Approved at the Council meeting, 27 November 2025.

Our city centre, like others, continues to experience the impact of both increased online retailing and neighbourhood convenience shopping, yet this council notes that: 

• Cambridge’s city centre is challenged to meet an unusually wide spectrum of needs, as the core of two universities and a magnet for tourism (both important contributors to our local economy), in addition to its local residents
• there continues to be a strong aspiration for a welcoming ‘social crossroads’ where all parts of the community can meet a variety of needs - still including physical shopping, but also access to services, good job opportunities, leisure and culture at a scale which is not possible in other locations where there is less easy public or active transport connection
• Centre for Cities data shows that Cambridge has the highest high street occupancy rate of any UK city outside London, with 11 of every 12 units occupied
• independent businesses, hospitality and tourism all play an important role in Cambridge’s vibrancy and character, and in sustaining local employment
• Cambridge is safer than many UK cities, and the Council remains committed to continuous improvement in partnership with the police, the universities and local organisations
• the council’s ambitious plans for full utilisation of the Guildhall, modernisation of the Corn Exchange and refurbishment of the Market Square demonstrate leadership, strategic investment, and confidence in a centre that is for all

It further notes that:

• the initial work underway with the County Council to convene a joint city centre steering group, recognising shared powers and responsibilities and the benefits of coordinated leadership
• council recognises the importance of establishing a shared performance monitoring framework to understand the environmental, social and economic ‘health’ of the city centre, to guide future prioritisation and investment
• delivering meaningful placemaking interventions requires capacity and resources, and that these must be prioritised and sequenced within current budget constraints
• council welcomes the increased capacity being created through the new Inclusive Economy team to help coordinate partners and activity in the coming year.

This council believes that :

• there is an opportunity for the Council to build on this momentum by using the convening power of the Council to develop a shared vision for the city centre in consultation with the public - shaped by public engagement, working with key partners including the BID, commercial landlords, the universities, cultural organisations, NGOs and transport providers. 
• stakeholders have a shared interest in maximising value and pride in a city centre which is balanced, inclusive, vibrant, accessible, clean, safe and efficiently managed - and this common interest needs to be activated
• the basic infrastructure of an inviting high street should be supported – including ATMs, banks, Post Office and public toilets – while exploring future improvements such as water fountains, Wi-Fi, charging points, sympathetic waste collection and reduced highway conflicts
• the concept of a Tourist Levy could be explored with partners as a mechanism to help support essential services used by visitors and residents alike
• a new unitary council could provide a more integrated approach to managing the public realm and early work should be undertaken to shape how this could best support a thriving city centre
• a thriving and inclusive city centre in Cambridge must be complementary to successful neighbourhood centres in existing and new communities in and around the city, which meet equally important needs. 
• progress should be realistic, phased, and achievable within available funding, while exploring opportunities for external and partner investment.

This council calls on: 

• the Director of Economy and Place to scope this wider placemaking project and report back to the appropriate Committee by summer 2026 on how it could be initiated in the short term and taken forward into a new unitary council, including: partnership governance arrangements, baseline data and monitoring, indicative resourcing, sequencing of activity, and opportunities to leverage external funding (including through GCP), acknowledging the constraints of current budgets.