Agenda Item No 07 PP87/10
Eden District Council
Executive 7 December 2010
Lake District National Park Partnership Plan
Reporting Officer: Director of Policy and Performance
Responsible Portfolio: Economy
1 Purpose of Report
1.1 This report is presented to seek Executive endorsement of, „The Lake District National Park Partnership‟s Plan, a management plan for the Lake District National Park, 1010 – 2015‟. The Plan forms an important strategy for the National Park area and how partners will work cooperatively to achieve its purposes.
2 Recommendation:
It is recommended that: a. The Executive considers and endorses „The Partnership Plan - a management plan for the Lake District National Park, 2010 – 2015‟.
3 Background
3.1 This Council is a member of the Lake District National Park Partnership. Councillor Malcolm Smith is the Council‟s appointed representative on the Partnership.
Annex B of the attached Appendix (P81) describes the purpose of the partnership. The Partnership‟s Plan: The Management Plan for the Lake District National Park aims to co-ordinate partnership activity in the National Park for the next five years.
3.2 In 2006, the Partnership agreed a Vision for the National Park for 2030. The Partnership also agreed a need for an action plan to deliver the Vision for the National Park. The Partnership Plan also meets the Lake District National Park Authority‟s statutory requirement to produce a National Park Management Plan and review it within five years. The current National Park Management Plan was produced in 2004. 3.3 The Partnership‟s Plan is the Management Plan for the National Park - the most important document for a National Park. It tells everyone the direction,
1 what the issues are and how they are going to be tackled with limited public funding. 3.4 As the National Park‟s Management Plan, the Partnership‟s Plan:
forms the over-arching strategy for the National Park during a period of significant financial pressure on the public sector; sets a Vision and outcomes which show how National Park purposes and the associated duty will be delivered; and establishes the framework for all policy and activity in the National Park, co-ordinating and integrating other plans strategies and actions, particularly for the Partnership.
3.5 In producing the Plan, the Partnership agreed that all partners, including the National Park Authority, have a vital role; all partners need to own the Plan and many of the actions in it. The Plan has been many months in preparation and partners have been consulted upon it and have considered the responses to consultation upon it. Councillor Smith responded to the consultation on behalf of the Council.
3.6 Plan Content Part One looks at what is going on in the National Park now. The Partnership has outlined its collective understanding of what are the special qualities of the National Park, updated to reflect World Heritage Site nomination. Part Two explains the vision, which forms the foundation of the plan. Within this section 24 delivery aims are identified, updated to take account of external drivers; these help structure the direction for the next five years of activity. Part Three describes actions on the ground, incorporating delivery actions of partners. Strategic activities describe the ambitions over the next five years and then detailed actions describe delivery in the first two to three years. Part Four explains how we will find out if the plan is delivering the outcomes.
3.7 The Plan, through its vision and ambition, has taken a very significant step forward in articulating the sustainable development requirements and opportunities of the National Park area and the actions of partners which will help address them. 3.8 The Plan has reached this stage at the time of significant change in national priorities, public spending, Local Government and the new agenda of Localism and Big Society. Partners will have to further consider the means of delivery and reporting of performance of the Plan in light of these changes. 3.9 The Plan requires the support of the constituent partners if it is to be meaningful in influencing the delivery and enabling of services and community benefits by the partners. The Plan places significant emphasis on the importance of a prosperous economy, vibrant communities, the environment and cultural heritage. There is clear synergy with the priorities of the Council. It will add value to the delivery of the Council‟s priorities as it describes and promotes a shared direction by local bodies. Importantly, it will be influential to
2 the role of the National Park Authority as Planning Authority in progressing the housing and employment development agendas. 4 Policy Framework
4.1 The Council has four corporate priorities which are: Affordable Housing Quality Environment Economic Vitality Quality Council Council on 7 February 2008 agreed fifteen strategic actions to achieve these priorities. 4.2 The activities in the Plan will contribute to the achievement of the first three outward focussed Corporate Plan Outcomes. 5 Implications
5.1 Legal 5.1.1 The National Park purposes are set out in section 5 of the National Parks and Access to the Countryside Act 1949 (“ the 1949 Act”) and are:
conserving and enhancing the natural beauty, wildlife and cultural heritage of the National Park and; promoting opportunities for the understanding and enjoyment of the special qualities of the National Park.
5.1.2 The effect of section 11A of the 1949 Act is that the Council must have regard to the National Park Purposes when carrying out its functions within the National Park and if it appears that there is a conflict between those purposes, shall attach greater weight to the purpose of conserving and enhancing the natural beauty, wildlife and cultural heritage of the area comprised in the National Park. 5.2 Financial
5.2.1 As part of the 2008-11 corporate planning process the Council adopted a resource prioritisation process in which every area of council activity was allocated to one of four resource categories. These categories (which were agreed at Council on 7 February 2008) remain in force until the next corporate plan is adopted.
5.2.2 There are no direct financial implications from endorsing the plan. The plan recognises that delivery of its actions is dependent upon the availability of resources.
3 5.3 Equality and Diversity
5.3.1 The Council has to have regard to the elimination of unlawful discrimination and harassment and the promotion of equality under the Equality Act 2006 and related statutes.
5.3.2 Page 8 of the Plan describes that an Equalities Impact Assessment has been carried out by the National Park Authority‟s Joint Equalities Board.
5.4 Environmental
5.4.1 The Council has to have due regard to conserving bio-diversity under the Natural Environment and Rural Communities Act 2006.
5.4.2 A sustainability impact assessment been carried out on the Plan (see page 8). This proposal is considered to have a positive impact on sustainability. 5.5 Crime and Disorder
5.5.1 Under the Crime and Disorder Act 1998 the Council has to have regard to the need to reduce crime and disorder in exercising any of its functions.
5.5.2 None.
5.6 Children
5.6.1 Under the Children Act 2004 the Council has to have regard to the need to safeguard and promote the welfare of children in the exercise of any of its functions.
5.6.2 None.
5.7 Risk Management
5.7.1 Risk Management is a process whereby attempts are made to identify, actively control and reduce risk to protect the Council. This covers not only the traditional areas of insurable risk but also the organisational risk that the Council faces in undertaking all its activities.
5.7.2 None.
6 Reasons for decision/recommendation
6.1 Endorsement of the Plan will enhance partnership working between the Council and the National Park Partnership for the benefit of the residents.
Ruth Atkinson Director of Policy and Performance Governance Checks: Checked by or on behalf of the Chief Finance Officer ✓
Checked by or on behalf of the Monitoring Officer ✓
4 Background Papers: Contact Officer: Ruth Atkinson, Director of Policy and Performance Telephone Number: 01768 212202
5
The Partnership’s Plan
The Management Plan for the Lake District National Park 2010 – 2015
This includes the actions the Partnership expects to deliver in 2010/11 and 2011/2012
FINAL VERSION
1 The Partnership’s Plan The Management Plan for the Lake District National Park 2010 - 2015
(Insert Chairman’s introduction if necessary) (Insert logos of all partners involved in Partnership here)
2
Contents Page
WELCOME TO THE PARTNERSHIP’S PLAN 5 The Lake District National Park Partnership 7 Guiding principles 8
PART ONE - What the Lake District looks like now 1.1 Special Qualities of the Lake District National Park 12 1.2 Difficult decisions – ensuring a balance 15
PART TWO – Where we want to be – the Vision 2.1 The Vision for the Lake District National Park in 2030 16 2.2 Financial commitments 17 2.3 Key delivery aims 17
PART THREE – How we are going to realise the Vision How to use this section 22
Prosperous Economy 3.1 Farming and Forestry 24 3.2 Employment and Business 27 3.3 Strategic activities 30 3.4 Actions 31
World Class Visitor Experiences 3.5 Sustainable Tourism and Visitor Facilities 35 3.6 Education, Access and Outdoor Recreation 39 3.7 Strategic activities 41 3.8 Actions 42
Vibrant Communities 3.9 Supporting Communities 46 3.10 Housing 48 3.11 Transport and Movement 50 3.12 Strategic activities 52 3.13 Actions 53
Spectacular Landscape, Wildlife and Cultural Heritage 3.14 Climate Change 57 3.15 Landscape, Biodiversity and Ecosystem Services 59 3.16 Cultural Heritage and Built Environment 62 3.17 Strategic Activities 66 3.18 Actions 67
PART FOUR – Implementing and Monitoring
4.1 Implementation 74 4.2 Monitoring and review 74 4.3 Indicators of Success 74 4.4 The Partners 76 4.5 Paying for Delivery 76 3 List of organisation acronyms 77
Annexes 78 A Statement of Outstanding Universal Value B Lake District National Park Partnership C Lake District National Park Profile D English National Parks and the Broads: UK Government Vision/Circular 2010
4 WELCOME TO THE PARTNERSHIP’S PLAN
What is the Partnership’s Plan?
The Partnership’s Plan (the Plan) has to deliver the statutory purposes of National Parks so let’s start by reminding ourselves what they are:
• To conserve and enhance the natural beauty, wildlife and cultural heritage of National Parks; and
• To promote opportunities for the understanding and enjoyment of the special qualities of the National Parks by the public.
National Parks are cultural landscapes with a resident population, so National Park Authorities also have a duty in delivering the purposes to ‘foster the economic and social well-being of local communities within the National Park’.
All partners and stakeholders, not just the National Park Authority, need to know how they will achieve the purposes. Many stakeholders in the National Park are public bodies that must ’have regard‘ to National Park purposes when carrying out their functions within the National Park.
The Partnership’s Plan is the Management Plan for the National Park - the most important document for a National Park. It tells everyone where we are heading, what the issues are and how we are going tackle them with limited public funding. The National Park Authority has to create a Management Plan every five years.
As the National Park’s Management Plan, then, the Partnership’s Plan:
• forms the over-arching strategy for the National Park during a period of significant financial pressure on the public sector;
• sets a Vision and outcomes which shows how National Park purposes and the associated duty will be delivered; and
• establishes the framework for all policy and activity in the National Park – co-ordinating and integrating other plans, strategies and actions - particularly for the Partnership.
How did it all come together?
We began to create the The Plan in 2005. We asked many organisations and the general public about a long term Vision for the National Park – how we would all like to see the Lake District in 25 years. The new Lake District National Park Partnership adopted this Vision in 2006 as the foundation for the rest of the The Plan.
Since then the Partnership has worked together to create this plan and decide the actions it will take over the next two years.
5 Why is the Plan different and what difference will it make?
• This is the Partnership’s ‘joint business plan’. The partners, including the National Park Authority, have a vital role; we all own the The Plan and many of the actions in it. No other National Park has ever created a plan in this way.
• Many organisations will cooperate to deliver comprehensive but realistic actions to achieve the Vision. This has not been done before – it will give us a more accurate picture of what is happening out there.
• The range of key indicators will measure how the actions are making a difference. We will set targets – otherwise the Vision will not happen. A wider range of State of the Park indicators will provide information about what is changing.
• The The Plan includes links to the Local Development Framework that contains the policies to guide new development.
• It includes information about current management and actions that would maintain the outstanding universal values of the Lake District World Heritage Site. For more information see Annex A.
Is the Partnership’s plan more important than previous management plans?
We believe it is. The Partnership’s Plan is essential if we are to deliver the Partnership’s aspirations and Vision.
Our ambitions for a world class visitor experience and a World Heritage Site underline the Lake District’s international importance. We set our sights high but we also have further to fall. We must ensure the Lake District’s reputation is not undermined by unresolved challenges, missed opportunities or poor management.
How does the Partnership’s Plan work?
If you read the whole plan you will see a logical flow from the current situation to where we want to be, followed by action to get us there.
• Part One looks at what is going on in the National Park now.
• Part Two explains where we want to be in 20 years. It highlights aims for the next five years, which, if delivered, will help make the Vision a reality.
• Part Three describes actions on the ground. Ultimately, the Partnership needs to know if the actions are making a difference and help us get where we want to be.
• Part Four explains how we will find out if we are getting there.
If you do not want to read the whole of ‘The Partnership’s Plan’, why not pick a topic in Part Three which interests you? But remember – topics do not work in isolation. They have only been placed in their sections as a ‘best fit’.
The Partnership understands that everything relates to each other’s work - and ultimately the Vision for the National Park.
6 The Lake District National Park Partnership
The Department of Environment, Food and Rural Affairs (Defra) reviewed the role of English National Park Authorities in 2002. It said:
‘National Park Management Plans are Plans for National Parks, not just Park Authorities. All those with interests in a National Park should take account of the Management Plan’s vision of the area’.
This means everyone with influence must get involved in shaping and delivering the Partnership’s Plan. All major decisions affecting the National Park need to refer to the Plan. Preparing the Partnership’s Plan is central to cementing the partnerships that will deliver the Plan’s Vision and objectives.
Since the publication of the 2004 Management Plan for the Lake District National Park, partners and stakeholders have come to recognise that there was insufficient commitment to delivering the Vision in that plan or to National Park purposes. More was needed to bind our different agendas together. We needed a relationship between partners that allowed us to consider and reconcile conflicting positions and actions.
In 2005 the National Park Authority brought people and organisations together to review the 2004 Management Plan and agree a new Vision for the National Park in 2030. This shared Vision has guided the creation of this plan. And out of this process we established the Lake District National Park Partnership. For more information see Annex B.
The Partnership currently has 22 members, though this will evolve in the lifetime of this plan:
Action with Communities in Cumbria Environment Agency Allerdale Borough Council Forestry Commission Copeland Borough Council Friends of the Lake District Country Land and Business Association Government Office North West Cumbria Association of Local Councils Lake District National Park Authority Cumbria County Council National Farmers' Union Cumbria Tourism National Trust Cumbria Vision Natural England Cumbria Wildlife Trust North West Development Agency Eden District Council Royal Society for the Protection of Birds English Heritage South Lakeland District Council
As this is ‘The Partnership’s Plan’, we use words such as ‘we’ and ‘our’ to mean the Partnership’s collective ambition, not just the sole view of the National Park Authority.
7 Guiding Principles for the Partnership’s Plan
Sustainable Development and Habitats Directive
We have checked the Plan’s sustainability against the Government’s definition of sustainable development - www.defra.gv.uk/sustainable. We have carried out a Sustainability Appraisal. And we have conducted a Habitats Regulations Assessment.
These have been published alongside this document and on the National Park Authority’s website: www.lake-district.gov.uk/ldnppmanagementplan
The sustainability appraisal requires that this plan will contribute to the delivery of the five priorities in the Government’s current sustainable development strategy, ‘Securing the Future’ (2005):
• Living within environmental limits; • Ensuring a strong, healthy and just society; • Achieving a sustainable economy; • Promoting good governance; and • Using sound science responsibly.
Equality and diversity
The National Park is a national asset to our society and everyone should have access to it, regardless of economic, social or physical constraints.
We have talked and listened to groups that currently feel unwelcome or find it hard to enjoy the National Park’s special qualities so we can identify barriers to intellectual or physical access. The National Park Authority’s Joint Equalities Board has completed an Impact Assessment during the public consultation. This plan encourages actions that improve access for everyone.
The National Park Authority is fully engaged in working with the Campaign for National Parks on its Mosaic project. The project encourages and supports Community Champions from black minority and ethnic groups in their aim to lead others from their communities in learning about, appreciating and enjoying the Park. The National Park Authority is also committed to organisational change and establishing partnerships and relationships with these groups to help to make the Park a more welcoming and accessible place. This work will extend into the Partnership through the The Plan’s actions.
Transparent community and organisational engagement
We have developed this plan through open conversations, initially with organisations and then with the broader community. A full statement on the National Park Authority’s website explains how we involved people in developing the Vision and in considering issues and options when creating the Local Development Framework. This is available from www.lake- district.gov.uk/Local Development Framework
Links to Other Plans
We cannot review the Management Plan in isolation; many factors influence its Vision, policies and actions. They have to be consistent with international, national and local guidance and policies. And our actions need to contribute and conform to environmental protection legislation.
8 As we will show, we have adopted a collaborative approach. We have involved almost 30 partner organisations and many individual stakeholders – all of whom have their own plans and strategies. The diagram below shows how this plan sits right at the heart of a wider policy context.
National Parks Regional Strategies: Legislation • Housing • Parish Community Plans • Spatial • Community Strategies and Guidance • Economic • Local Area Agreements • Tourism • Minerals and Waste
Sub-regional Documents: • Local Transport Plan • Destination Lake District National Park Local Management Plan Development Framework The • Housing Strategy • Core Strategy • Historic Event Strategy • Housing & Employment Land Partnership’s Allocations • Joint Structure Plan Plan • Cumbria Economic Plan • Cumbria Biodiversity Action Plan • Waste Management Strategy • Economic Futures Study • Cumbria Tourism Strategy 2008-2018 • Cumbria Single Community Strategy Lake District National Park Authority: • Local Development • Business Plan Frameworks • Climate Change Action Plan Lake and Valley Catchment Plans, Master Plans: • West Cumbria • Keswick • Ambleside • Windermere/Bowness River Basin Management Plans
9 Links to the Local Development Framework
The Lake District National Park Local Development Framework Core Strategy will help deliver this plan; it outlines the long term spatial planning policies that help deliver the Vision.
The diagrammatic map below provides the context for the National Park’s distinctive areas described in the Local Development Framework Core Strategy. In the interests of clarity the map does not include the important rail link from the main line to Windermere.
10 The five distinctive areas reflect social and economic activity and environmental characteristics. They draw together what we know about relevant strategies and programmes which overlap the National Park boundary. In the Local Development Framework, this helped the National Park Authority to prioritise issues relevant to individual areas in the most appropriate way. This is based on strong support from community consultation.
We will develop the principle of meeting the needs of these distinctive areas as this plan is reviewed each year.
Links to Community Plans and the Cumbria Community Strategy
This plan also reflects and will help deliver parish and community plans prepared by communities in and around the National Park.
The organisations that look after the Lake District cannot work solely within its boundary. We need to understand the impact of our actions on communities and activities beyond the National Park boundary. Plans for settlements and communities across Cumbria and as far as Northumberland and the Yorkshire Dales will influence us. We will consider strategies such as Cumbria’s Energy Coast Masterplan.
Where possible we intend to avoid duplication of the actions in this plan and those in the emerging single Cumbria Community Strategy. However it is possible that there will be some cross cutting actions and issues that will appear in both plans where there is a need for the cooperation of all partners.
11 PART ONE - What the Lake District looks like now
This part describes the National Park and identifies some difficult decisions. Annex C contains a profile of the National Park.
1.1 Special Qualities of the Lake District National Park
Special qualities distinguish National Parks from each other and from other parts of the country. We need to be clear about the Lake District’s special qualities so we protect them and have a platform for effective management. Consultation on the Lake District National Park Management Plan in 2003 and World Heritage Site proposals in 2006 identified a number of characteristics that make the Lake District National Park unique. These have been carefully considered and reassessed.
The special qualities of the Lake District are:
• Complex Geology and Geomorphology • Diverse Landscape from mountain to coast • Unique farmed landscape and concentration of Common Land • Nationally important mosaic of Lakes, Tarns and Rivers and coast • Wealth of Habitats and Wildlife • Extensive Semi-Natural Woodlands • History of Tourism and Outdoor Activities • Opportunities for Quiet Enjoyment • Open Nature of the Fells • Rich Archaeology • Distinctive Areas and Settlement Character • Celebrated Social and Cultural Heritage
Each of these special qualities is considered in greater detail below and issues affecting them are described in Part Three of this plan.
