Issue - meetings

The Cabinet Member for Cabinet Member for Nature, Open Space and City Services presented the report.

The report referred to the draft revised Strategy which proposed to retain the existing vision, themes, and support for the Cambridge Nature Network, while introducing alternative actions and projects to align the new statutory Biodiversity Reporting Duty, the draft Urban Forest Strategy (UFS), and wider initiatives. These included the statutory Cambridgeshire & Peterborough Local Nature Recovery Strategy (LNRS, proposed for submission to the Secretary of State in December 2025), the BIG Chalk partnership, and the Council’s ambition to collaborate towards achieving future Nature City Accreditation.

The Cabinet Member responded to questions from Cabinet and Councillors in attendance as follows:

      i.         The strategy was ambitious in scope, aligning with national legislation and regional priorities such as the Cambridgeshire Doubling Nature vision, which set a target for measurable biodiversity net gain by 2031. It embedded biodiversity across all Council services, committed to enhancing local nature reserves, to restore chalk streams, and achieve 20% biodiversity net gain for Council-led developments. These actions went beyond compliance, aiming to create a resilient, connected nature network and integrate nature into urban planning, housing, and community spaces.

    ii.         This was a midterm review of the current strategy updates, legislation and initiatives which aligned with the statutory Local Nature Recovery Strategy (LNRS).

   iii.         The updated national legislation under the Environment Act embedded LNRS actions into planning and service delivery, while retaining the original vision, themes, and objectives. The draft review proposed new projects, designations, and initiatives, including the Council’s aspiration to work with external partners to achieve Nature City Accreditation.

  iv.         The consultation would ensure these objectives and projects were supported, while seeking additional ideas and partners to help address the biodiversity emergency declared by the Council in 2019.

    v.         The Nature City Accreditation would provide an additional funding stream, much of the work required for this accreditation was already being done. Securing it would not only validate that the Council were taking the right actions but provide extra impetus to continue and expand the Council’s efforts, encouraging greater outcomes for nature and biodiversity to be delivered.

  vi.         While the cost-of-living crisis was a critical issue, the need for a healthy environment was equally important. Access to open spaces and nature played a vital role in mental health, helping people feel connected and supported.

 vii.         Noted the comment made by Councillor Thornburrow who thanked Officers for their work on city projects with resident groups and partners, including Friends of Logan’s Meadow. The chalk stream project also engaged stakeholders such as Anglia Ruskin University, providing an academic input to inform future initiatives. Biodiversity net gain was being directed into these projects, allowing the Planning Services and Greater Cambridge Partnership schemes to support long-term environmental improvements for residents and visitors.

viii.         Welcomed the comment from Councillor S Smith on the importance of harnessing local professional and amateur expertise to address environmental issues. Groups such as the Adams Road Bird Sanctuary Club had provided valuable data and survey work supporting designations and protection of key spaces. The consultation would explore how these groups could further contribute with their ongoing commitment to nature and biodiversity. It was important to acknowledge this work and was greatly valued.

  ix.         The Local Nature Recovery Strategy (item 7 on the agenda) was a core part of the Biodiversity Strategy. Nature and biodiversity, while related and were distinct.         Experiencing them was vital for wellbeing, such a need had been highlighted during COVID, if these opportunities were absent, the impact would be significant.

    x.         Resident involvement was essential, with Nature Towns and Cities Accreditation promoting a bottom-up approach which ensured that actions were taken together rather than imposed. This shared responsibility was vital to the success of the strategy.

  xi.         To provide recreation and social space for people was very much about management planning and managing the resources available When usage increased and pressure built, it was an important need to adapt and manage those spaces to ensure they remain functional and accessible. It was the Council’s goal to make these resources worked for everyone, maintaining them, so they can support the level of usage required over time.

 xii.         Acknowledged Councillor Thornburrow’s comment that evidence was being gathered for the Greater Cambridge Local Plan on sports facilities across the city and South Cambridgeshire, assessing current provision, future needs during the Plan period, and the pressure on existing facilities.

Planning Policy Officers were very much involved in working with the relevant officers on various polices regarding biodiversity as part of the Greater Cambridge Local Plan.

The Biodiversity Manager said the following:

      i.         The principles behind the Nature City Accreditation were around collaboration and community empowerment. This aligned well with the new City Services and Communities structure and was viewed as an ongoing process rather than a final goal The aim was to reach out to new groups and individuals, encouraging them to engage with nature close to home, right on their doorstep.

    ii.         The Council’s focus was on effective management and planning for green and open spaces. A review had been undertaken on 13 core nature sites, including local nature reserves and commons, and were proposing zoning for certain activities.

   iii.         A key part of the strategy was education helping users of these open spaces understand the pressures and threats on these sites, such as the impact of dogs swimming in chalk streams, an example. While this may seem harmless, research had shown flea treatments could have catastrophic effects on chalk stream invertebrates. The aim wasn’t to stop people enjoying these spaces, but to guide them to use them responsibly.

  iv.         The 13 core sites referenced were the city’s largest sites which were essentially the Commons, with a long history of use, including grazing, with the aim to retain this. However, with increasingly dry summers and current stock levels, overgrazing was becoming a major cause of site decline, as noted in the report. To address this, the strategy proposed a review of grazing practices with licensed grazers to restore these sites.

    v.         The strategy was built around three themes:

·      Core sites which concentrated along rivers and watercourses.

·      Nature in your Neighbourhood, working with communities to enhance smaller spaces like parks, supported by the Council’s biodiversity toolkit. For example, St. Thomas’s Park had successfully engaged residents to shape and deliver biodiversity features with council support.

·      Broader engagement, encouraging action in workplaces and private gardens.

The aim was not only to manage these sites but to promote a city-wide approach to nature and biodiversity.

Cabinet unanimously resolved to:

      i.         Approve the progression to public consultation to inform a midterm review of the Cambridge City Council Biodiversity Strategy (2022 – 2031)

    ii.         Note that the public consultation will run alongside the approved Urban Forest Strategy public consultation

   iii.         Delegate finalisation of consultation documents and proposals to the Director of City Services

  iv.         Note that following the proposed consultation the amended Biodiversity Strategy is on the Forward Plan to return to Cabinet for approval in March 2026, along with the Urban Forest Strategy and Climate Change Strategy.