Centres’, which are a key part of our strategy to deliver more care closer to home and reduce pressure on acute services. We are also assessing each of the key strategic growth locations in detail to understand what key health infrastructure will be required in these locations to ensure that sufficient land, space and, where appropriate, developer contributions can be secured to support new health and care facilities.

We are also working closely with the Greater Cambridge Development Corporation to ensure that acute hospital provision is fit for the future and recognised as a significant infrastructure requirement if the area is to accommodate its planned growth ambitions over the longer term.

While planning policy is only one part of the solution, we continue to make the case with national, regional and local partners that healthcare infrastructure must be planned alongside housing and employment growth to ensure communities have access to the services they need. We also need to make sure we are taking steps to implement a new model of urgent and emergency care, and making the case for how CUH will contribute directly to research, life sciences and economic growth.

Question 3

What is the current position and future plan for The Willows ward?

Answer provided by the Chief Nurse

The Willows (T2) opened fully in April this year and has received excellent feedback from patients and their families. At its public meeting on the 09 September 2026, the Board of Directors heard a patient story relating to care received on the Willows Ward (T2).

The Board heard about the experience of a patient and his family (two of whom attended the meeting) following transfer to Willows Ward for end-of-life care. The story illustrated the contrast between a busy acute environment and the calm, family-centred setting provided on the specialist ward, including compassionate communication, flexible visiting and care that supported the dignity, comfort and quality of life of both the patient and his family. The clinical team advised that establishment of the ward had required considerable work but had created a dedicated environment in which staff could focus fully on end-of-life care.

The Board heard that recruitment had attracted strong interest and that the specialist palliative care team continued to provide significant support. The Board was assured that the care model and measures reviewed by the service demonstrated improvement compared with the previous arrangements. The Board also noted that the Care Quality Commission had visited the ward and had been very positive about the model and the care observed.

Question 4

During the meeting we received a question regarding incidents relating to hospital discharges affecting local residents.

Answer provided by the Chief Nurse

No patient should be discharged if it would be unsafe to do so. However, where a patient has the capacity to make their own decisions, the Trust cannot prevent them from leaving the hospital. The Chief Nurse offered to discuss the matter further outside the meeting to better understand the specific circumstances involved.

Question 5

What is the Trust is doing to tackle racism, based on reports of racism in the NHS in the Guardian and from the Royal College of Nursing.

Answer provided by the Chief People Officer

Racism and inappropriate behaviour has no place at CUH, whether it comes from patients, visitors or CUH colleagues. We understand the concern that a focus on one form of racism could suggest that others matter less. That is not our position. We must address anti-Black racism, anti-Muslim hostility, antisemitism and all other forms of racism with equal seriousness.

Our own data shows why we need to do more. Black and Minority Ethnic colleagues now make up 4 out of 10 of CUH’s workforce. In the 2025 Staff Survey, 13.41% of BME people reported discrimination, almost twice the rate for White people. CUH has now established an Equality Diversity and Inclusion strategy aligned to our new Trust strategy. Our proposed 2026/27 actions include a coordinated focus on addressing abuse from patients and the public. This sits alongside stronger recruitment processes, clearer career pathways and improved manager capability including to address inequality in employment. We will review progress through the trust governance arrangements and provide regular assurance to the Board’s People, Education and Culture Committee.

Concerns can be raised through the Trust’s established reporting routes and will be handled sensitively, fairly and in line with our policies. Where concerns are raised, we do act. Support is available through Staff Services. We will also shortly publish a new behaviour framework and engage widely with our people to reinforce the standards we expect.

Question 6

We received three questions relating to the Mann Review. The questions have sought to understand what approach CUH is taking to consider the recommendations of the Mann review in a fair and impartial way and how the Trust will ensure any actions the Trust takes does not impinge on freedom of speech.

Answer provided by the Chief People Officer

The Lord Mann review makes 36 recommendations on tackling antisemitism and other forms of racism. The Trust is reviewing the recommendations and will include required actions within our Equality Diversion and Inclusion action plan. As NHS England have requested, we will keep them informed.

Question 7

When and how will CUH renew the ageing parts of the hospital, and what are the Trust’s priorities?

Answer from the Chief Digital and Infrastructure Officer

We have a multi-phase approach to the regeneration of infrastructure required to serve the patients and staff at CUH, starting with our new Cancer Research Hospital, followed closely by our new Children’s Hospital. The addition of these two sites will enable us to relocate major services to the new buildings, while allowing us to free up space in the existing retained estate. We will gain capacity to decant entire portions of the ageing hospital and make priority decisions on renovations, while at the same time completing the business case process for our third planned site: a new Addenbrooke’s acute hospital.

Alongside health and care partners, we have been proactively working with the Shared Planning Service to provide further detailed inputs into the Infrastructure Delivery Plan that accompanies the Local Plan, focusing on the broader range of health and care infrastructure required beyond core primary care to support our growing population. We are also assessing key strategic growth locations across Cambridge to understand what key health infrastructure will be required in these locations.

We are also working closely with the Greater Cambridge Development Corporation to ensure that the need for additional acute hospital capacity is recognised as a significant infrastructure requirement if the area is to accommodate its planned growth ambitions over the longer term.

While planning policy is only one part of the solution, we continue to make the case at national, regional and local levels that healthcare infrastructure must be planned alongside wider growth ambitions.

Question 8

We received two questions relating to the Federated Data Platform, which have asked whether CUH will reconsider using the Federated Data Platform in light of concerns about its supplier, performance, security and public confidence?

Answer from the Chief Digital and Infrastructure Officer

The Federated Data Platform is a national programme led by NHS England (NHSE). Their planning framework requires all NHS healthcare providers to use the NHS FDP.

CUH is working with regional healthcare partners to use one part of the NHS FDP, OPTICA, to support complex patient discharges.

OPTICA, which is being supplied to CUH via national funding, benefits our patients by enhancing coordination between hospital and community care teams in our area - helping our patients to transition from hospital to community care faster and more safely.

Further information is available on our website: NHS Federated Data Platform | CUH

We recognise that questions and concerns have been raised about the supplier of the FDP and their work with the NHS. More information about the programme, including details about security and privacy, can be found on the NHSE website. We will continue to follow NHSE’s planning framework and guidance with regard to use of the NHS FDP.