The Lake District National Park is on the Government’s tentative list of World Heritage Site nominations as a 'Cultural Landscape'. The statement of the Lake District’s Outstanding Universal Value is in Annex A and links to the majority of these special qualities.
Complex Geology and Geomorphology The distinctiveness and rarity of the Lake District’s geology and geomorphology are among its special features. Its rocks provide a dramatic record of nearly 500 million years of the earth’s history. Within today’s picturesque and tranquil scenery we can see evidence of colliding continents, some of the most violent volcanic activity ever to affect the British Isles, deep oceans, tropical seas, and kilometre-thick ice sheets. The area has the largest and deepest lakes and highest mountains in England. Its rock sequence, which shows a variety of distinct and different climate regimes, makes a significant contribution to our understanding of past climates.
Diverse Landscape from mountain to coast The area’s imposing natural landforms are overlaid by thousands of years of human activity. There is a clear pattern of land use and development of enclosure, which is dictated by the topography and characterised by in-bye, in-take, out-gang and fell. The mix of coast, lakes, distinctive farmland, fell, woodland and settlement gives each valley and area its own visual distinctiveness with a unique cultural heritage – and underpinned by biodiversity. These contribute to the quality of the National Park as a whole, particularly when contained in such a compact area. 12 The National Park attracted the attention of the Picturesque and Romantic Movement. The development of designed landscapes, eighteenth and nineteenth century landscape gardens, and exotic planting, are amongst its distinctive landscape features, especially on the Windermere to Derwent Water axis.
Unique farmed landscape and concentration of Common Land The traditional pastoral systems and farming families maintain a unique farming legacy. The National Park has the largest concentration of common land in Britain, and possibly Western Europe, with a continuing tradition of collective management. This is characterised by landlords’ flocks, hefted livestock, communal gathers, and the use of traditional breeds, including Herdwick sheep and fell ponies.
Nationally important mosaic of Lakes, Tarns, Rivers and Coast The National Park has an infinite variety of becks, rivers, lakes, tarns and coast. They are nationally important, in part because of their water quality, range of habitats, and species such as vendace, salmon, charr, crayfish, and schelly. The plants and animals they support depend on the differences in water chemistry and these in turn depend on the differing geology. The lakes and tarns provide a unique record, through analysis of their sediments, of the climatic and environmental changes that have occurred over time. Although each river and lake has its own distinct identity, together with their catchment mountains, woodland and farmed landscape, they collectively contribute to the high quality scenery and natural resource which is so distinctively "The Lake District" and unique in England.
The Lake District can also celebrate the heritage of 100 years of scientific investigation into lake and stream ecology, and the biological function of freshwater systems, that is recognised throughout the world. The Freshwater Biological Association with its world class library is present on the shores of Windermere.
Wealth of Habitats and Wildlife A combination of varied geology, land use, altitude and climate supports a wide range of habitats and species of national and international importance. The Lake District is unique in England for its abundant and varied freshwater habitats. It has more ancient semi-natural woodland than most parts of the U.K. Other key habitats include mires, species-rich hay meadows, limestone pavement, upland heath, screes and arctic-alpine communities, lakeshore wetlands, estuary, coastal heath and dunes. Several of these important habitats, such as lowland raised mires, upland peat bogs and woodlands, play an important role in helping to reduce greenhouse gas emissions by 'locking-in' vast quantities of carbon.
Extensive Semi-Natural Woodlands The semi-natural woodlands add texture, colour and variety to the landscape. They also provide a home for native animals and plants, and define the character of many valleys in the Lake District. The high rainfall in the core of the National Park favours woodlands rich in Atlantic mosses and liverworts, ferns and lichens. The limestone on the fringes of the National Park also supports distinctive woodland types. Wood pasture, pollards and old coppice woodland forms part of the rich cultural heritage.
History of Tourism and Outdoor Activities The diverse landscapes provide opportunities for a wide range of land and water sporting and recreational activities. The National Park has the highest concentration of outdoor activity centres in the U.K. It is the birthplace of mountaineering and there is a tradition of unrestricted access to the fells together with an historical network of roads and footpaths. The area has long been popular with tourists. Its history of recreational walking can be traced through the ‘viewing stations’ or woodland clearings of the late eighteenth century, to Wordsworth’s ‘Guide to the Lakes’, and the guides of more recent writers including Wainwright.
13 Passenger transport includes launches and steamers on the larger lakes – a unique resource in inland England and Wales. The area has one of the most diverse ranges of tourist facilities, attractions and accommodation in the country.
Opportunities for Quiet Enjoyment The tranquillity of the fells, valleys and lakes gives a sense of space and freedom. There is an opportunity for spiritual refreshment: a release from the pressures of modern day life and a contrast to the noise and business experienced elsewhere. These are all vital components of the concept of quiet enjoyment and can be found in many places across the whole of the National Park.
Open Nature of the Fells The relatively open character of the uplands, and the lack of modern development, is especially important. To walk freely across the fells, or climb their crags, is liberating and gives a sense of discovery. There is a feeling of wildness, offering personal challenges for some and impressive open views for everyone. To many people the Lake District is a safe place: it is possible to feel remote, yet know that the nearest settlement is never far away.
Rich Archaeology There have been people in the Lake District since the end of the last ice age and the landscape reflects a long history of settlement with many traces of prehistoric and medieval field systems. The underlying geology has influenced and determined our use of the land, and provided the source of stone tools, building materials and a host of minerals. Internationally important archaeological monuments include stone circles, axe production sites, Roman roads and forts and charcoal blast furnaces. The high rainfall has assisted the production of water power, as a prime source of energy and crucial for the mining, gunpowder and wood processing industries. These industries have helped to shape the landscape.
Distinctive Areas and Settlement Character The architecture varies from the traditional to more formal design. Local materials, including different types of slate, are a common link between contrasting styles. Finishes such as lime wash, and the use of sandstone, granite and limestone for detail, add variety and interest. Many towns, villages and hamlets have a distinctive combination of buildings and open spaces. Dry-stone walls and hedgerows form a visual and historic link between settlement and countryside. Local building practices are reflected in chimneys, windows and walling, and in structures such as hogg houses, peat houses, packhorse bridges and bank barns. Despite the distinctive local vernacular, the Lake District also contains some fine examples of villa architecture, a style which epitomises an era striving for grandeur, wealth and quality of life following city based industrialisation in places such as Manchester and the arrival of the railway into the Lake District in the mid 19th century.
Celebrated Social and Cultural Heritage The character of the National Park is inseparable from the personalities, lifestyles and traditions of its resident people – both now and in the past. It includes those who work the land, hew its rock and help to shape the landscape, to the writers and environmentalists, such as Wordsworth, Rawnsley and Bonington, who campaigned, and still do, for landscape protection in its own right. The voluntary sector and those who feel a strong passion for the landscape have played, and continue to play, a key role in the National Park.
The National Trust and movement for National Parks in England and Wales have their roots here and this has had an international influence on the development of the conservation movement. It is therefore true to say that the Lake District has always been at the forefront of understanding on environmental sustainability. Lake District landscape has influenced the work of artists such as Turner, Heaton Cooper and Schwitters, and inspired the Romantic poets including Wordsworth, Coleridge and De Quincey. 14 It is associated, through Ruskin, with the ‘Arts and Craft Movement’. Its social history has been immortalised in the works of Hugh Walpole and Norman Nicholson. Well-known authors of children’s fiction include Arthur Ransome and Beatrix Potter. The area has its own dialects and distinctive sports such as hound trailing, fell running, and Cumberland and Westmorland wrestling. There are indigenous breeds of sheep and local crafts and foods, all celebrated at local valley shows and now more widely.
1.2 Difficult decisions – ensuring a balance
The National Park is a complex place. For centuries people have grappled with the need to balance environmental, economic and social objectives. This is a landscape rich in cultural heritage, biodiversity and economic and environmental potential, but it constantly faces challenges. Some are more significant than others but many are difficult to resolve.
We know we must work together recognising that:
• experts, groups and agencies offer different opinions on how best to maintain what we all believe is special about this unique landscape.
• maintaining all the special qualities at the same time can be difficult.
• sustaining this spectacular landscape, its wildlife, cultural heritage and its World Heritage potential, is a challenge.
So, over the next five years, we will not have all the answers. But we will address some of the contradictions and make difficult decisions. We have to accept that finding the right balance is not going to be easy; in some instances it might not be possible to find a balance that everyone accepts.
And this plan will not have all the answers. Part Three considers some issues and shows where we have made decisions. But some remain unresolved for now. Our plan is a ‘living plan’ and we will tackle the contradictions, make decisions and update our actions.
15 PART TWO – Where we want to be
This part describes what our ambitions are for the National Park and explains our vision. Annex D contains the Government’s Circular for National Parks 2010.
2.1 The 2030 vision for the Lake District National Park
The Vision for the Lake District National Park is that it will be:
An inspirational example of sustainable development in action.
What will it look like?
It will be a place where a prosperous economy, world class visitor experiences and vibrant communities all come together to sustain the spectacular landscape, its wildlife and cultural heritage.
We will see the following outcomes:
• A prosperous economy – Businesses will locate in the National Park because they value the quality of opportunity, environment and lifestyle it offers – many will draw on a strong connection to the landscape. Entrepreneurial spirit will be nurtured across all sectors and traditional industries maintained to ensure a diverse economy.
• World class visitor experiences – High quality and unique experiences for visitors within a stunning and globally significant landscape. These will be experiences that compete with the best in the international market.
• Vibrant communities – People successfully living, working and relaxing within upland, valley and lakeside places where distinctive local character is maintained and celebrated.
• A spectacular landscape, wildlife and cultural heritage – A landscape which provides an irreplaceable source of inspiration, whose benefits to people and wildlife are valued and improved. A landscape whose natural and cultural resources are assets to be managed and used wisely for future generations.
Who is going to make it happen?
Local people, visitors and the many organisations working in the National Park, or have an interest in it, must be united in making it happen.
To explain more
Throughout the history of the National Park, we have encountered many different and sometimes conflicting interests: we must look after the landscape yet not stifle the economy; we need viable local communities but we do not want tourism to unbalance them. We must not destroy what people come to see, understand and explore.
It’s a huge challenge but we want to rise to it. We want to sustain the elements that make the Lake District National Park well known, unique, much visited and of course - much loved.
16 Is a Prosperous Economy more important than our Spectacular Landscape? Looking beyond the order of outcomes
Many people have questioned the order in which we have described the outcomes we seek to achieve in our Vision. By putting it first, some think we are prioritising support for a prosperous economy over spectacular landscape, wildlife and cultural heritage.
We do not put one outcome above another. All are important. We look beyond the format of the document and consider the overarching principle behind sustainable development: § Living within environmental limits; § Achieving a sustainable economy; and § Ensuring a strong, healthy and just society.
We say that to sustain the Lake District, we must bring together all the elements. By this, we mean the economy, the environment and our communities being treated as one – no single element can be managed alone. Issues will be addressed jointly by the organisations and people who care for the Lake District through the Partnership. A key consideration will be how the National Park adapts to and mitigates climate change –a cross cutting theme which affects all outcomes.
This way of working is clearly supported by the Government’s Circular and Vision for National Parks (Annex D). The Government believes early progress towards achieving its Vision for National Parks can be made by focusing on the following outcomes in the next five years:
• a renewed focus on achieving the Park Purposes; • leading the way in adapting to, and mitigating climate change; • a diverse and healthy natural environment; • enhanced cultural heritage; • inspiring lifelong behaviour change towards sustainable living and enjoyment of the countryside; • fostering and maintaining vibrant, healthy and productive living and working communities; and • working in partnership to maximise the benefits.
2.2 Financial commitments
All our work must offer value for money and be productive. We have to deliver actions efficiently. The significant strain on public sector finance, which will continue throughout the life of this plan, makes it more important than ever that we cooperate.
At the time we wrote this plan, Government was completing its Comprehensive Spending Review; its review of financial support to many of the organisations in the Partnership. It is likely that some actions will need to be re-considered or re-prioritised once we know the outcome.
We have already agreed to review the Partnership’s Plan every year so we can be clear about its commitments and monitor action. This yearly review will also ensure the Plan clearly states what has been affected by financial and organisational change.
2.3 Key delivery aims
We have developed delivery aims to realise the Vision. These help direct our actions over the next five years. We have also agreed indicators of success and respective targets to help us know those delivery aims ar being achieved. These are contained in Part Four.
17 A prosperous economy
The outcome: Businesses will locate in the National Park because they value the quality of opportunity, environment and lifestyle it offers – many will draw on a strong connection to the landscape. Entrepreneurial spirit will be nurtured across all sectors and growth and traditional industries maintained to ensure a diverse economy.
Key delivery aims are:
PE1 Adopt a proactive, consistent and inclusive approach to planning.
PE2 Connect the special qualities of the National Park, including landscape features and cultural heritage, to the economy through imaginative approaches, including use of traditional skills.
PE3 Maximise the opportunities for the National Park to support the regeneration of Cumbria and wider regional or national initiatives.
PE4 Actively support land managers in the task of sustainably managing the landscape: delivering environmental and economic benefits for themselves and the wider community.
PE5 Promote growth of an integrated economy which nurtures vibrant, diverse and high value businesses and enables them to meet market demands, such as use of low- carbon and digital technologies.
PE6 Encourage small businesses and entrepreneurial aspirations to develop by providing appropriate support.
18 World class visitor experiences
The outcome: High quality and unique experiences for visitors within a stunning and globally significant landscape. Experiences that compete with the best in the international market.
Key delivery aims are:
VE1 Promote a welcoming National Park for all, which encourages people to visit again.
VE2 Enhance the quality and diversity of the visitor's experience through improvements to accommodation, attractions, public realm and visitor facilities.
VE3 Encourage opportunities for sustainable tourism, such as visitors staying longer, spending more on local goods and services, contributing to local communities and using public transport.
VE4 Celebrate and protect what is special about the Lake District by promoting and restoring its rich cultural heritage and wildlife, local traditions and products.
VE5 Making the most of the landscape and nature as the backdrop for outdoor leisure experiences for all, particularly the next generation of returning visitors - from relaxing and tranquil to adventurous and exhilarating.
VE6 Engender pride and responsibility and opportunities for scientific research, securing the long term sustainability of the special qualities of the National Park.
19 Vibrant communities
The outcome: People successfully living, working and relaxing within upland, valley and lakeside places where distinctive local character is maintained and celebrated.
Key delivery aims are:
VC1 Develop and deliver balanced employment and housing opportunities that enable people to live and work in the community.
VC2 Ensure effective access to a broad range of life long learning opportunities.
VC3 Enable communities to influence and work with others to support the retention of local services and ensure access to essential services, such as health, information technology, childcare and support for the elderly.
VC4 Provide an integrated transport network which offers attractive alternatives to the car.
VC5 Help people within the National Park have a sense of belonging and pride - understanding the distinctiveness of the natural, environmental and cultural heritage of their area and contributing to its future well-being.
VC6 Involve communities, particularly children and young people, to help develop communities which are sustainable for future generations.
20 Spectacular Landscape, Wildlife and Cultural Heritage
The outcome: A landscape which provides an irreplaceable source of inspiration, whose benefits to people and wildlife are valued and improved. A landscape whose natural and cultural resources are assets to be managed and used wisely for future generations.
Key delivery aims are:
SL1 Ensure change strengthens the character of the Lake District's landscapes, whilst sustaining cultural heritage and natural resources to deliver Ecosystem services.
SL2 Protect and restore natural water features through whole catchment management.
SL3 Create a joined up approach to manage and enhance cultural and natural features, habitats and wildlife.
SL4 Mitigate against climate change in line with national carbon budgets and develop strategies and actions to adapt to climate change.
SL5 Improve the quality of the built environment, promoting innovative, high quality and sustainable design which takes inspiration from its surroundings.
SL6 Ensure that residents and visitors appreciate the importance of environmental protection by improving access, understanding, enjoyment, education and health.
21 PART THREE - How we are going to realise the Vision
This part is our Action Plan, structured according to the Vision’s four outcomes. We look at the issues being faced and propose actions (table format)
We have set out the key topics setting out the facts and challenges, recent activity and successes, opportunities and identify key partners. Then we identify strategic activities for the next five years before focusing on detailed actions, the majority of which we expect to deliver over the next two years.
We recognise that strategic activities and actions may be relevant to several outcomes. To avoid duplication we only record actions once, using a ‘best fit’ approach.
Each action has a summary of: § what we will do; § how we will do it; § when we will do it; § the lead organisation and partners; and § key milestone.
22
What does it look like now – Special Qualities and key drivers for change
Where do we want to be -? Vision and Key Delivery Aims
Prosperous Economy Visitor Experience Vibrant Communities Spectacular Landscape
Topics such as business and Topics such as Outdoor Topics such as housing and Topics such as Climate Employment, Farming Recreation, Interpretation transport Change, Biodiversity, culture Facts and Challenges Facts and Challenges Facts and Challenges Facts and Challenges Activity and successes Activity and successes Activity and successes Activity and successes Opportunities Opportunities Opportunities Opportunities Key Partners Key Partners Key Partners Key Partners
Strategic Activities (x6) Strategic Activities (x6) Strategic Activities (x6) Strategic Activities (x10)
Detailed Actions Detailed Actions Detailed Actions Detailed Actions
Performance Measures Performance Measures Performance Measures Performance Measures
23 Prosperous Economy – Issues and Actions
The Prosperous Economy features:
• Farming and Forestry; and • Employment and Business.
3.1 Farming and Forestry
3.1.1 Facts and challenges
• Protecting and enhancing the National Park cannot be done without farmers and land managers.
• In 2008, there were over 1200 active farms in the National Park. In Cumbria, agriculture (including forestry and fishing) directly employs around 13,000 people. Its indirect contribution to other sectors is higher, such as agricultural engineering, construction, transport, and food processing.
• Much of Cumbria’s agricultural land is designated as a Less Favoured Area (of which about 90% is within the National Park) and is characterised by extensive beef and sheep production.
• Farming and land management have created many of the Lake District’s special qualities: the character of the cultural landscape and its biodiversity; farm woodlands and the open nature of the fells. Just over half of the National Park is registered as agricultural land in 2002 (Source: Defra Agricultural Census). But the structure of farming is changing and a range of global economic pressures makes income from farming unpredictable.
• The impact of farm payment reform and changes in the global economy mean we must identify changes quickly and effectively. We can then ensure appropriate action to support sustainable farming activity.
• Whilst farming experienced a marked recovery in 2009/10 farm incomes in Less Favoured Areas * remain low. Overall income for grazing livestock farms within the Less Favoured Area in 2008/09 was £17,100. Whilst there are some signs of recovery in the red meat sector at present, it is critical to recognise the potential, dramatic effect currency fluctuations can have on export trade and support payments. Currency trends have helped agriculture, making competing imports more expensive and increasing the value of support payments (made in Euros). However, this means that as sterling strengthens following recovery in the wider economy, farm incomes may drop again. There is further uncertainty as agricultural policy and support systems are set to change from 2013, with more debate on how Common Agricultural Policy reform should evolve. This is an issue that significantly impacts on farming structures and the ability to maintain appropriate land management. We might see ad-hoc farm restructure and farmers unable to maintain appropriate stocking levels, particularly on commons. This would have some negative effects.
[* In many areas across Europe, agricultural productivity is geographically and economically marginalised due to natural disadvantages. Such areas are defined as ‘Less Favoured Area’ (LFA).]
24 • There are also challenges from loss in biodiversity and water quality; for example, in the number of species rich hay meadows; as a result of production led farming. There could also be a link between modernisation of farming practices and detraction of visitor experiences.
• Farming businesses need to adapt to climate change, in particular flooding and more extreme weather patterns that are sustainable for the future.
• Agriculture is characterised by an ageing workforce. Wages are low when compared to other industries. The problem is more acute in Less Favoured Areas and it is difficult to attract young people into the industry. A lack of housing availability and relatively low farm rents causing less incentive to leave, mean there is an intensification of barriers to new entrants.
• About 11 per cent of the National Park is woodland, a combination of ancient, natural and plantations. Managed woodlands have been part of the Cumbrian landscape for over 200 years and Grizedale and Whinlatter forests are some of our most popular tourist destinations. Traditional woodlands play an increasingly important role in sustaining livelihoods through coppicing, biofuel production and green woodworking. Forestry delivers multiple benefits from flood control, landscape enhancement as well as health, education and well being qualities. And much of the woodland in the National Park is an untapped economic resource.
• In 2005, 178,532ha of the National Park were within Environmentally Sensitive Areas. The key landscapes under agreement are: o Heather and ‘white’ fell 91,741ha o Woodland 2,458ha o Meadowland 765ha
• There are currently more large and small farms than medium-sized farms, as farms amalgamate and farmhouses are sold on, often to second homeowners. The challenging landscape of the Lake District makes farming labour-intensive.
• An important part of farming is also the unique cultural heritage it has brought, and continues to bring, to the area including skills such as construction and repair of stone wall.
3.1.2 Recent activity and successes
Farming and forestry are major land uses across most of the area. Most public financial support is linked to environmental enhancement, delivered by farmers, foresters and land managers. At its peak, the Lake District Environmentally Sensitive Area, which started in 1993, covered 245,390 ha. Ten year management agreements, which end in 2013, have funded millions of pounds worth of projects including grazing reduction, commons management, restoration of farm buildings, hedgerows, stonewalls and tree planting. The Environmental Stewardship Scheme replaced the ESA in 2005 and more than 42,718 ha are already in the scheme, with a further 103,064 ha in ESA (as of August 2010). There is also Rural Development Programme for England funding, through Cumbria Fells and Dales Local Area Group.
The Forestry Commission provides important data on the size, location and composition of woodlands that forms the foundation of much research. Statistical analysis and data management, surveying and computer modelling are crucial; they ensure our woodlands contribute effectively to climate change management, biodiversity, economic viability and social value. 25 We will measure the percentage of the National Park which is being managed in line with National Park objectives. This will show how well farmers and land managers are protecting and enhancing the special qualities of the National Park. It will also indicate the economic value of these schemes. This will help us understand the link with changes in land ownership, size of farms and availability of workers.
We will monitor the area of land within the Higher Level Scheme, Entry Level Scheme and Organic Entry Level Scheme, looking particularly at changes in environmentally sensitive farming and land management, the farming economy and the structure of farming.
Natural England has completed research into ecosystem services provided by land managers in the Lake District, showing how they are linked to future arguments about the economic benefits to the nation/region. For example, costing the value to the nation of the storage of carbon, the provision of clean drinking water and the value of access, recreation space and biodiversity. These issues have also been highlighted in the recent Commission for Rural Communities Uplands Inquiry Report (June 2010).
Recent successes include:
• Environmental Land Management Service Pilot: a joint venture between the National Park Authority, Natural England and the National Trust We have agreed Conservation Plans with Farmers, leading to an additional £2.5m of grant funding to Lake District Farms for environmental capital works. The SCAMP project and National Trust’s Whole Farm Planning scheme also provide support to farmers. • Rural Development Programme for England: Cumbria Fells and Dales Local Action Group aims to draw down £8.1million up to 2013 to strengthen the upland economy, focussing in particular on improving the profitably of the farming and forestry sector and expansion of micro enterprises. • Cumbria Rural Enterprise Agency: Cumbria Farm Link. CFL advisers provide support to the England catchment sensitive farming delivery initiative by visiting farms in the priority catchment areas, highlighting issues and opportunities and delivery at farm demonstration events • The Sustainable Catchment Programme: a United Utilities /RSPB partnership which is delivering landscape-scale change across 15,000 hectares of water catchments (Haweswater and Thirlmere) • The Lake District Osprey Project: attracting 100,000 visitors a year and has £2million benefit to the local economy • Wood fuel - Cumbria Woodlands: a project which has delivered advice and support to over 30 farmers and woodland owners on the economic opportunities of woodfuel and advice and technical support to over 80 individuals, businesses and organisations on the opportunities of woodfuel energy. Cumbria now has 12 commercial wood-chip systems.
3.1.3 Opportunities
The strong link between farming, food production and tourism provide a value chain for farmers. Yet the opportunity need not be confined to markets in and around the Lake District, which are seasonal. Consumer interest in foods with provenance is growing. As a nationally recognised region the Lake District has the potential to export high quality food to national and international markets. This would continue a trend already started, for example, through Herdwick Direct and the sale of National Trust beef in local shops.
The Lake District features two world-class forests at Whinlatter and Grizedale. In addition to forest products they offer destinations for the arts and adventurous recreation. They provide visitors with walking, cycling and sculpture trails in a beautiful woodland setting.
26 There are also opportunities for making greater use of under managed woodlands and adding value to locally produced wood based products.
Maintaining traditional skills is important. They add local distinctiveness, provide links to our heritage and create jobs. Farming skills and associated tasks such as animal husbandry, dry stone walling, fencing, drainage and water courses are essential to this cultural landscape. There needs to be a supply of local materials to support building traditions, for example from the protection of slate quarries and stone extraction.
There are opportunities to improve economic links to areas surrounding the National Park which does not constitute an economy in its own right. Cross boundary working is essential.
Above all, it is important to note that much of this plan can only be delivered if farmers and other land managers work from the foundation of a sound and viable business model. Innovative and progressive agriculture will be key to delivering all four outcomes of the Vision for the National Park.
3.1.4 Key Partners
Farmers, National Farmers Union, National Trust, United Utilities, Country Land and Business Association, Natural England, Forestry Commission, Cumbria Rural Enterprise Agency, National Park Authority, Federation of Cumbrian Commoners, Royal Society for Protection of Birds, Cumbria Farmers Network, Action with Communities in Cumbria, North West Upland Farming Forum and Cumbria Woodlands are all working to support farming and forestry.
3.2 Employment and business
3.2.1 Facts and challenges
• The population is changing. We need to keep younger people in the area and attract others. But low salaries are part of the problem. This compounds the issue of affordability of housing and destabilises vibrant communities. We want to increase average earnings.
• The Lake District National Park Employment Sites and Premises Study (2007) identified a shortage of available employment land as a barrier to economic growth. We need new employment space, well related to rural service centres. Sites need to be attractive to new businesses and sensitive to the landscape and built environment. And we need to be careful that businesses are not displaced, creating vacant and underused sites. Scarce development land makes the protection of existing employment premises and sites all the more important. If large companies do have to locate outside the National Park, we need to discourage them from locating ‘entirely’ elsewhere thereby retain ‘some functions’ within the Park.
• The University of Cumbria’s decision in February 2010 to change how parts of the Ambleside Campus are used and review the future of the Newton Rigg campus and its farm at Mungrisdale, presents serious challenges to local communities and the National Park as a whole.
• Broadband access is poor or non-existent in many of our rural areas. These areas, whilst demonstrating need from both a social and economic view will always struggle for efficient access due to the number of clients, sparsity and costs of delivery versus revenue generation potential. The challenge is to develop access across the whole of Cumbria by working with a range of partners in innovative ways.
27 3.2.2 Recent activity and successes
The Local Development Framework Core Strategy contains policies with an economic emphasis. These are expected to be adopted Autumn 2010. Other notable actions that show how we are trying to encourage businesses include:
• Planning policies that retain employment land so sites are not lost to other uses such as residential or retail. There is a finite supply of available and suitable employment land in the National Park.
• Green businesses and renewable energy companies are a fast developing sector, which provide jobs such as manufacturing, research and design. Such highly skilled jobs are being encouraged in the National Park.
• An Employment Land and Premises Study has identified a need for 8.6 ha of employment land between 2007 and 2021. The National Park Authority with partners is working up plans for three new business parks as a priority. These could provide between 2.5 and 4 Hectares of this requirement.
• The Allocation of Land Development Plan Document in the Local Development Framework will promote high quality, attractive and sensitively designed business and accommodation on existing or new sites. It sets the context for future employment land provision and site allocation.
• Our Lake District Business Task Force and the presence of two Economic Delivery Boards: Eden and South Lakeland Forward, and Britain’s Energy Coast West Cumbria ensure we understand the needs of businesses.
There is also a range of programmes to support businesses:
• Intensive Business Start Up Programme • High Growth Programme • Accessing International Markets • Enterprise Coaching • Return to Work Programme • Leading Enterprise and Development • Knowledge Transfer Partnerships • Venture Capital Loan Fund • Cumbria Business Environment Network • Cumbria Fells and Dales Local Action Group • Cumbria Asset Reinvestment Trust (CART)
Much research has been undertaken into the state of the Lake District’s economy in recent years. Examples include North West Development Agency’s Economic Futures and the Employment Land and Premises Study 2007.
The ‘World Heritage Status - Is there opportunity for economic gain?’ research (2009) outlined the advantages which can be gained from achieving World Heritage Site Status and the significant economic benefits that can be realised.
The Lake District National Park Partnership Farming and Land Management Sub-Group has worked to develop some key principles which have been included within the strategic activities and actions:
28 • Support farmers, farming communities and land managers in providing public benefits and eco-system services that meet the future needs of society. Public and private sector investment will be harnessed to support this aim.
• Identify, develop and initiate innovative area-focused visions, objectives and action plans for land management in the Lake District, which are responsive to the differing needs, pressures and opportunities of the landscape, historic environment and local communities.
• Support existing and new forms of collaborative working among agencies and farmers and land managers; and support community-driven action towards sustainable farming and land-management in the Lakes
Cumbria County Council will begin a Local Economic Assessment with partners. This should link into the allocation of land for employment and housing within the Local Development Framework.
Recent successes include:
Blencathra Business Centre is an attractively located development designed to provide light industrial units for new and existing small businesses. It offers a range of office support services for clients and free business counselling and advice.
Staveley Mill Yard in the south of the National Park is an acknowledged best practice example of broadening the economic base.
3.2.3 Opportunities
Strong economic opportunities are essential to community sustainability. Farming, forestry and tourism dominate local employment with associated businesses such as retail and food and drink. We depend on the distribution, hotel and restaurant sector. Almost half of all our economic activity is directly or indirectly linked to tourism. Agriculture holds the key to managing much of the land but only employs 8 per cent of the workforce, and is a much less important source of income. However, there is incalculable value from the management of land as a backdrop for other business sectors and equally untapped potential through delivery new priorities such as carbon reduction/sequestration.
Cultural industries associated with the special qualities of the National Park are recognised increasingly. In Keswick the theatre is the largest employer. As technology and communication improves, for example, broadband connection, the barriers to business location break down.
Additional growth in high value economic sectors such as information and communication technology and financial services will increase employment and incomes. But they need high quality accommodation. The National Park must establish a modern commercial face.
High levels of entrepreneurship and home working create the potential to grow high technology, high skill businesses. Home working will be facilitated through competitive comprehensive broadband connections. Businesses could grow significantly while reducing their impact from commuting.
Opportunities such as Britain’s Energy Coast, integrated with the National Park-based green and renewable technologies, link the economy with the environment. Equipping the workforce with the skills employers need will be important to future growth. Business support will increase productivity and competitiveness. 29 During 2009, partners conducted extensive research into current and future skills requirements across Cumbria, including the National Park. This work looks five, ten and twenty years ahead based on current intelligence and the aspirational scenario envisaged where the whole economy of Cumbria grows on the back of new opportunities in the energy sector, sustainable construction and tourism amongst others. Within this work, the role of traditional skills is recognised to support the increasing demands on the both the built environment and our outstanding natural environment.
Whilst the research does not exclusively cover the National Park, it provides sufficient detail to understand the differing skills requirements over time in each district of the County. Partners are using this research to pro-actively manage the provision of skills at all levels for all.
Currently, through the Cumbria Employment and Skills Board, the Further Education Colleges and the University of Cumbria and other learning providers are preparing detailed action plans to ensure that we meet the needs of both the County and those needs identified at a local level.
3.2.4 Key Partners
The National Park Authority, Cumbria Tourism, Cumbria County Council/Cumbria Vision and the Delivery Boards are the core partners driving this theme. Other partners include private developers, the Skills Active and National Skills Academy and Development Agencies such as South Lakes Development Trust.
Partners in the Keswick Business Improvement District have been working together on their town vision.
3.3 Strategic Activities
Six Strategic Activities have been developed under this outcome of the vision, as follows:
Prosperous Economy
1. Maximise business development in rural service centres
2. Develop a stronger digital infrastructure
3. Maximise economic opportunities from developments outside the National Park whilst protecting the special qualities of the National Park
4. Support the farming community to adapt to changing circumstances
5. Develop renewable energy capacity
6. Provide opportunities to develop skills
30 3.4 Prosperous Economy – Actions for 2010/11 and 2011/2012
Action Action How Complete Lead Partner Other Partners Milestones No. by
1. Strategic Activity - Maximise business development in rural service centres 1.01 Develop employment sites for Development of at least three business areas 2013 Cumbria Vision LDNPA, Delivery By Winter 2010 complete investigations of small businesses providing workspace to help foster Boards, NWDA, sites at Keswick, Portinscale and Troutbeck entrepreneurialism and enterprise. Each CCC, SLDT, Cumbria Bridge. Three Business areas established by development will have a Travel Plan and will Constabulary 2013. 4000 sq m of space and circa 120 jobs. be marketed to encourage businesses that Businesses set up in three new Business connect to the special qualities of the National areas by 2015. NWDA assistance with Park. feasibility but may be dependent on longer term funding which is not secure at time of writing. Integration of new sites with crime reduction initiatives. 1.02 Increase availability of Adopt the Allocation of Land Development Plan 2012 LDNPA LDNP partnership, Approval of Core Strategy by October 2010 employment sites and help Document and identify land for business use, Local Community securing intent to do allocations development diversify the economy identifying sites where the landscape can plan document. Submission of Allocation of accommodate development in Rural Service Land Development Plan Document to Centres or adjacent villages. Community led Secretary of State by 2012 including review of plans as a key means to bring forward potential existing employment allocations and including sites. new allocations. Adoption of Site Allocation of Land Development Plan Document by April 2012. We have allocated sufficient land to meet our housing and employment provision target for the next 15 years 1.03 Develop Windermere and Using experiences from Keswick, the first rural 2013 SLDT Cumbria Fells & BID organisation established by 2011. Bowness Business Business Improvement District in the country, Dales RDPE Local Improvement District (BID) deliver a BID for Bowness and Windermere, Action Group, Lakes creating a strong positive commercial Hospitality environment, celebrating local distinctiveness. Association, Windermere & Bowness Chamber of Trade, Private Sector, Specialist advice from Keswick representative, SLDC, Cumbria Vision, CT, Delivery Boards
31
Action Action How Complete Lead Partner Other Partners Milestones No. by
2. Strategic Activity - Develop a stronger digital infrastructure 2.04 Lobby to ensure that rural We will work with all agencies and private 2012 Cumbria Vision NWDA, Service The Government's Digital Britain White Paper communities have strong mobile sector to ensure that any opportunity to further Providers, CLA, ACT, outlined a commitment for a broadband and broadband connections develop broadband, mobile phone coverage local communities. connection of at least 2Mbps across the UK. and next generation access are exploited within the changing landscape of Government policy. Ensure deployment can proceed as quickly as possible; working to ensure planning approvals are made as soon as possible within statutory guidelines; granting way leaves when appropriate 2.05 Require new builds to have Require new developments to include ducting 2012 Cumbria Vision NWDA, Service Allocations of Land Development Plan digital infrastructure for to allow fibre to be connected. Providers, CLA, Document to include requirement for broadband LDNPA appropriate ducting to be part of infrastructure requirements; and to adopt as good practice in the interim. 3. Strategic Activity - Maximise opportunities from developments outside the National Park whilst protecting the special qualities of the National Park 3.06 Facilitate the west coast of Encourage the development of infrastructure 2012 CCC/Copeland Allerdale BC, SLDC, Agree with partners a preferred route for the Britain’s Energy Coast West which maintains the special qualities of the Borough Council LDNPA, National Cumbrian 400kv Circuit, including possible Cumbria aspirations where National Park whilst not jeopardising the Grid, FLD, NE, CWT, compensatory measures within the National compatible with the vision for economic viability of the proposals. Use the Private Sector Park the National Park Landscape Character Assessment as a way of testing any development through a sequential approach linked to the LDF Core Strategy.
32
Action Action How Complete Lead Partner Other Partners Milestones No. by
4. Strategic Activity - Support the farming community to adapt to changing circumstances 4.07 Maximise economic and Through partnership delivery, work with land 2014 Natural England FC, , NWDA, Annual reporting to LDNPP on Programme environmental benefits from managers to protect and improve biodiversity, LDNPA, NT, CWT, delivery within the National Park (including RDPE (Rural Development natural resources, access, cultural heritage EH, NFU, RSPB, actual spend and outputs) Programme for England) and landscape through Environmental FLD, CCC programme and Axis 2. Stewardship, Woodland Grant and the continued rollout of RDPE Schemes through the Cumbria Local Action Groups. Natural England and Forestry Commission support the environmental aspects of RDPE. Support farm diversification and adding value to agricultural and forestry products. 4.08 Develop the Environmental Land Expand the Environmental Land Management 2011 LDNPA FC, NT, NE, RSPB,, Agree revised ELMS by 2011 to ensure ELMS Management Service Service to work with land managers on both Cumbria delivery from April 2011 onwards. Numbers of agri-environment and woodland grant schemes Constabulary HLS applications that ELMS delivers by March 2011 (currently 30 targeted). 4.09 Work towards sustainable land Advocate the benefits of sustainable upland 2013 NE NFU, RSPB, NT, Milestones need to reflect the CAP reform management in the future management and the role of hill farmers in FLD, ACT, NWUFF system. providing economic social and environmental benefits in order to gain public support and generate environmental improvements in the future. 4.10 Work with farmers to identify Work with the farming community through the 2011 LDNPA National Trust, Hill Establish a new Farming and Forestry Task and resolve issues affecting Valley Planning mechanisms to maximise Farming Gathering, Force Group agriculture viability of farming and forestry/woodland land ACT, NFU, CLA, NE, use and management, for example in relation FC to planning, succession planning, farm diversification and rights of way and access land. 4.11 Encourage best practice in farm Promote successful farm diversification 2011 NFU and CLA National Park Convene a Seeing is Believing day for the diversification schemes to share good practice. Authority, CT, NE, Partnership to demonstrate successful farm Cumbria Fells and diversification within the Park by June 2011. Dales Local Action Publish good practice advice on NFU website Group by 2011.
33
Action Action How Complete Lead Partner Other Partners Milestones No. by
5. Strategic Activity – Develop renewable energy capacity 5.12 Investigate establishing a Research how residents may benefit more 2011 Cumbria Vision Cumbria County To report whether a Cumbria Community Cumbria Community Energy directly from renewable energy development Council, LDNPA, Energy Trust is viable by June 2011 Trust either individually through small-scale Eden District Council investment or local community ownership. 5.13 Identify suitable sites for Identify appropriate sites for the development 2012 CCC National Trust, The detailed programme will need further renewable energy proposals of energy from wood fuel, hydro, tidal and United Utilities, discussion during 2010/2011 in the light of wind, solar and anaerobic digestion, working Forestry changes in grant funding, feed in tariffs, with land owners and local communities. Commission, national policy and the position of, for LDNPA, NE, EA, example, the Environment Agency on ACT, RSPB, FLD, planning. Establish programme and have Cumbria Woodlands, demonstration projects in place by 2012 local communities Woodland Delivery Plan target date is 2011. 6. Strategic Activity - Provide opportunities to develop skills 6.14 Establish a Hill Farming Heritage Develop the ambition to create a sustainable 2014 ACT Hill Farming Funding bid submitted to HLF in 2011 Skills Centre in the Lake District Hill Farming Heritage Skills Centre within a Gathering, University Funding secured from HLF and partners working upland farm in Cumbria which protects of Cumbria, Centre established by 2014 and communicates the value of our hill farming Commoners' Number of people undertaking courses by heritage, providing an exhibition and activity Federation, NFU, NW 2015 programme. Upland Farming Forum 6.15 Retain educational uses Ensure this major site is developed 2015 Cumbria Vision LDNPA, NWDA, Agree development briefs for Ambleside alongside other appropriate appropriately, with a primary focus on University of Campus by March 2011 that take into account enterprises for the University of educational uses to maintain the vibrancy of Cumbria, SLDC, CT, the needs of the LDF, the University and Cumbria's Ambleside Campus the local communities. CCC broader community 6.16 Develop exemplary tourism Develop exemplary customer service skills and 2012 CT University of Action Plans from Cumbria Employment and skills and exemplary outdoor local knowledge in the tourism sector through Cumbria, Kendal Skills Board to include activities to support skills relevant to the needs of customer service training, for example College, CV, both sectors. the National Park and wider "Welcome to Excellence". Complement the Business Link, Local Number of people completing ‘Welcome to Cumbria Adventure Capital brand by developing further Community, Excellence’ customer service training. thee skills in the outdoor pursuits sector. Business Champions, Information Centre Providers, Eden District Council
34 World Class Visitor Experience – Issues and Actions
The World Class Visitor Experience features:
• Sustainable Tourism and Visitor Facilities; and • Education, Access and Outdoor Recreation
3.5 Sustainable tourism and visitor facilities
3.5.1 Facts and challenges
• Tourism’s role in the environment and National Park economy is massive. In 2008, 15.3 million tourist trips were made to Cumbria comprising 5 million overnight visitors and 10.3 million day visitors. This generated 28.5 million tourist days.
• More than 8 million visitors come to the National Park each year (source STEAM 2008), spending over 15 million visitor days here. The visitor economy results in direct spending on accommodation, catering and visitor facilities. In 2008, tourism included indirect expenditure of £167 million on local business supporting and serving tourism business. In 2008, the total value of expenditure was £677 million.
• Operating on marginal profitability, many small and medium sized tourism businesses have not matched investment in updated accommodation and facilities with customer expectations. Whilst much of the Lake District has vibrant and interesting settlements and shopping areas, some locations such as Bowness on Windermere and Ambleside need re-invigorating. Many businesses have been reluctant to join the national quality grading scheme because of the initial expense and obligations to continue investing.
• Affordable flights from across the UK allow the customer greater destination choice. The web provides readily accessible information, easier ‘bookability’ and a wide range of accommodation. And many UK destinations, particularly cities, have significantly improved and invested heavily in contemporary marketing campaigns, festivals and events. Despite 20 per cent growth in UK inbound passengers over the last five years Cumbria has seen no significant increase in overseas visitors.
• Sustainable Tourism is built into the current and future policy framework in the Lake District in a number of ways: o The Good Practice Guide on Planning for Tourism supports the principles of sustainable development for tourism o The Department of Culture Media and Sport has published a document: ‘Sustainable Tourism in England: A framework for action’ o The emerging Lake District Core Strategy (2010) o Many private sector businesses now recognise the value sustainable and green measures can have for their business and a number of case studies exist. A number are illustrated within the ‘Low Carbon Lake District’ report (2008).
• Sustainable Tourism is not a new theme for the Lake District and it features prominently in both policy and in existing action plans:
o Adopting sustainable tourism as a brand is key to influencing a vast audience about sustainability generally. The English National Park Authorities Association has adopted a Position Statement on Sustainable Tourism that includes the following definition:
35 ‘any form of development, management or tourist activity which ensures the long-term protection and preservation of natural, cultural and social resources and contributes in a positive and equitable manner to the economic development and well-being of individuals living, working or staying in protected areas.’
o The Lake District Sustainable Transport Framework includes proposals that will influence sustainable transport choice for visitors and local people. These will be included in the Cumbria Local Transport Plan in 2011.
o Individual pilot schemes such as ‘Give the Driver a Break’ and the B4 network (boats, boots, bikes and buses) have already been delivered.
o Sustainable transport features as a key driver in the Windermere Waterfront Programme
3.5.2 Recent activity and successes
In the last ten years, research has identified much of the Lake District’s visitor offer and the quality of its core service centres as ‘tired and faded’. They need rejuvenating. The Lake District Economic Futures study (NWDA) is a key study.
Cumbria’s vision for tourism, proposed in Cumbria Tourism’s strategy (‘Making the Dream a Reality: 2008 – 2018) states:
In 2018 Cumbria, as well as being known for world-class landscapes, will have an unrivalled reputation for outdoor adventure, heritage and culture with a year round programme of events. Our accommodation, our food, our public realm and our customer service will reinforce our reputation as the number one rural destination in the UK.
Cumbria Tourism’s Adventure Capital UK Strategy (2009) priorities for action include:
• Landscape - the core: Develop the tourism industry so that it returns an appropriate investment into its core asset: the landscape
• Outdoor adventure, heritage and culture, food & drink and events - the visitor experiences. Develop those experiences that sit well in our landscape and will attract visitors to Cumbria and give them opportunities to spend money.
• Accommodation, public realm and customer service - the basics: Invest in those parts of the visitor experience that (while they are not the main reasons for people to come here) will, if we do them well, make sure our visitors have a great time. And vitally we need to make sure that people are able to get to, and around, the county easily by road, rail and air and sustainable transport alternatives.
• Marketing - the means to an end: Distinctive marketing to re-establish Cumbria’s leading tourism brands as appealing, modern destinations. We need to focus on the right people with a strong offer and persuade them to come here – for the first time or time and again – never forgetting they could so easily choose somewhere else. The Adventure Capital Initiative and the development of the Moot Hall as an Adventure and information Centre is an example of what is possible.
• Sustainable transport: The development of sustainable travel, including walking and cycling 36 Underlining these five priority actions and this vision is a commitment to quality and sustainability. The aspiration is to increase the volume of visitor trips from 15.3 million to 17 million in Cumbria. But the majority of this growth is expected in areas outside the National Park, with the economic benefit to the Lake District coming from existing visitors staying longer and spending more.
Recent successes include:
• During 2008-09 significant strides have been made to progress major signature projects; there has been major investment and quality improvements in visitor accommodation through the Tourism Connect programme and improved leisure facilities in Grizedale and Whinlatter Forest Parks.
• The establishment, growth and recent reconstitution and branding of Nurture Lakeland as a pioneer of visitor payback (formerly the Tourism and Conservation Partnership).
• In the public realm, we have seen improvements to Derwentwater foreshore and Keswick Town Centre, and Windermere’s Crescent Road.
3.5.6 Opportunities
Tourism development in the Lake District must always ensure a balance between visitor demands and sustaining the cultural landscape it ultimately trades upon. And it must benefit the communities that host our visitors.
Most arrive by private vehicles but we want to increase opportunities for other practical and enjoyable ways to travel around the National Park. We want to focus new tourism development where there are well established sustainable transport options; thirteen rural service centres are identified in the Local Development Framework with Ravenglass and Pooley Bridge.
A world class experience for visitors means improving quality across all types and prices of accommodation and facilities. The National Park must, however, remain accessible and relevant to all in society. Not only must the high star rated hotels offer internationally competitive experiences, other accommodation and facilities including guesthouses, camping and caravan sites, should also offer high quality.
The Windermere Waterfront Programme is the most prominent regeneration project in the Lake District and is a flagship for delivering a world class visitor experience in a cluster of locations in the centre of the National Park. Delivery will ensure Lake Windermere is at the heart of a destination providing a sustainable, world class visitor experience. The Waterfront Programme presents a great chance through redevelopment and enhancement to build in sustainability. This supports the notion that sustainable tourism through our built environment and facilities can respect local cultural heritage while having minimal impact on the landscape.
The National Park’s distinct seasonal visitor pattern has changed in recent years with a trend towards a lengthening season. Visitors increasingly take short breaks throughout the year. This trend benefits employment and supports local businesses all year round. But we also need to ensure there is not excessive use of sensitive areas or diminish the value of tranquillity.
Targeted industry support ensures we meet expectations, compete with UK and global destinations and play our part in tackling climate change. Nurture Lakeland, the Friends of the Lake District and the National Trust’s Lake District Appeal offer visitor’s important ways to contribute to conservation. 37
Businesses can do the same to encourage visitors and show their own commitment to the local landscape. But many need advice and assistance in sustainable business practice, such as purchasing from local sources and reducing energy use and waste.
We will address serious and chronic problems of inadequate, outdated sewerage in towns such as Bowness on Windermere to show we are serious about creating a ‘world class visitor experience’. Increasingly frequent flooding with foul sewage is unacceptable. If visitor needs and expectations are not met then they will go elsewhere. This is particularly true of higher spenders. We need essential facilities such as visitor information and public conveniences. And we want quality facilities on offer at other major tourist attractions.
There is growing interest in National Parks as UK holiday destinations – or ‘staycations’. But it is an economic opportunity that reinforces the need and urgency for significantly improved public infrastructure while sustaining our spectacular landscape, wildlife and culture.
Visitors are not confined to those who come for leisure. There is a long tradition of scientific visits from all over the world, for example, to the Freshwater Biological Association with its global reputation for important and innovative freshwater research. Geologists, botanists and other scientists in the terrestrial environment field also help to sustain high quality research facilities and their well paid jobs.
We have wider social responsibilities and need to give people from cities and West Cumbria the opportunity to experience the National Park. ‘World class experiences’ does not simply apply to an international audience. Local residents do not always seem to value the area or contribute their experience and local knowledge.
3.5.7 Key Partners
Partner agencies, often fronted by Cumbria Tourism and National Park Authority in conjunction with the Regional Development Agency have with partner agencies, commissioned Masterplans and public realm enhancement projects in many rural service centres and at key visitor facilities. Keswick and Windermere have seen their townscapes and environments improved. Cumbria County Council as Highways and Transport authority. There are also many organisations that are providing the facilities, managing the landscape and hosting activities that visitors enjoy.
38
3.6 Education, access and outdoor recreation
3.6.1 Facts and challenges
• In the National Park there are over 3,000 kilometres of rights of way and access land covers over 50 per cent of the total land area.
• The Cumbria Countryside Access Strategy, published in 2005, aims to improve access for all, enabling people to enjoy the countryside whilst conserving its landscape, ecology and cultural heritage, and improving quality of life in relation to health and climate change benefits of encouraging people to walk and cycle.
• In 2007, the National Park Authority established the Windermere Lake User Forum, to advise and guide delivery of the Windermere Management Strategy.
• In the National Park, over 5000 school children and 100 Trainee Teachers take part in experiential activities and curriculum based learning modules provided by the Field Studies Council, each year.
• In 2009 the number of visitors attending National Park Authority events was 27,000. Within that were 380 volunteer led activities.
• There are 17 Outdoor Activity Centres in the National Park, all offering a range of nationally accredited governing body awards.
3.6.2 Recent activity and successes
An annual action plan of improvements is being implemented to improve countryside access. Some elements of the Rights of Way Improvement Plan 2007, such as strategic cycle routes and hubs, will be included in the Local Transport Plan 2011. These will improve links between the public transport network and walking and cycling routes.
The GoLakes and Lake District Outdoors websites and complementary printed material provide the opportunity to spread visitors geographically. Cumbria Tourism is leading work to make Cumbria / the Lake District the Adventure Capital of the UK - the first choice UK destination for outdoor sports and adventure and, with it, more jobs and investment in the industry.
In 2005 the National Park Authority surveyed the needs and preferences of existing and latent countryside access users, such as walkers, cyclists and horse-riders. This improved our picture of what different countryside access users want and formed the basis for the Rights of Way Improvement Plan.
In 2009 the National Park Authority researched how people use the Lake District's lakes, rivers and coast, to help identify our aims for water-based access and recreation. A strategy and annual action plan was agreed in December 2009. This takes account of the Marine Act, which anticipates improved access to coast, and the Environment Agency's North West Water-Based Recreation Strategy.
Recent successes include:
The Miles without Stiles project has created 39 routes suitable for people with limited mobility. Wheelchair users, families with pushchairs, dog walkers with less active dogs and the visually impaired can choose a range of routes.
39
The National Park Authority’s Learning Service contract with Field Studies Council has developed free local schools work, forming in depth long term relationships with Cumbrian schools balanced with charged environmental modules, all linked to the National Curriculum.
‘Lakes Alive’ provides a range of new outdoor performance events up to 2012 as part of the Cultural Olympiad. It has successfully raised the quality of provision in this area by bringing together a range of different partner organisations who would not normally work on this type of activity.
Adventure Capital is already developing new hubs at Keswick and supports major events such as the Keswick Mountain Festival, Great North Swim and All Season Fred Whitton cycle challenge.
Seasonal Crag Restrictions agreed with the Mountain Liaison Group are an exemplar for managing conflict of interests.
Flora of the Fells Festival and Environmental Education 2009-2010 and Bassenthwaite Reflections Education Programme both raised public awareness in the value of the uplands, in good land management and linking people’s lifestyles to climate change and water quality.
3.6.5 Opportunities
Our rivers, lakes, mountains, valleys and forests offer something for everyone, from adrenalin sports to the quiet enjoyment of a stroll. This encourages active participation, promotes good quality management and increases appreciation of our impact on the landscape. There are many ways that people enjoy the outdoors and some areas should be kept tranquil. Others may be vulnerable to damage, whilst some are suitable for more wild activities. This planning enables people to enjoy the Lakes in a variety of sustainable ways.
This plan facilitates the development of new outdoor adventure opportunities and adds value to the National Park's natural assets and rich resource of lakes, mountains, rivers, footpaths, bridleways and forests. It balances the need for tranquillity and protects the assets that people enjoy.
There is a marketing advantage to be gained by promoting sustainability in the outdoor market through Adventure Capital. People can learn how to enjoy the hills but also understand that landscape is not free and that they can minimise their impact. And they can put something back in the form of visitor payback. We also want to encourage more local people to use the fells through Adventure Capital.
There are opportunities that come from the various strategic programmes – Bassenthwaite Lake Restoration Programme and Windermere Catchment Programme – which improve assets as well as engage visitors and residents in enjoying and understanding the natural environment.
Education services are provided across the National Park by a number of providers who remain competitive. There are formal and informal opportunities and the ‘Learning outside the Classroom’ manifesto and ‘Every Child Matters’ provides structure.
Alongside facilities for access and recreation, good information enables users and visitors to make the most of their stay. Information provides for a safe and enjoyable visit and assists management.
40 Interpretation is more than information. Understanding the Park is the key to appreciating its beauty and fragility and its need for conservation and protection. Interpretation encourages an awareness of the special qualities of the National Park. To be effective it must be entertaining and stimulating.
The potential to benefit from interpretation can depend on the previous experiences of the user. It is important to use a variety of media and to provide behavioural and emotional learning outcomes. In this way the National Park can become more inclusive with growing awareness and appreciation of the area. The Lake District has the potential to be at the forefront of new multimedia interpretation techniques.
3.6.6 Key partners Cumbria Tourism, National Park Authority, Environment Agency, National Trust, Cumbria County Council, Field Studies Council, Outdoor Study Centres, Royal Society for the Protection of Birds.
3.7 Strategic activities Six Strategic Activities have been developed under this theme:
World Class Visitor Experience
7. Improve the quality of visitors' experience
8. Support the Lake District as the Adventure Capital of the UK
9. Improve and promote access and recreational opportunities to land and water
10. Raise awareness of, and get people involved in, the National Park
11. Increase educational opportunities for visitors and local businesses which lead to their support of the natural environment.
12. Manage recreational opportunities to ensure that the special qualities of the National Park are maintained
41 3.8 World Class Visitor Experience - Actions for 2010/11 and 2011/2012
Action Action How Complete Lead Partner Other Partners Milestones No. by
7. Strategic Activity - Improve the quality of visitors' experience 7.17 Raise the quality of visitor The Tourism Connect Accommodation 2015 Cumbria Tourism Private sector £1m spent through Tourism Connect in LDNP accommodation for all sectors Improvement Programme will raise the quality 15 grants awarded through Tourism Connect. and environmental performance of visitor 10 green accreditation schemes (e.g. David accommodation, leading to economic benefits. Bellamy, GTBS, CBEN) 7.18 Raise the quality of visitor Deliver priorities established in Destination 2015 CV CT, Economic Progress in delivering a range of projects will attractions within the National Management Plan and the Economic Delivery Boards, be reported, including: Park Investment Plan relevant to the National Park LDNPA, Private Sector, CCC, District • Windermere Waterfront Programme, Councils, NT, WWP including: Steering Group, Waterhead NWDA, FC Low Wood Conf. Centre SteamBoat Museum Brockhole The Glebe Southern Node • Lowther • Keswick Museum • Art Roots Grizedale 7.19 Deliver comprehensive modern Advise and coordinate public and private 2012 Cumbria Tourism TIC Operators Agreeing network of key information centres visitor information throughout sector partners in the provision of a joined up (LDNPA, District by 2011. Investigate whether events bookings the National Park. visitor information network. Councils), The Visitor can be integrated with accommodation Information bookings by 2011Programme to improve Partnership, Private information centres across the National Park sector, NT completed by 2012
7.20 Improve coordination of public Establish a joint working group on public toilets 2011 Cumbria Tourism LDNPA, District Establish a Provision Strategy and Action plan toilet provision throughout the across the National Park, bringing together the Councils, other by Summer 2011 National park range of providers. landowners, CCC
42
Action Action How Complete Lead Partner Other Partners Milestones No. by
8. Strategic Activity - Support the Lake District as the Adventure Capital of the UK 8.21 Deliver Marketing and Ongoing development and implementation of 2012 Cumbria Tourism Private sector, local Successfully complete Phase 2 of Adventure Promotion programme (Phase 2) the Adventure Capital project. Joint promotion authorities, LDNPA, Capital March 2012 and Infrastructure Development and implementation of a range of outdoor CV, NWDA, FC, UU, Prepare Phase 3: Capital programme by programme (Phase 3) adventure products. Uni of Cumbria, NT, December 2010 (delivery by 2018) NHS % of visitors doing outdoor activities
8.22 Realise and market the health Carry out research which assesses the health 2011 FLD PCT, NT, ACT, NE Research project established by 2010 benefits of active participation in benefits of the National Park to highlight the the National Park benefits to local people and visitors and indicate future potential 9. Strategic Activity - Improve and promote access and recreational opportunities to land and water 9.23 Re-instating rights of way Replace/repair 194 damaged or missing 2012 LDNPA CCC, NT Replace/repair 194 damaged or missing damaged during floods of bridges. Reinstate, and look to improve, the bridges. Reinstate and look to improve the November 2009 surfaces of 57 damaged paths. Reinstate and surfaces of 57 damaged paths. Reinstate and look to improve the 54 items of damaged look to improve the 54 items of damaged access furniture on paths. All by December access furniture on paths. All by December 2012 (subject to funding) 2012 (subject to funding) 9.24 Ensure efficient serviced Ensure that the Cumbria Countryside Access 2011 CCC LDNPA, YDNPA, Business Plan in place by Dec 2010. Annual delivery by the Cumbria Partnership effectively improves, promotes, Carlisle City Council, action plans developed that identify the Countryside Access Partnership and enhances the quality of the rights of way NP AONB activities that are delivered through the CAA and countryside access land in ways that meet Partnership. Rights of way Improvement Plan the needs and preferences of users and in and its action plans for Cumbria delivered ways that sustainably benefit the local under the CCA Partnership. RoWIP actions economy and delivers wider social benefits. integrated into the LTP3. 9.25 Increase recreation and access Support enhanced recreation and access in 2013 FC NT Number of new trails New mountain bike to woodlands. woodlands through the RDPE supported routes. Increase in accessible woodland (as English Woodland Grant Scheme (EWGS) monitored by Woods for People)
43
Action Action How Complete Lead Partner Other Partners Milestones No. by
9. Strategic Activity - Improve and promote access and recreational opportunities to land and water (cont) 9.26 Review the Windermere Develop the Windermere Management 2011 LDNPA SLDC, UU, EA, CCC Revised Windermere Management Strategy Management Strategy Strategy to compliment work on Windermere completed by March 2011 Catchment Restoration Programme and Windermere Waterfront 9.27 Implement the adopted strategy Monitor action plan delivery to ensure it 2014 LDNPA CCC, NT, EA, Private Monitor action plan delivery to ensure it meets for enhanced public access to meets the needs and preferences of users landowners, Private the needs and preferences of users identified. Lakes, Rivers and Coast by identified. Access to coast on foot to be sector delivery of the agreed annual implemented by Dec 2014. action plans. 9.28 Encourage safe and appropriate Provide proportionate active byelaw 2011 LDNPA SLDC, EA, Police Pilot lake user satisfaction survey on public enjoyment of the lakes enforcement to take place on Windermere, Windermere and help provide environmental Ullswater, Coniston and Derwentwater. protection. 10. Strategic Activity - Raise awareness of, and get people involved in, the National Park 10.29 Run the ‘Western Connections’ Work with young people, families and people 2013 LDNPA CCC, Cumbria NHS, Funding confirmed by end of September 2010 Access to Nature project with a disability in West Cumbria in those NT, Natural England, highlighted as areas of deprivation to provide Howgill Family opportunities to access and enjoy the Therapy Centre National Park.
10.30 Run the Flora of the Fells and Continue Flora of the Fells and introduce the 2013 FLD CWT, NT, LDTCP, Run 180 events as part of Flora of the Fells Farming Landscapes projects. Farming Landscapes Programme which is NE, LDNPA, Cumbria project in 2010. 2,000+ number of people aimed at bringing farmers closer to visitors Farmers Network, attending Flora of the Fells events in 2010. and communities to increase understanding RSPB, CT RDPE funding secured 2010. Number of of how they shape landscapes. farms involved. Number of people involved.
44
Action Action How Complete Lead Partner Other Partners Milestones No. by
11. Strategic Activity - Increase educational opportunities for visitors and local businesses which lead to their support of the natural environment 11.31 Introduce 'Taste Cumbria' to We will work with local food and drink 2013 Cumbria Tourism Food North West, Launch of 'Taste Cumbria' by December 2010. support use of local food and producers and tourism businesses to source NWDA, Cumbria 125 businesses participating in 'Taste drink more local produce and establish a 'Taste' Farmers Network, Cumbria' by 2013 accreditation scheme. Support local primary CV, NW Upland producers to add value to their product Farming Forum, through ‘in-house’ processing. Support NFU, CLA, NT existing niche business to grow and expand. 11.32 Explore direct visitor pay back To investigate the feasibility of visitor pay 2012 Cumbria Vision LDNPA, CT, District A working group to report to the Partnership schemes back schemes, giving visitors a range of Councils, Private by 2011 on the options for Visitor Pay Back opportunities to contribute to the future Sector, Nurture schemes. sustainability of the National Park. This Lakeland, NT,CT scheme may complement the success of the Nurture Lakeland scheme for businesses. 12. Strategic Activity - Manage recreational opportunities to ensure that the special qualities of the National Park are maintained 12.33 Develop a Cumbria-wide policy Provide coordinated advice and guidance for 2011 CCC YDNPA, All Cumbria Event Management Plan Guide / Toolkit for managing large scale event organisers that delivers - best practice, Local Access produced by December 2010. Accreditation recreational events. raises environmental awareness and allows Forums, LDNPA,NT, scheme for event organisers established by for sustainable events that add to participants CT Dec 2011. understanding of the area and provides quality experiences for participants. 12.34 Develop a co-ordinated service Develop a web-based service providing 2012 CCC LDNPA, LDTCP, Web-based event management toolkit and for large scale events information on events, what organisers need FLD, District 'booking' system live by March 2012. to do and how they can qualify for a branded Councils, volunteers, Information and resources portal system live logo approving their event by adhering to business supply by March 2012. sustainability criteria (such as sustainable chains, safety transport) with option to donate to work on management maintaining the landscape. organisations.
45 Vibrant Communities – Issues and Actions
The Vibrant Communities outcome features:
• Supporting Communities; • Housing; and • Transport and Movement.
3.9 Supporting communities
3.9.1 Facts and challenges
• Community led planning is a structured process through which local people: o engage with all parts of their community; o gather evidence about local needs and priorities; and o develop an action plan.
Implementation will deliver the outcomes that local people believe are most important. Action plans will typically identify actions ranging from those with local impact to some of strategic significance. Action with Communities in Cumbria (ACT) recently reviewed the findings of community-led Plans. It revealed that more than half of all actions are or will be taken forward by the communities without external support. This is evidence of the ‘Big Society’ in action: powerful voluntary and community activity that is addressing local needs.
• Vibrant communities need to include children and younger people and many ‘hard to reach’ groups. They are essential to social sustainability.
• Communities also need access to the ‘basic ingredients’, comprising; village halls, places of worship, garages, post offices, schools, training facilities, healthcare, pubs and shops.
• These ‘basic ingredients’ often serve networks of small communities and are essential if communities are to remain vibrant and sustainable. However many find it difficult to retain these services and facilities. The impact of second homes in the National Park, considered in further detail in the housing section below, can mean that settlements suffer a dwindling permanently resident population. This threatens the viability of local schools, health care and other facilities. A lack of effective public transport makes it difficult for some people to reach services in neighbouring towns or villages.
46 3.9.2 Recent activity and successes
A significant number of organisations work together to support communities, developing and delivering community plans. Neighbourhood Forums provide regular contact between the public and these organisations.
Three initiatives currently underway to help support communities in the National Park are:
• The Sustainable Development Fund - With help from Defra, the National Park Authority have a grant scheme to support projects that combine economic, social and environmental benefits and have positive impact on future generations. • The Cumbrian Association of Local Councils – who represent Town and Parish Councils and Parish Meetings in Cumbria. • Cumbria Fells and Dales Local Action Group – this group has established a grant fund with Cumbria County Council and Cumbria Community Foundation (CRISP2) to assist communities sustain services and get access to new services. They also have Axis 3 support through the Rural Development Programme for England until 2013.
Action with Communities in Cumbria’s Cumbria Community-led Planning Database records actions and links them with the strategic priorities that have been agreed at district, county and national levels. The database is a key source of:
• evidence of problems and needs identified at community level; • information about voluntary and community activity in Cumbria that contributes to public sector achievement of strategic outcomes; and • important issues for communities needing the support of public sector partners.
Action with Communities in Cumbria produced a report in September 2009 examining how community plan actions fit with the four key elements of the National Park Vision and the delivery aims.
Recent successes include:
• Dedicated National Park Authority Development Management contacts for cluster community groups. They also offer a dedicated ‘housing co-ordinator’ to help communities find sites for affordable housing in their locality • Funding through the National Park Authority ‘Investing in Communities’ programme towards Community Plan Coordinator posts for clusters community working. Partners working with the Allerdale Parishes of Blindbothel, Lorton, Loweswater and Buttermere (the Melbreak ‘Cluster’) to look at ways community-led planning could help them. There is also success by working with the Derwent Seven cluster of parishes around Keswick and a Mid- and South Copeland cluster of parishes. • ACT offers dedicated support for the management and development of community buildings and operates a small grants scheme to help deliver services and activities connected to them. There are also new Local Area Partnership Areas which support communities and can work to deliver local agendas. • The National Park Authority has awarded Sustainable Development Fund grants to help communities deliver actions or projects, which contribute to their vitality. Projects include Witherslack’s Community Shop and Thirlmere’s Village Hall.
47 3.9.5 Opportunities
The viability and welfare of our communities are the driving force for sustaining vibrant communities in the National Park. And communities often work in partnership where they feel less able to address their concerns alone, for example: § services controlled by public partners but which residents find problematic such as highways and some aspects of environmental management. § more complex and strategic concerns that need to engage several partners such as affordable housing.
Community-led planning is a true ‘bottom up’ approach to identifying and addressing issues and can make efficient use of Council and National Park Authority resources. But ‘bottom up’ community planning is resource intensive and often needs match funding and support.
The Government’s ‘The Big Society’ initiative should support voluntary groups to run post offices, libraries, transport services and shape housing projects. The Eden Valley has been identified as one of four areas in the country to take forward the concept. The project area will be given an expert organiser and dedicated civil servants to ensure "people power" initiatives get off the ground. Initiatives being championed include a local buy-out of a rural pub, efforts to recruit volunteers to keep museums open, support to speed up broadband supply, and giving residents more power over council spending.
3.9.6 Key Partners
Most importantly, the communities themselves. But key partners in the Lake District include the National Park Authority, Cumbria Association of Local Councils, Action with Communities in Cumbria, Local Town and Parish Councils, District Councils, Cumbria County Council, Local Strategic Partnerships, Neighbourhood Policing Teams and Neighbourhood Forums.
3.10 Housing
3.10.1 Facts and challenges
• Adequate housing to meet existing and future need is critical for vibrant and sustainable communities. The National Park profile (Annex B) contains information about the current housing stock. There is also more detail within the Cumbria Housing Strategy (2006/11) and the Local Development Framework.
• Housing sustains individual settlements and hamlets but also preserves the character of places. An area with a declining local population will lose its local distinctiveness and its links with cultural heritage.
• There has been a significant increase in the ratio between earnings and house prices across the area. The Government recommends that the ideal ratio for income to house price is between 2.9:1 and 3.5:1, depending on whether it is a single income or dual income. In the Central Lakes Housing Market Area this ratio is 13.6:1. Young people and newly formed households cannot afford to buy on the local housing market, and they leave. In some places this is particularly stark and must be reversed to help maintain and support our communities.
• The central Lake District has some of the highest house prices in England and the lowest wages. The demand for new affordable housing units is the issue. In contrast the west, influenced by the Energy Coast Masterplan, demand is for higher specification accommodation. We cannot escape the issue of an ageing population and the challenge of providing homes for a changing population. 48 • According to the Cumbria Housing Strategy there are 7374 second homes in Cumbria, the majority – 4136 - are concentrated in and around the Lake District and Yorkshire Dales National Parks. The Strategy has developed a set of indicators to measure the balance of each of the housing market areas in Cumbria. There are nine measures and the one specific to second homes says ‘When second homes form 10 percent or more of the market, this appears to affect the sustainability of any village’.
• There is an issue emerging related to the ageing population. As younger people leave and only richer households are able to buy property for retirement or second homes/holiday lets the percentage of older households will increase. This affects the balance of the communities but the challenge will also be to support households who find themselves increasingly isolated. There is currently no workable mechanism to tackle this issue.
• There is immense pressure on our existing housing stock in many areas. This is partly due to the continuing trends of people moving from urban to rural areas for a better lifestyle and those buying second homes or homes for holiday letting. Earnings in many of our rural areas are lower than in neighbouring urban areas due to the reliance on the tourism industry. This makes it difficult for low waged people to compete in an open housing market. At the same time, some stock of social housing has been bought through the Right to Buy Scheme and there has been limited new provision.
3.10.2 Recent activity and successes
The Cumbria Sub-regional Housing Group has developed a Housing Strategy 2006-11. A Local Investment Plan has been agreed which will be revised in 2011. This identifies a series of schemes with the majority having funded by the Homes and Communities Agency. Future revisions will encourage housing investment across a broad range of housing unit types.
The Lake District Strategic Housing Market Area Assessment (SHMAA, 2009) identifies a need for approximately 2,331 new affordable houses by 2011, yet it will always be difficult to allocate sufficient land and buildings because of our sensitive landscape. This is explained more in the Local Development Framework.
Cumbria Rural Housing Trust, and its Community Land Trust Officer, work to support communities to identify local housing need through housing needs surveys. They also help communities set up Community Land Trusts from community plans.
Extensive research into second homes is being undertaken. This, with up to date housing needs surveys, will provide accurate data about the scale of the issue. The National Park Authority is also identifying land to allocate for housing development (2010).
Recent successes include:
• Funding for a Community Land Trust officer to support Community Land Trusts in Cumbria. These trusts are run by the community, developing social and economic assets from housing schemes to community shops. Community Land Trusts often stem from community plans, develop local support for affordable housing schemes and tie into the Government’s Big Society agenda. • The funding of 34 housing needs surveys, undertaken by Cumbria Rural Housing Trust. • Over the period 2007-2010, 117 housing units were completed.
49 3.10.3 Opportunities
This plan’s approach to housing is to ensure that communities have access to a variety of housing types and tenures to meet identified needs. The emerging Local Development Framework Core Strategy document highlights a lack of affordable housing as the number one complex issue within the National Park, a fact that has been reflected in individual Community- led Plans. Respondents to the Place Survey (2008) stated that affordable decent housing was the top priority in need of improvement.
We must also recognise that this is affordable housing for all people, including the elderly. Projected figures illustrate that in 10 years time 1 in 4 people in rural areas will be of pensionable age. We need to plan for the impact this may have on our communities and develop an agreed approach to this issue. Currently, many elderly farmers for example have nowhere suitable to retire into.
We will work to ensure that rural housing provision does not disappear from the Government’s agenda. We can facilitate joint working, helping to increase land acquisition and ensure new sustainable housing while respecting local character, distinctive design and sensitive locations.
3.10.4 Key Partners
Key partners include the National Park Authority, District Councils as Housing Authorities, Local Strategic Partnerships, Housing Associations, Cumbria Rural Housing Trust, Parish Councils and Action with Communities in Cumbria, Community Land Trusts and land owners.
3.11 Transport and Movement
3.11.1 Facts and challenges
• The National Park is served by roads, bus routes, rail links, cycle routes, bridleways and footpaths, and boats on the four largest lakes. Most people live in our towns and villages but the Lake District’s activities, from farming to tourism, rely on a complex rural network. Access to and within our rural areas is the biggest challenge. Public transport is seasonal and limited to more popular areas. Access to the deeper rural areas and out of season becomes difficult without a car.
• Car ownership is high compared to County and Country averages, but broadly in line with other National Parks. Yet the Lake District’s transport carbon footprint is significantly higher than other National Parks and nearly double the North West’s average.
• Half of personal travel is by residents, mostly for leisure, then shopping and commuting. The other half is visitor travel. Almost three quarters of our 8 million tourists each year are day visitors. Most arrive and travel around by car and sight seeing is one of the most popular activities.
• Despite being rural, with challenging terrain, we have a relatively good public transport network with a wide range of services. But the network is poorly integrated. Our cycle network is fragmented. Most car users say they would like easy opportunities to use their car less, at least some of the time.
• Congestion is common on weekends and holiday periods, particularly on the A591 spine between junction 36 on the M6 to Keswick, and at popular destinations in the central Lake District. This spoils visitors’ enjoyment, residents’ quality of life and affects
50 public safety. People are less likely to take sustainable travel options such as walking and cycling along these routes.
• Car parking provision, pricing and quality is inconsistent, as are associated facilities such as toilets and information.
3.11.2 Recent activity and successes
The Transport Framework for a Sustainable Lake District (2009) is a significant step towards the transformation of the transport system. In 2009, the National Park Authority and Cumbria County Council, endorsed by the Partnership, agreed five priorities for improvement: • Transport hub development • Traffic management • Cycling & multi-user networks • Passenger transport improvement • Alternatively fuelled vehicle networks.
The focus has moved to the development and delivery of projects. Recent successes include:
• The GoNoWLakes integrated travel card, systems and partnerships to allow a single “smart” travel card that will make integrated travel a reality.
• Quality audits – the first national, mainstream auditing pilot of the quality of highway improvement design to ensure that the road character is maintained and enhanced.
• The first detailed transport carbon footprint - to help prioritise projects to optimise their contribution to carbon reduction.
• The multi-operator “B4” network becoming financially self sustaining
• Establishing a Car Parking operating group, which includes LDNPA, Cumbria Tourism and other car-park providers; to improve the quality of car park offer for visitors. This includes standardising charges and signage (whilst retaining individuality).
• LDNPA car-parks are introducing customer service initiatives including new ticketing machines offering flexible payment arrangements such as payment by card and telephone. These new machines can be managed remotely reducing the need to visit individual car- parks on a frequent basis.
3.11.5 Opportunities
The Transport Framework identifies projects that contribute to a sustainable Lake District. It offers opportunities for partners to deliver projects, and for other organisations and businesses to work together.
Several initiatives are now underway, including: • travel hubs in Keswick and Ambleside, and cycle hubs at Staveley and Coniston; • fare and ticket deals to accompany the GoNoWLakes card, for specific users such as residents and fell walkers; and • electric vehicle networks so that visitors can try out the new technology. And local accommodation providers can build them in to travel packages so that visitors don’t have to bring their own car.
51 Cumbria’s 3rd Local Transport Plan will be implemented in 2011. It will be informed by the Transport Framework and Lake District Local Development Framework, meaning that policy and delivery of transport will be aligned between the National Park Authority and the County Council.
3.11.6 Key Partners
Cumbria County Council, Cumbria Tourism, National Park Authority, Sustrans, public and private transport providers.
3.12 Strategic Activities
Six Strategic Actions have been developed under this theme:
Vibrant Communities
13. Develop opportunities for local needs housing provision
14. Review the issue of second homes
15. Involve communities in planning and decision making
16. Helping support local communities
17. Improve support for local community services
18. Deliver a sustainable transport network with quality services - improved public transport provision, car parking and integration of services and transport modes.
52 3.13 Vibrant Communities - Actions for 2010/11 and 2011/2012
Action Action How Complete Lead Partner Other Partners Milestones No. by
13. Strategic Activity - Develop opportunities for local needs housing provision 13.35 Adoption of Core Strategy and Members to adopt final Core Strategy following 2010 LDNPA Adoption of Core Strategy and SPD by Housing Supplementary receipt of binding Inspector’s report. Housing November 2010 Planning Document SPD to be adopted immediately subsequent to Core Strategy 13.36 Increase availability of housing Adopt the Allocation of Land Development Plan 2012 LDNPA LDNP partnership, Document to Secretary of State including sites and help diversify the Document and identify land for business and Local Community review of existing employment allocations and economy housing use, identifying sites where the including new allocations. Adoption of Site landscape can accommodate development in Allocation of Land Development Plan Rural Service Centres or adjacent villages. Document by April 2012. We have allocated sufficient land to meet our housing provision target for the next 15 years 13.37 Develop Community Land Pilot a CLT in South Lakeland in response to 2011 CRHT SLDT, LDNPA, 1 x CLT established in South Lakeland by Trusts (CLT) to own and manage opportunities highlighted through the Cumbria Rural 2011. assets, such as services or Windermere, Bowness and Troutbeck Bridge Housing Trust 2 CLT's in National Park by 2011. buildings Community Plan. Explore potential of further CLTs in other areas of the National Park. 13.38 LDNP Partners to review their LDNPP reviewing land they own or are aware 2011 LDNPA LDNP Partnership List potential sites for affordable housing on land holdings for affordable of that may be suitable for affordable housing. partners land housing 13.39 Continue development and Identify funding opportunities to allow 2015 District Councils CRHT, Parish Maintain up to date housing needs surveys for completion of Housing Needs continued production of up to date housing Councils, LDNPA all localities (on a 5 year rolling programme). Surveys needs surveys across districts. To consider the best method of gathering housing need data for each locality 14. Strategic Activity - Review the issue of second homes 14.40 Analyse data on second home Analyse data on second homes in south lakes 2011 South Lakes LSP Eden LSP,Parish Accurate data available on % of second ownership to ensure we have accurate data to highlight Councils, LDNPA homes across the National Park, at a Parish this issue in the National Park. level.
53 Action Action How Complete Lead Partner Other Partners Milestones No. by
15. Strategic Activity - Involve communities in planning and decision making 14.41 Establish Community Develop, adopt and champion protocols to 2011 Safer and ACT, District LDNPP Protocol written and adopted by 2011 Engagement toolkit involve communities in the preparation of all Stronger Councils, CALC, plans, schemes and strategies. This will be Thematic LDNPA based on the CIEP ‘Community Engagement Partnership Standards for Cumbria’ and it is imperative that it includes engaging young people. 14.42 Strengthen local decision Enable the development of 11 community 2012 Districts and LDNPA, ACT, other 5 within South Lakeland by 2011 making within communities planning partnerships. Including support of Parish Councils agencies 3 within Allerdale by 2012 Local Area Partnerships and locality working 3 within Copeland by 2011 groups. Starting with: - Local Area Partnerships in South Lakeland - Copeland localities e.g.S Copeland, 5 Rivers, North East Copeland - Allerdale localities e.g.Cockermouth, Melbreak, Derwent Seven 15.43 Support the further development Town and parish councils to provide leadership 2015 CALC ACT, Parish/Town 2 x Lake District Parishes,Calc, of Parish Councils in serving in creating sustainable communities. Councils on a LDNPA,LDNPP meetings per year their communities Encourage collaboration, sharing best practice voluntary basis, 2 x planning training sessions for Parish and opportunities to learn about the National LDNPA Councils per year Park 2 x Parish Tours/Seeing is Believing events for Lake District parishes per year 15.44 Develop a follow-on Investing in Write a business case to build on the 2010 ACT District Councils, Business case agreed by December 2010. Communities (IiC) project partnership programme ‘Investing in CCC, Cumbria Rural Decision on future funding opportunities Communities’. Housing Trust, identified by July 2011 LDNPA 15.45 Support Community Led Help communities develop up-to-date plans for 2015 ACT CCC, Parish 29 National Park communities engaged in Planning all rural service centres, villages and clusters to Councils, Local community led action planning by Dec 2010- identify and deliver actions. Communities, 9 cluster or locality based action plan groups Service providers in the National Park by Dec 2010 40 National Park communities engaged in community led planning by Dec 2015 12 cluster or locality based action plan groups in the National Park by Dec 2015
54 Action Action How Complete Lead Partner Other Partners Milestones No. by
16. Strategic Activity - Help support local communities 16.46 Increase the capacity of the Identify opportunities for match funding, based 2012 LDNPA CCC, Other match Amount of match funding gained. Sustainable Development Fund on the model established by NYMNP. funders, NWDA (SDF). 17. Strategic Activity – Improve support for local community services 17.47 Support communities in To roll out innovative schemes such as: 2012 CCC RDPE, Cumbria Number of local services assisted in the retaining local services through - community retail services such as village Community National Park. CRISP 2 (Cumbria Rural shops and post offices. Foundation, Private Amount of grant obtained Infrastructure Support - New and innovative community services Sector, ACT Programme) - ‘Pub is the Hub’ type initiatives - Relocating services into existing premises - Community led renewable energy schemes - enabling planning service (such as employment) 18. Strategic Activity - Deliver a sustainable transport network with quality services 18.48 Communicate transport Publicise the availability of the Transport 2011 Lake District CCC, CT, FLD, Report to the LDNPP an information & aspirations and Strategy and Framework for a Sustainable Lake District to Transport Group Private Sector publicity strategy for transport & travel by develop/implement a marketing residents within the National Park and to all Community Rail March 2011 plan members of the LDNPP Partnerships Develop materials and delivery methods by March 2012 18.49 Consolidate transport hubs Develop and deliver two major sustainable 2013 Lake District Private sector, CCC, Agree locations by October 2010 within the National Park transport hubs’ schemes to serve Transport Group District Councils, Produce development plans by March 2011 Windermere/Bowness and Keswick, minor Community Rail Implement development by March 2012 schemes at another location, and pilot a cycle Partnerships hub at two locations 18.50 Investigate introduction of Agree two areas for Access Management 2012 Lake District CCC, Parish Agree areas by December 2010 Access Management within development, Transport Group Councils & other Develop plans by June 2011 areas experiencing intense car develop and implement plans local interest groups Implement plans (including pilot interventions) pressures 18.51 Extend, and promote the Develop and deliver bridleway and cycleway 2013 Lake District Parish Councils, user Prioritise areas for network development by strategic cycling and horse network improvements by linking with agreed Transport Group groups, private sector Dec 2010, linked to agreed sustainable riding network. cycle and transport hubs and existing regional businesses transport and cycle hubs. and sub-regional cycle routes. Develop component project plans by March 2011 Negotiate route development with Parish Councils and landowners by March 2012 Implement any necessary works on the ground and relevant promotional material and publicity by March 2013 55 Action Action How Complete Lead Partner Other Partners Milestones No. by
18. Strategic Activity - Deliver a sustainable transport network with quality services (contd) 18.52 Improve, where practicable, - Pilot an integrated ticketing system on 2011 CCC LDNPA, Private Single ticket established for use on buses, Passenger Transport provision Windermere Sector, NWDA, CT, boats and trains for use to and around and information - Explore and report to the LDNPP the FLD Windermere by 2011 possibilities of securing Sunday services on the Report to LDNPP on Cumbrian Coast line by Cumbrian Coast line 2011 - Develop a marketing campaign to promote public and community transport. 18.53 Deliver low carbon vehicles Work with tourism providers and electric 2011 Lake District NWDA/LEP, CT, Agree local partnership arrangements by within the National Park. vehicle industry to make electric vehicles Transport Group Vehicle December 2010 available to visitors manufacturers Agree vehicle supply and marketing by June 2011 Launch networks by Summer 2011 18.54 Further improve public car Deliver recommendations arising from the Car 2011 CT CT, LDNPA, SLDC, Successful implementation of parking Parking Study for both visitors and residents. Allerdale, Copeland, recommendations by 2011 Cumbria Constabulary 18.55 Develop further Develop, through consultation, a longer term 2013 CCC LDNPA Framework Review presented to LDNPP by transformational projects more radical Transport Framework for the Lake 2013 District, to roll forward a programme of action beyond those contained in this plan
56 Spectacular landscape, wildlife and cultural heritage - Issues and Actions
The Spectacular Landscape, wildlife and cultural heritage outcome features:
• Climate Change; • Landscape, biodiversity and ecosystem services; and • Cultural Heritage and Built Environment
3.14 Climate change
3.14.1 Facts and challenges
• We want the Lake District to be an ‘inspirational example of sustainable development in action’. We therefore need to address both the effects of climate change today and reduce future impacts. This is one of our greatest challenges.
• Climate change is a key issue for everyone from the small to the large scale; our current context for Climate Change in the National Park is ‘Low Carbon Lake District: Responding to Climate Change in the National Park’. The report assesses the impact of climate change on the Lake District. It looks at the physical effects of climate change and the likely impacts on the society and economy of the Lake District.
• Many partners have signed up to Cumbria’s Climate Change Action Plan.
• Increasingly frequent and damaging flooding hints at what we can expect if we don’t adapt. We will work hard to identify solutions and will be ready to make difficult choices.
• Managing water resources is also likely to be challenging. Our water tends to be associated with designated wildlife sites. More frequent or more severe droughts has potential to affect biodiversity, tourism and development. The West Cumbria Resource Zone is particularly vulnerable to drought.
• There will be social and economic implications: greater demand for water from other parts of the UK; and greater pressure on land for agriculture, energy crops and building. Some changes will immediately affect residents and visitors. Others will be more gradual or subtle, such as the loss of species and habitats. The cumulative effect could radically alter the look and feel of the Lake District.
• There are significant challenges from new nuclear build on the coast. There are links to the prosperous economy whilst grid infrastructure requirements may have an impact on the spectacular landscape, biodiversity and ecosystems.
3.14.2 Recent activities and successes
The following policy context is relevant:
• The Climate Change Act is the key policy driver. • UK Low Carbon Transition Plan (published summer 2009) – The UK’s strategy for meeting national carbon budgets, which envisages a significant role for Local Authorities as catalysts of low-carbon action. • Lake District National Park Transport Framework – see Transport section • North West Climate Change Action Plan – sets out the NorthWest regional approach 57 • Vital Uplands – a ‘2060 Vision for England’s Upland Environment’ – developed by Natural England with partners for England’s upland environment in a changing climate. • English National Park Authorities Association Climate Change Adaptation – a template has been produced to assist National Park Authorities and their partners in climate change risk management across a range of themes.
Research for the Low Carbon Lake District ™ was carried out over a period of eight months. Case studies were selected to reflect a range of private, public and voluntary sector initiatives.
Recent successes include:
Ten case studies are presented in the Low Carbon Lake District ™ Report that provide an insight into the good work occurring in the Lake District to help address climate change. In addition:
• Bassenthwaite Reflections provided funding for a demonstration wood fuelled heating system at Bassenfell Manor. • There are also a range of woodfuel case studies by the Forestry Commission: www.forestry.gov.uk
3.14.3 Opportunities
We must keep up to date with the predictions of climate change but also consider the likely impacts on the Park in the future. These include:
• Extreme weather events, including more intense winter rainfall; • Migration of habitats to higher altitudes and resulting loss of reliant species; • Loss of indigenous species, and an increase in non native species; • Changes to rivers and lakes (water levels , water quality and nutrient status); • Increased water resource requirement; • Changes to woodlands (storm damage and drought); • Drying out of peat; and • Accelerated erosion and landslips.
We can respond in two ways; both offer opportunities. We can adapt to climate change through our organisational strategies. And we can reduce emissions of carbon dioxide and other greenhouse gases. We need to encourage residents, visitors and businesses to do both, as they are doing in Patterdale and Borrowdale, for example. Farming communities will need support in adapting to delivering ecosystem services as part of an integrated and sustainable business model.
The Low Carbon Lake District™ work complements the Cumbria Climate Change Action Plan (2009-2014) produced by Cumbria County Council and the Cumbria Strategic Partnership. Focusing solely on the Lake District, it expands on Local Development Framework Core Strategy policies about climate change. It analyses what is being done to reduce carbon dioxide and other greenhouse gas emissions. Lastly, it puts forward medium term recommendations for a Low Carbon Lake District ™.
58 Based on this and other research, there are six areas where we intend to make a difference by reducing our own emissions and inspiring others:
1. We will work to develop community energy solutions, with small-scale energy generation linked to other energy saving measures. 2. A sustainable transport strategy will offer a workable alternative to private car travel, which would bring other benefits, including reduced congestion and parking problems. 3. In diversifying employment we will develop a green business hub well related to or in a rural service centre, encouraging low-carbon businesses and services to locate in the National Park. 4. We will position the Lake District as an environmental enabler – inspiring visitors to take action on climate change. 5. We will join other National Parks to encourage holidays at home – low-impact domestic tourism. 6. And we will look at evolving landscapes – joining together debates about conservation and climate change, to examine how the landscape and biodiversity of the Lakes will change over time, and how it can best adapt to future climate change.
3.14.4 Key partners
This Low Carbon Lake District™ activity, whilst commissioned and branded by the National Park Authority, has been supported by the Lake District National Park Partnership. The report shows how tackling climate change can help realise the Vision. Other partners undertaking work on mitigation and adaptation include National Trust, Forestry Commission, Cumbria Wildlife Trust, Environment Agency, National Farmers Union, ACT ( through its work supporting and developing the NW Upland Farming Forum ) and the Royal Society for Protection of Birds.
3.15 Landscape, biodiversity and ecosystem services
3.15.1 Facts and challenges
• The individual character of each Lakeland valley reflects the topography, land use and local materials available. It is this unique mix which gives each area a visual and cultural distinctiveness of its own, as well as a diversity of flora and fauna which contributes to the quality of the National Park as a whole. It is the existing landscape character and local distinctiveness which is taken into account in land use and land management decisions. The landscape has evolved over time and the process of change will continue.
• We have:
o 36,420 hectares of European sites designated for their biodiversity; o 41,810 hectares of Sites of Special Scientific Interest; o 14,080 hectares of Local Wildlife sites; o 16 European Protected Species; and o 173 priority species and 35 priority habitats identified by the UK Biodiversity Action Plan.
• 18 per cent of the National Park is designated as Sites of Special Scientific Interest of which 87.4 per cent is in favourable condition or unfavourable but recovering (2009). This is a dramatic improvement compared to 2003 when only 48.1 per cent were in favourable or recovering condition. More than 30 per cent of local wildlife sites are being managed positively for conservation. 59
• The way we use, manage and develop land significantly affects wildlife. Despite the number and extent of our designated sites we have witnessed a considerable decline of some habitats and species since the 1940s. Some Sites of Special Scientific Interest are degraded and we are losing our biodiversity, particularly farmland birds, haymeadows and iconic indicator species such as golden eagle and black grouse.
• Landscape change has brought its challenges. Poor design can introduce an inappropriate suburban element to a rural setting. Small changes in sensitive locations, such as installation of telecommunications masts, can spoil the scene. Inappropriate or excessive lighting can deny views of the night sky. Large numbers of visitors in one area can affect tranquillity.
• Water management of river basins and the lakes is central to our landscape. Water quality has been declining due to diffuse agricultural pollution, erosion and detergent use. This affects bathing and safety and is a symptom of failing ecosystems. The drought conditions of 2010 highlighted the impact of excessive drawdown of lakes used for water supply. There were profound effects on biodiversity, views and recreation. Water supply security can affect development and sustainable water use needs to be promoted. We will address concerns about naturalising rivers and future flood-proofing. The landscape will continue to change as we seek to protect the ‘Lakes’ brand.
3.15.2 Recent activity and successes
Habitats provide many of the products and services that are essential for well-being and economic prosperity such as clean water and air, high quality food, wood products and locking up carbon. When these habitats are in good condition they provide better quality and quantity of these products and services. We call these products and services from the environment ecosystem services. In 2010, Natural England started a one year project as one of three national pilots to better understand the ecosystem services of the Bassenthwaite catchment and develop land management options.
Charismatic species-based projects are also being delivered. For example, the Osprey Project at Bassenthwaite attracts up to 100,000 visitors a year to see the only naturally colonised breeding pair of ospreys in England. Red Squirrel conservation attracts huge local support and voluntary effort.
In 2007, the National Park Authority established the Windermere Lake User Forum, to advise and guide delivery of the Windermere Management Strategy.
Cumbria Freshwater Invasive Non Native Species Forum (FINNS) is a partnership that has employed a co-ordinator to take a more strategic approach within the county. A Biosecurity Plan is being developed for the county to address freshwater non-native species from which a Catchment Action Plan can be developed.
In 2008 the Lake District National Park Authority with Natural England, National Trust and Friends of the Lake District published a Landscape Character Assessment and Guidelines. It also produced its Biodiversity Strategy 2009/14. A wealth of research assessing the status of the Lake District’s landscape, biodiversity and ecosystem services has been undertaken and is ongoing commissioned by a wide range of organisations. Natural England has mapped ecosystems and conducted a High Fells adaptation pilot study.
Since 2002, partners have worked on upland landscape restoration through the Fix the Fells project, maintaining and repairing more than 160 upland footpaths. 60 Community work and volunteering play a big part, offering working holidays and long-term volunteering opportunities. More than 80 volunteers regularly help maintain hundreds of kilometres of upland paths. We see long term funding of the project as essential, for landscape protection and maintenance but also to celebrate our access heritage. And the project has already shown how many people are willing to volunteer and make a difference by raising awareness through active involvement.
The Countryside Quality Counts project systematically assesses how the countryside is changing nationally. It helps us to understand where change is occurring and whether change matters to people in the way it affects the landscape people value. Information can inform decision-making and policies for achieving sustainable development - enhancing and maintaining the character and quality of our countryside for future generations.
Recent successes include:
• Lake District Still Waters Partnership – 2001 onwards. Catchment management projects. Bassenthwaite Lake Restoration Programme including Heritage Lottery funded Bassenthwaite Reflections. We are currently in the early stages of a Windermere Catchment Restoration Programme, including Heritage Lottery funded Windermere Reflections. • Cumbria Biodiversity Partnership and Cumbria Biodiversity Action Plan – projects and partnership activity to deliver actions from the Cumbria Biodiversity Action Plan including the Heritage Lottery funded Wealth of Wildlife project 2005-2009. • Wild Ennerdale – Natural England, National Trust, Forestry Commission and United Utilities promoting natural processes in Ennerdale.
3.15.5 Opportunities
The landscape continues to evolve with climate change, agriculture, forestry and other land management practices, as well as development, affecting its quality and character. Changes have varied in scale and impact, from road schemes to single structures such as wind turbines.
Grazing by livestock is a traditional land use. It effects the habitats grazed, and in some locations can cause damage and deterioration of habitats. Conversely, too little grazing can lead to habitat degradation. Achieving a balance of grazing that enables livestock farming and food production to continue and allows habitats to flourish is a challenge. Getting this balance right is being achieved, and is improving the supply of Ecosystem Services from farmed land. Ensuring farmers are rewarded for this management is a linked challenge.
Our high level paths are fragile with millions of visitors each year contributing to erosion of vegetation and soil compaction. We need to work hard to maintain them but this provides an opportunity to engage visitors in understanding the issues and contributing in some way.
Networks of healthy habitats, or green infrastructure, allow species to move more easily and make the landscape more adaptable to change. This will become increasingly important with climate change. Well managed peat bogs, for example, are valuable for biodiversity and absorbing and storing carbon.
The European Habitats Forum, a coalition of conservation networks across the European Union, has recently asked Heads of Government to commit to a 2020 target for the recovery of characteristic species and habitats and well-functioning ecosystems. It seeks to achieve synergies between sustaining biodiversity and mitigating and adapting to climate change.
61 Ecosystem services are an important reason to protect and enhance species, habitats and habitat networks. Many businesses, especially the tourism industry, will rely even more on a high quality environment, and the richness of the natural resource attracts investment into the area.
There is increasing pressure on land use and uncertainty as to public priorities for the uplands in the future which make it difficult to know future policy – for example, the potential tensions between the delivery of ‘food security’ and other environmental services such as water and carbon. These tensions are most usefully explored with stakeholders as part of a valley planning process.
We have an opportunity to work with the Government to respond to the recent Commission for Rural Communities inquiry into the English uplands ‘High Ground, High Potential – a future for England’s Upland Communities’.
3.15.6 Key Partners
Natural England, Lake District National Park Authority, Friends of the Lake District, Cumbria Wildlife Trust, RSPB, The Environment Agency, United Utilities, the National Trust and the Forestry Commission and farmers themselves are key partners contributing to the management of changes which support the success of the conservation, the maintenance of biodiversity and the development of ecosystem services.
3.16 Cultural heritage and built environment
3.16.1 Facts and challenges
• We believe the historic environment is an asset of enormous cultural, social, economic and environmental value. It makes a very real contribution to our quality of life and the quality of our places. Aside from its inherent cultural value, the historic environment also has an important role to play in helping Government to achieve many of its broader goals. It can be a powerful driver for economic growth, attracting investment and tourism, and providing a focus for successful regeneration.
• Over 14,000 individual sites are recorded in the Lake District Historic Environment Record, of which 275 are designated as Scheduled Monuments, 1740 Listed Buildings, nine Registered Parks and Gardens and one is part of Hadrian’s Wall World Heritage Site. The Government has proposed changes to heritage protection legislation through a heritage protection reform process.
• English Heritage’s Scheduled Monuments at Risk Survey, assisted by the National Park Authority, has identified 65 Lake District Scheduled Monuments at High Risk, the highest number in the North West Region. 37 are at Medium Risk and 170 at Low Risk.
• Conservation issues include:
o Damage to archaeological sites through bracken and scrub growth and other natural agencies such as animal burrowing; o Inappropriate agricultural management; o The results of extreme weather events, including flooding and storms leading to erosion; o Lack of archaeological information for some areas (only 20 per cent of the National Park has been surveyed); o Development proposals; o Deterioration of industrial remains through lack of maintenance; 62 o Deterioration of walls and agricultural buildings through lack of investment;
• Issues affecting local cultural heritage and traditions include:
o Loss of knowledge and continuity of practice through reduction in local farming communities and commons management; o Loss of local traditional skills; o Need to record information from older generations (oral history etc) o Recognition of lesser-known or appreciated aspects of cultural heritage eg. local tradition of wooden boats;
• Many archaeological conservation problems are avoided through the early provision of advice and information. This includes pre-application advice through the development control process and the provision of information through outreach projects such as the recently completed Access to Archaeology and Ring Cairns to Reservoirs projects. These often rely on Heritage Lottery funding for implementation.
3.16.2 Recent activities and successes
The management of change in the built environment is primarily dealt with through the National Park Authority’s Development Management Service. The Authority handles approximately 1200 planning applications and 150 planning consultations (usually for agricultural developments) in a typical year. The Local Development Framework core strategy sets out policy for the built environment and heritage assets. Other guiding documents are the Historic Landscape Characterisation for Cumbria and Landscape Character Assessment for Cumbria. Key partners take a proactive lead on public realm improvements within the Park. Various funding streams exist (i.e. the Environmentally Sensitive Area scheme and its replacement the Environmental Stewardship Scheme) which support the conservation of landscape features and buildings. Funding for buildings in towns and settlements is also available through English Heritage and Heritage Lottery Fund support.
Nationally, English Heritage maintains a register of scheduled monuments and buildings at risk. In addition the National Park Authority is undertaking a survey of the condition of listed buildings in the National Park, to maintain an active register. It also has a continuing programme which surveys the condition of scheduled monuments and other sites. This is maintained by volunteer support. Conservation Area Appraisals and associated management programmes for those areas are also being prepared.
63 Recent successes include:
• Increasing public participation in the discovery and enjoyment of the historic environment of the NP through HLF funded projects Access to Archaeology and Ring cairns to Reservoirs. • Master planning – Bowness, Ambleside and Waterhead. • Enhancement of Public Realm – Keswick Market Square completed in 2006, Derwent Water Foreshore completed in 2009. Crescent Road, Windermere completed in 2008. • Improving the quality of design – North West Development Agency funded programme started in 2008 encouraging a new ‘design intelligence’ in the National Park. Good design can reduce building costs both during constructions and on-going operation.
3.16.5 Opportunities
The Lake District is one of the richest cultural landscapes in England, reflected as one of the National Park’s special qualities. The landscape, hand made over centuries by hill farmers, inspired Romantic poets and artists such as Wordsworth, Coleridge and Turner. Battles over its protection led directly to the development of the modern conservation movement and the National Trust. This gives the Lake District an international significance which is being addressed through the current bid for World Heritage Site inscription.
The historic environment is fragile and requires management and protection to avoid damage. This must be based on sound information derived from survey and assessment, and the National Park Authority maintains the Lake District Historic Environment Record for this purpose. This also includes the results of the Lake District Historic Landscape Characterisation project.
Bracken and scrub growth, animal damage, poor agricultural practice, mitigation of the effects of extreme weather events and conservation of industrial sites can be tackled through agri- environment grant schemes and the Environmental Land Management Scheme where sites fall within agreement areas. Some issues may require joint action and funding with partners, including English Heritage, the National Trust, United Utilities, Forestry Commission and others.
Development that is designed excellently, of the right type and in the right location, will add to the existing high quality natural and built environment. National and regional design policies, such as those in the Regional Development Principles, aim to secure high quality design. We want to establish a reputation for design that inspires people to live and work in the National Park and enjoy it.
Often good quality design is not achieved because of high short term costs, which are not considered against the long term economic benefits, gained over an extended lifetime and through improved robustness. Design is about more than how a building or place looks. We aim for development where inspirational design ensures it contributes to local identity and incorporates sustainable development principles.
Our built environment is a central part of our cultural heritage, cultural landscape and sense of identity. The availability of local materials has been fundamental in creating the local vernacular. Whilst we are not suggesting that everything has to be built in stone, we are keen to maintain and strengthen these distinctive characteristics, and this relies on a reliable source of local material. We are therefore not basing our starting point for future mineral extraction purely on economics.
64 The Cumbrian Fells have provided access to rare minerals such as copper and lead for centuries, bringing local prosperity and leaving a visible and important mineral heritage across the area. We have not identified any significant problems with the current supply levels of building stone or slate. But the heritage of the area has left an environmental legacy and liability including the release of heavy metals to watercourses.
The National Park Authority has been undertaking a comprehensive assessment of its Conservation Areas in terms of producing appraisals and management plans. This is useful for of understanding and managing what we have in designated settlements. There are opportunities to appraise settlements without Conservation Area designation to understand their needs and priorities. Community led planning is an excellent way to do this. The built environment frequently generates interest from local communities as we have witnessed through several public realm enhancement schemes.
We will use the Lake District Landscape Character Assessment and the Building in Context toolkit (produced by the Commission for Architecture and the Built Environment and English Heritage) to assess the design of development proposals. To promote design excellence, we will encourage and collaborate with the North West Design Review Panel.
3.16.6 Key partners
Lake District National Park, National Trust, English Heritage, farmers and other land managers, and Natural England alongside a whole range of other organisations work in the National Park to support the conservation of our cultural heritage and enhance the built environment. Highways have a major impact on the public realm through signs, maintenance and on the character of the unique road network. Cumbria County Council is a key partner. The Fire and Rescue Service is also important in handling major incidents such as flooding.
The National Park Authority works with partners through the Lake District Historic Environment Advisory Group to identify and coordinate historic environment work . The Group agrees and monitors the Lake District Historic Environment Strategy and advises the Partnership on historic environment policy.
65 3.17 Strategic Activities for Spectacular Landscape
Ten Strategic Activities have been developed:
Spectacular Landscape
19. Reduce carbon emissions and maximise carbon storage from residents, businesses and visitors
20. Coordinate projects on a landscape-scale, through valley planning, supporting adaptation to climate change
21. Improve upland landscapes and maximise the provision of ecosystem services
22. Restore, enhance and create habitats and their associated species, and conserve geodiversity.
23. Maximise benefits of woodlands in the National Park
24. Develop a joined-up approach to our green infrastructure and provision of ecosystem services
25. Celebrate and protect our cultural heritage and outstanding universal value
26. Improve the condition of our historic environment
27. Improve the public realm
28. Improve the quality of design in the National Park
66 3.5 Spectacular Landscape – Actions for 2010/11 and 2011/2012
Action Action How Complete Lead Partner Other Partners Milestones No. by
19. Strategic Activity - Reduce carbon emissions and maximise carbon storage from residents, businesses and visitors 19.56 Set a carbon budget for the Apply to participate in Local Carbon 2015 LDNPA All LDNPP partners, Accepted as pilot for Government's Local National Park and apply carbon Frameworks, a government pilot which Defra Carbon Framework. reduction targets incorporates targets for carbon reduction, a Establish carbon budget for the Lake District strategy to achieve carbon reductions and by 2010 delivery plan. Report to the Partnership on key areas for action in carbon reduction by March 2011 19.57 Gain expertise on climate Start leadership training on climate change to 2010 LDNPA LDNPP, Business Number of LDNPP organisations completing change management lead by example. One member from each Taskforce leadership training on climate change by the Partnership organisation will be elected to form end of 2010 an expert group. 19.58 Help tourism businesses cut Gaining environmental accreditation through 2010 Cumbria Tourism Small World Launch toolkit and roll out to all tourism their carbon emissions through schemes such as the Green Tourism Business Consulting, Carbon businesses by spring 2011 the user friendly information Scheme or Cumbria Business Environment Trust toolkit Network. 19.59 Provide co-ordinated Produce an online guide of actions which focus 2011 Cumbria Tourism LDNPA, Nurture Guide produced by spring 2011 information to visitors on low- on interesting low carbon itineraries, green Lakeland, FoLD carbon holiday options transport options, letting people know how they can make their visit as carbon neutral as possible. 19.60 Establish an evidence base for Establish baseline of carbon flows in the 2016 LDNPA Earthwatch, Centre Baseline of carbon flows in the National Park carbon values of the natural National Park, on land, woodlands, woodland for Ecology and established by 2016, together with evidence environment soils and in the lakes. Use evidence to inform Hydrology, NE, EA, for carbon beneficial changes to land land management decisions by Partners and FC, FLD, CWT, UU, management practices. agri-environment and forestry schemes. NT, UofC, Impact 200 volunteers involved in fieldwork in 2012. Raising awareness of the issues and collection Carbon Management “Toolkit” produced by of data with the help of volunteers. September 2013 19.61 Protect and restore existing Restore blanket bogs and mires storing carbon 2014 CWT, NT, NE, LDNPA, 280 hectare of bog/mire restored by 2014 blanket bogs and mires and improving biodiversity across the National ACT Park, piloted through a CWT's wetland project commencing 2011. Examine the capacity and improve the effectiveness of peat bogs and drainage systems to slow water transit and assist with flood prevention.
67
Action Action How Complete Lead Partner Other Partners Milestones No. by
20. Strategic Activity - Coordinate projects on a landscape-scale, through valley planning, supporting adaptation to climate change 20.62 Adopt the Landscape Character Take account of landscape character to guide 2012 LDNPA NE, NT, FC, EH, FLD Landscape Character Assessment adopted as Assessment as a Supplementary development and land use change to protect a Supplementary Planning Document by 2012 Planning Document areas of high sensitivity by recognising there are different distinctive areas in the Park 20.63 Agree a strategic framework for Produce policies and high level objectives that 2010 LDNPA NE, FC, UU, NT, LDNPP agree strategic framework for landscape-scale projects will direct a prioritised approach to landscape- RSPB, FLD, EA, landscape-scale projects in December 2010. scale management. To include - catchment CWT This framework should include prioritisation scale management, valley management and resource allocation to successfully deliver planning and river management. landscape scale projects and initiatives. To include: • Windermere Catchment Restoration Programme • Bassenthwaite Lake Restoration Programme • Ullswater/Thirlmere SCAMP • Relevant actions from River basin Management Plans
20.64 Pilot a valley management plan Work with a local community to pilot a valley- 2011 LDNPA NE, FC, NT, FLD, Use existing valley planning areas – Ullswater scale planning approach, developing solutions ACT, RSPB, CWT and Borrowdale – as test pilot areas. to issues associated with land and water Develop Valley Land Use Plan in chosen management location by 2011 20.65 Pilot an ecosystem services Use ecosystems and green infrastructure 2011 NE NT, EA, NE, WT, Complete Bassenthwaite Vital Uplands pilot approach approaches to improve resilience of the natural LDNPA, RSPB, FC, project by April 2011. environment, habitats and species and develop CWT, ACT, CCC, models of water management that involve local LDNPA GIS layer map of ecosystem services in the communities and agencies finding solutions National Park produced by 2012 together
68
Action Action How Complete Lead Partner Other Partners Milestones No. by
21. Strategic Activity - Improve upland landscapes and maximise the provision of ecosystem services 21.66 Deliver practical works that Reducing the effects of landscape erosion 2011 LDNPA NE, NT, FLD, NL Complete the Fix the Fells project. 18 paths develop public involvement and through restoration, prevention and repair and associated vegetation recovered each understanding of pressures on year for the life of project. 1000 volunteer days the upland landscapes of support each year for life of project. Secure funding for Fix The Fells Your Heritage by January 2011 21.67 Reduce the potential for wild Cumbria Wild Fire Group training for land 2012 CCC Cumbria Fire Fire plans in place for recognised valuable fires to prevent damage to managers as well as raising public awareness Services, NT, NE, and vulnerable upland sites. Partner upland habitats to help reduce potential for wild fires FC, CLA, LDNPA, organisations to have staff trained to be Cumbria LAF, MOD, competent to attend wild fire sites and assist Mountain Rescue, CFS to combat them. Prescribed burning for NFU habitat management to be conducted within guidelines of the CWFG. 21.68 Promote understanding of the Establish a series of case studies and public 2012 Cumbria LDNPA, Natural Initial meeting of partners in 2010 to draft a list value and management of awareness events exploring the range of Commons England, Foundation of potential case study sites and awareness common land Commons types in Cumbria. Federation for Common Land raising events Run a programme of pilot events in 2011 Evaluate effectiveness of programme in late 2011/ early 2012 21.69 Undertake a pilot project to Establish a joint programme for monitoring the 2012 Cumbria LDNPA, Natural Initial meeting of partners in 2010 to identify a understand the condition of condition of commons, starting with the Commons England, RSPB, representative sample of commons to form a common land in the National identification of a representative sample of Federation NWDA (RDPE), pilot programme Park commons to form a pilot programme. Foundation for Establish criteria for monitoring the condition Common Land of the sample commons in early 2011 Run a monitoring programme on the pilot commons in 2011/2012 Evaluate effectiveness of programme in late 2012
69
Action Action How Complete Lead Partner Other Partners Milestones No. by
22. Strategic Activity – Restore, enhance and create habitats and their associated species, and conserve geodiversity 22.70 Develop an Integrated Develop a proposal for a Lake District IBDA 2010 NE LDNPA, EA, RSPB, Draw up and present proposal to Lake District Biodiversity Delivery Area setting out how it will support existing projects UU, FC, CCC, CWT, National Park Partnership or sub-group of (IBDA) for the Lake District and assist in the development of new projects NT, Cumbria partners in December 2010 National Park that will deliver both BAP targets and Biodiversity ecosystem services Partnership, NFU, Identify key partners to steer development and District Councils, implementation of IBDA – March 2011 Develop a strategy with relevant partners for 2011 Tullie House delivering the IBDA using guidance from IBDA Museum Produce IBDA strategy by November 2011 pilot projects and taking into account other existing strategies in the area
22.71 Review and ratify County Survey old sites and reassess using agreed 2011 CWT NE, LDNPA , NT, EA, To have reviewed and ratified 11% of County Wildlife Sites (CWS) element of Cumbria Guidelines. CWSs provide an District Councils, Wildlife Sites in the National Park by 2011 the Local Sites Network. important framework to help manage climate Tullie House change. Sympathetic management will also Museum. help to retain/store carbon. 22.72 Deliver Morecambe Bay Restore wetland habitat on a landscape-scale 2015 RSPB NE, EA, LDNPA, Restore 100 hectares of UK BAP wetlands Futurescapes Project within targeted river valleys fringing Morecambe Bay habitat per year. 500 hectares by 2015 Morecambe Bay including the Lyth, Rusland Wildlife Network and Duddon Valleys over 30-40 year vision period 22.73 Deliver Lakes High Fells Restore habitat on a landscape-scale within 2015 RSPB NE, LDNPA, EA and Work with farmers within three defined Futurescapes Project the Bassenthwaite catchment, delivering FC landscape-scale target areas from valley ecosystem services benefits bottom to hill top to deliver 100 ha per year of habitat improvement. 500 hectares by 2015
70
Action Action How Complete Lead Partner Other Partners Milestones No. by
23. Strategic Activity - Maximise benefits of woodlands in the National Park 23.74 Maintain the existing area of Develop a woodland strategy and delivery plan 2011 FC/LDNPA NE, FLD, Cumbria Currently woodland cover from NIWT is woodland to reflect the importance of our woodland Woodlands, NT, (including woodlands over 2 hectares) is assets in relation to use for carbon storage, LDNPA, RSPB 28,412 hectares. recreation, low carbon material, energy use and for furniture or building. Improve for biodiversity value including woodland birds of conservation concern. 23.75 Introduce new woodlands that Develop a woodland strategy and delivery plan Ongoing FC LDNPA, NE, FLD, Currently woodland cover from NIWT is complement the landscape that reflects woodlands ability to increase the Cumbria Woodlands, (including woodlands over 2 hectares) is resilience of land to extreme weather events NT, EA, CWT 28,412 hectares through soil protection, water quality and flood alleviation and there are national targets. 24. Strategic Activity - Develop a joined-up approach to our green infrastructure and ecosystem services. 24.76 Agree a Green Infrastructure Increase the number of social, economic and 2012 CCC Cumbria Green Embed Green Infrastructure into Economic Framework for Cumbria environmental benefits delivered by the Infrastructure Forum Vision for Cumbria network of natural environments and green spaces by improving their connectivity and quality. This will include allotments, village greens, gardens and churchyards. This process will also include an acknowledgement of the Lake District's potential role in assisting flood prevention outside the Lake District. 25. Strategic Activity - Celebrate and protect our cultural heritage and outstanding universal value 25.77 Achieve World Heritage Site Continue to work towards a bid to UNESCO to 2012 CCC WHS Steering Group Achieve inclusion on the UK’s new tentative inscription for the National Park achieve World Heritage Site Status for the list Jan/Feb 2011 National Park 25.78 Revise and implement the Lake Revise guidelines and actions on 2010 LDNPA EH, NT, CWAAS To agree a revised Historic Environment District Historic Environment archaeological sites, historic buildings and Strategy by December 2010. Strategy settlements and historic elements of the landscape. 25.79 Conserve and celebrate the Lake QuietDark is a project that will work with 2014 FLD LDNPA, AONBs, CT, Secure funding 2010. Deliver project between District's association with tourism providers to celebrate tranquillity NT,CCC & District 2011 and 2014 tranquillity and dark night skies through visitor events, awareness raising for Councils, local eg. Improvements in tranquillity and a communities reduction in light pollution will be sought through design best practice.
71 Action Action How Complete Lead Partner Other Partners Milestones No. by
26. Strategic Activity - Improve the condition of our historic environment 26.80 Review conservation area Complete conservation area appraisals and 2013 LDNPA NT, EH, Local All 23 conservation areas to have up to date designations and develop management plans in consultation with local community (less than 10 years old) character appraisal respective conservation area people for all the conservation areas in the and management plan by 2013. appraisals and management National Park. Explore options for areas at risk. New conservation area in Windermere plans designated by 2011 26.81 Review register of listed Undertake a condition survey of all listed 2010 LDNPA EH Listed Building Condition Survey completed by buildings at risk with annual buildings to get an up to date picture of the December 2010 updates of progress made condition of listed buildings in the National against priorities Park. Listed Building Strategy completed by March 2011
Register of listed buildings at risk in the National Park available by 2011, with annual updates of progress made against priorities 27. Strategic Activity - Improve the public realm 27.82 Develop a prioritised investment Develop a public realm investment framework 2012 LDNPA NWDA, District LDNPP agree public realm investment framework for the public realm in light of work already undertaken and Councils, Parish framework by 2012. To be developed in underway to improve the public realm across Councils, CT, conjunction with the County Council’s Public the National Park. Maintain and sustain the Delivery Boards, EH, Realm Implementation Framework for the existing public realm. CCC, Cumbria County. Constabulary, Fire and Rescue Service
72
Action Action How Complete Lead Partner Other Partners Milestones No. by
28. Strategic Activity - Improve the quality of design in the National Park 27.83 Use the regional design panel, Use the regional design panel to encourage 2011 LDNPA NWDA, Places Agree criteria for assessing which 'Places Matter', to improve high quality sustainable design in the National Matter, EH, Fire and developments should be considered by Places design Park Rescue Service Matter panel by March 2011 50% of major planning applications considered by Places Matter panel by 2011. Development and launch of webpage of exemplars - both in the National Park and in terms of best practice 27.84 Continue the Design in Host a range of events for architects, 2011 LDNPA NWDA, EH, Places Design in Excellence publication launched in Excellence Programme specialists, staff and Members to learn about, Matter, RIBA Autumn 2010. Programme of 4 events on debate and discuss design themes. design completed by December 2010.
73 PART FOUR - Implementing and Monitoring the Management Plan
This part describes how we are going to monitor and report on progress with delivering the Partnership’s Plan.
4.1 Implementation
This Plan sets out the Vision for the Lake District in 2030. It spells out key outcomes, delivery aims, strategic activity for the next five years and detailed actions for the next two. Every member of the Lake District National Park Partnership will help deliver. This isn’t a plan just for the National Park Authority or a few individual organisations.
But while it is the Partnership’s Plan, the National Park Authority will also use it to prioritise its work and resources. There will be a clear and direct link to its own Business Plan. We hope other partners will adopt a similar approach.
We will begin to implement the Plan in October 2010 once it has been agreed by the Lake District National Park Partnership. It will be monitored quarterly. We will report quarterly updates in an online version of the Action Plan. We will refresh the Partnership’s Plan every year and update the Action Plan, detailing every partner’s role in its delivery.
4.2 Monitoring and Review
The National Park Authority will lead the monitoring and reporting of the plan. The Partnership has agreed performance measures and targets that monitor the condition of the National Park.
Every year we will publish:
• A progress report; and • A ‘State of the National Park’ report
The National Park Authority has to review its Management Plan at least every five years. We intend to review the plan every year. It will then remain current and relevant. And we can adjust priorities and our approach when faced with significant changes in evidence or in our financial circumstances.
4.3 Indicators of Success
We have key indicators of success to help inform us that we are working towards the Vision for the National Park and in the shorter term that our delivery aims are being achieved.
In light of changes in of Government and changes to funding, we need to work in partnership to ensure that we can either continue collecting the specified data or develop new indicators. This provides an opportunity to pool our resources and collect data that is more relevant to the National Park. We also need to develop an additional indicator relating to cultural heritage.
74 Where possible we have set targets for these indicators for 2015.
I1 An increase in new business registration rate
I2 At least 12 per cent of small businesses in the area show employment growth
I3 Increase the median earnings of employees in the area above the rate of inflation (using the Retail Price Index)
I4 Over 90 per cent of planning applications are approved for business, housing and other applications.
I5 A net increase of 3.1 hectares in the amount of additional employment floor space developed by 2015.
I6 Over 80 per cent of visitors rate their overall level of satisfaction with their visit as very good.
I7 At least 85 per cent of visitors return to the National Park.
I8 Visitors' average length of stay is at least five nights.
I9 At least eight per cent of visitors use public transport during their visit
I10 75 per cent of accommodation providers have a quality rating.
I11 An increase in percentage of residents who are satisfied with their local area
I12 50 per cent of Parishes are covered by Community Action Plans, which have been updated or created within the last five years.
I13 Maintain the number of settlements with four, five and six services from: convenience store, meeting place, primary school, public house, post office, doctor.
I14 Build 300 additional affordable and local needs homes by 2015.
I15 At least 75 per cent of working age people have access to employment by public transport, cycling or walking
I16 Reduce carbon dioxide emissions
I17 50 per cent of county wildlife sites and regionally important geological sites are, or have been in the last five years, in positive conservation management
I18 An increase in the percentage area of sites of special scientific interest in favourable or recovering condition
I19 An increase in the percentage and area of land in agri-environment schemes, with ? land in Higher Level Stewardship schemes and ? land in Entry Level Stewardship schemes by 2015..
I20 90 per cent of total length of public rights of way are easy to use by members of the public
75 I21 51 per cent of rivers and 29 per cent of lakes are in at least good ecological status by 2015
4.4 Partners – The Lake District National Park Partnership and others
The key partners (The Partnership) involved have committed to an active role in delivering the plan. We list them on page 7. They will be supported by many other organisations from the public, private, community and voluntary sectors, some of whom are already contributing to the strategic aims and outcomes of this plan and some who wished to be involved as a result of consultation on the draft of this document. This includes Cumbria Constabulary and Cumbria Rural Housing Trust.
The plan provides a framework for co-ordinating this activity and we are keen to engage all partners in delivery. We hope you will join us in achieving our Vision and delivering our actions.
4.5 Paying for Delivery
Focused and co-ordinated investment has the potential to make a significant contribution. We will always consider how we can better deliver the Management Plan through the wise allocation of our combined resources. This will be particularly important during a period of public sector financial restraint.
We will target and prioritise our budgets and direct our staff and volunteers toward the key areas where we are each taking a leading or supporting role.
We will work hard to attract additional funding and resources. We will explore funding from local, regional and national sources, the European Union, National Lottery, and charitable sources, as well as private investment.
76 List of organisation acronyms
ACT Action with Communities in Cumbria CALC Cumbria Association of Local Councils CCC Cumbria County Council CLA Country Land and Business Association CREA Cumbria Rural Enterprise Agency CT Cumbria Tourism CV Cumbria Vision CWAAS Cumberland and Westmorland Antiquarian and Archaeological Society CWT Cumbria Wildlife Trust Defra Department for Environment Food and Rural Affairs EA Environment Agency EH English Heritage FC Forestry Commission FLD Friends of the Lake District FSC Field Studies Council HCA Homes and Communities Agency LAF Local Access Forum LDNPA Lake District National Park Authority LSP Local Strategic Partnership NE Natural England NL Nurture Lakeland (formerly Tourism and Conservation Partnership) NFU National Farmers' Union NT National Trust NWDA Northwest Regional Development Agency PCT Primary Care Trust RDPE Rural Development Programme for England RSPB Royal Society for the Protection of Birds SLDC South Lakeland District Council SLDT South Lakes Development Trust UU United Utilities YDNPA Yorkshire Dales National Park Authority
77
Annex A. Statement of Outstanding Universal Value
World Heritage Site – Background and Outstanding Universal Value
Since the last Lake District National Park Management Plan was published in 2004, when the potential for a World Heritage Site in the Lake District was briefly mentioned, considerable work has been undertaken in order to progress a bid for inscription by the United Nations Educational, Scientific and Cultural Organisation.
The bid centres on the ‘Cultural Landscape’ category and its Outstanding Universal Value. It stems from Lake District special qualities as a place of ‘celebrated social and cultural heritage’
The proposed World Heritage Site boundary matches the Lake District National Park boundary so management arrangements can align. By integrating the plan’s content and the process of identifying actions amongst partners, we have ensured that tensions between World Heritage Site status and National Park aims are effectively dealt with. And eventually the Plan can act as a dedicated World Heritage Site Management Plan too.
The primary aim of the Partnership’s Plan is to conserve the Lake District’s Outstanding Universal Value so that the special qualities are maintained and enhanced for future generations. This makes the Lake District globally important for everyone and therefore the main focus of the Plan. Many other aspects of the proposed World Heritage Site need managing and improving. ‘Conservation’ means ensuring the survival of important landscapes and buildings associated with its Universal Value and less tangible assets such as biodiversity and our ability to help visitors understand the importance of the World Heritage Site. World Heritage Site Management Plans are recommended in government planning guidance as a material consideration in planning decisions.
Inscription will bring international recognition to the Lake District and recent work, commissioned by the Lake District World Heritage Site Project and the North West Development Agency, has helped us understand the potential social and economic benefits to the Lake District. There are many economic and tourism related benefits, with wider benefits to the local economy and communities that reinforce connections between the core themes of the Lake District’s Vision.
“Tourism is a huge industry supporting 35,000 jobs in Cumbria. The Lake District is the key to this success and to the 15 million visitors who come to this outstanding area every year. The NWDA is pleased to support the bid for World Heritage status which would not only preserve and enhance the Lake District but would secure significant economic benefits for the Northwest region.”
Steven Broomhead, Chief Executive of the Northwest Regional Development Agency (NWDA)
78 World Heritage Site Summary
The distinctive farming landscape of the Lake District is of outstanding universal value because its terrain inspired fundamental and worldwide changes in the way humans view, value and conserve landscape. A fusion of mountains, valleys and lakes, each with its own specific character, it is one of the world’s most beautiful areas and the birthplace of what landscape means to the modern world.
Overview
A compact, glaciated upland landscape of radiating U-shaped valleys – many of which contain long narrow lakes – the Lake District is home to England’s highest mountain and its deepest lake. Rocky mountain tops, open fell pasture and heather-covered slopes contrast with the native woodland, exotic plantations and stone-walled fields. The dominant land use is upland pastoral farming, often based on the local sheep breed, the Herdwick. This distinctive farming system reached a peak of prosperity in the 17th and 18th Centuries when a tradition of independent farming emerged. The resulting landscape has a distinctive aesthetic unity marked by contrasts in detail: mountains, moors, lakes, woods, streams, fields, stone walls, farms, villages and small scale industry, which reflect its slow and gradual development since the 12th century.
For almost 250 years the Lake District has attracted visitors, admirers and thinkers. This process began during the late 18th and early 19th centuries with a conscious ‘discovery’ of the Lake District by the wealthy, leisured and cultured classes. This coincided with the emergence of the Picturesque aesthetic ideal.
Writers and artists began to seek out scenery in the uplands of Britain that satisfied the Picturesque ideal – literally that which was fit to be made into a picture. This movement was accompanied by an aesthetic urge to enhance the picturesque qualities of the landscape through architectural creation and planting.
A number of significant properties and designed landscapes from this period survive in the Lake District together with a series of ‘viewing stations’ – locations chosen for their Picturesque outlook of lake and mountain scenery. Picturesque aesthetic principles, a crucial part of the emerging Romantic sensibility of the later 18th century, now underpin much of modern regional planning throughout the world.
The beauty and sublime qualities of the Lake District combined with the perceived admirably collaborative yet self-reliant way of life of its inhabitants led to the area becoming the cradle of English Romanticism. This revolution in the intellectual arts, particularly poetry, placed emotion at the centre of the aesthetic experience, especially in relation to perceptions of landscape. Nowhere is this more profoundly illustrated than in the work of William Wordsworth (1770- 1850), the central poet and writer of the age of English Romanticism. Wordsworth grew up amongst the hills of the Lake District and lived there for much of his life. The landscape of the Lake District and the lives of its inhabitants are the foundation of Lake District OUV 19/8/08 the poet’s work. He also wrote a Guide to the Lakes (1810) which included the famous assertion that the Lake District stood as “a sort of national property in which every man has a right and interest who has an eye to perceive and a heart to enjoy”. This sentiment, the foundation stone of the international concept of protected landscapes, would be taken up with vigour in the fight to protect the Lake District from large scale development in the later 19th century.
Wordsworth’s Romantic vision, shaped by the landscape and people of the Lake District, has had wide international influence. His work particularly inspired the American Transcendental Movement, including writers such as Emerson and Thoreau, and John Muir, founder of the American national park movement. 79 Of even greater universal importance is the increasing recognition that Wordsworth and fellow ‘Lakes Poets’ such as Coleridge were primary exponents of the intrinsic value of landscape and nature that underpins much of modern ecological thought.
The modern conservation movement also springs from this association of the Lake District with powerful ideas. In 1873, the artist, philosopher and philanthropist John Ruskin (1819 – 1900) came to live in the Lake District. His ideas, together with those of Wordsworth, underpinned campaigns in the second half of the 19th century to protect the area from damaging development. It was through protests against railways, reservoirs and creeping industrialisation that the idea of environmentalism and notions of national ownership of areas of scenic beauty began to be widely articulated, leading to the creation of organisations such as the Lake District Defence Society (1883).
Ruskin’s concern for protecting important landscapes influenced his friends Octavia Hill and Canon Rawnsley, who – with Sir Robert Hunter – went on to found the National Trust in 1895. In addition to being the home of one of its founders, Rawnsley, the Lake District has been central to the development of the National Trust. Numerous farms and extensive tracts of land were gifted to the National Trust by the author and artist Beatrix Potter and other donors and today the organisation owns and manages 25% of the area of the Lake District National Park. The National Trust has had extensive international influence as a model for similar bodies including in the USA, India and Japan. It is also the ‘mother’ organisation for the recently formed International National Trust Organisation (2007).
The battles to protect the Lake District and the organisations which were formed as a result, eventually led to the 1949 UK National Parks legislation, which saw the designation of the Lake District as a National Park in 1951. The UK’s National Parks, of which the Lake District is the prime example, are recognised internationally as exemplars of protected, lived-in, working landscapes. As a result of earlier nominations for World Heritage Site inscription, the Lake District itself provided the stimulus for the definition of the category of World Heritage cultural landscape
All the key elements of the dramatic late 18th century farmed landscape that so inspired early visitors in search of picturesque scenery, as well as Wordsworth and his Romantic contemporaries, still survive in the Lake District as a testimony to the effectiveness of the conservation movement.
The present local community is now the link between cultural heritage and the present cultural landscape, and as the custodians of both.
Authenticity and Integrity
As part of the journey towards World Heritage Site Inscription, we have expressly shaped the special qualities to celebrate the Lake District’s authenticity and integrity as a cultural landscape. But we have done so in a way that ensures we recognise it as a living, working environment and a model of sustainable development in action.
Authenticity
The Lake District contains extensive archaeological remains of the prehistoric, Roman and early medieval periods. We can trace Medieval origins in the existing stonewalled field systems, village plans and ecclesiastical architecture. The farming landscape of the 18th century with its distinctive farmhouses, barns, field walls and native woodland survives alongside the remains of important local industries.
80 The tradition of upland hill farming in the Lake District is based on the indigenous Herdwick sheep and other local breeds and has a rich cultural heritage that survives to the present day. This is in large part due to the continuity of farming families in the Lake District over long periods of time.
There are a number of important examples of villas and designed landscapes built as a result of the Picturesque interest in the Lake District. Many tree planting schemes of that period survive. The farming landscape and stunning natural features which inspired the Romantic poets can be seen today alongside key residences, collections and places with important artistic and literary associations.
The successes and failures of early environmental battles to protect the Lake District are reflected in the landscape. The National Trust owns and manages 25 per cent of the National Park which includes some of the Trust's earliest acquisitions. And the1951 National Park boundary encompasses all the attributes which exemplify Outstanding Universal Value.
Integrity
The boundary of the proposed World Heritage Site matches the National Park boundary. When designated, the National Park included the landscapes that characterised the special qualities of the Lake District. These align with the elements of Outstanding Universal Value and the boundary would guarantee the integrity of the World Heritage Site.
The continuing tradition of upland farming and the slow pace of change in the Lake District have underpinned the survival of the historic elements of the farming landscape that were in place by the end of the 18th century. The farming infrastructure of stone walls and buildings is maintained by a farming community which takes pride in the skills that make this possible.
The same applies to managing the hefted flocks of local sheep. Traditional methods of shepherding have been passed down over many generations. This has been assisted by the purchase and protection of key farms by the National Trust, financial investment in wall and building repairs and through agri-environment grant schemes. The majority of the buildings of the late 16th and early 17th century have survived in their original form and maintenance and repairs have been carried out using traditional materials and techniques.
The system of development management and planning control implemented by the National Park Authority ensures that new development is appropriate to its context.
The residences, collections and associated landscape features of the Romantic poets have also been maintained through a combination of traditional management by the local community and by the National Trust and other conservation organisations. The Wordsworth Trust manages Dove Cottage and its collection of over 80 per cent of William Wordsworth’s original manuscripts. And the Brantwood Trust manages and conserves Ruskin’s house and grounds at Brantwood near Coniston Water.
81
Annex B. The Lake District National Park Partnership
The terms of reference of The Lake District National Park Partnership are to:
1. Develop, agree, and continuously review, a vision for the Lake District National Park by engaging others;
2. Develop, agree and monitor a delivery plan for the vision for the National Park by establishing clear roles for members of the partnership and other organisations;
3. Provide strategic advice and recommendations to the National Park Authority in the creation, monitoring and review of policies for developing and managing the National Park and any issues related to its future. This will include this Lake District National Park Management Plan, the Local Development Framework, and the State of Park Report.
In May 2009, the Lake District National Park Partnership identified a number of partner organisations to help develop the detail of this document, which has been termed a Sub Group. Dedicated organisations and respective individuals were highlighted as leads for each of the four elements of the National Park Vision:
• Prosperous Economy – Cumbria Vision • World Class Visitor Attraction – Cumbria Tourism • Spectacular Landscape – Natural England • Vibrant Communities – Cumbria Association of Local Councils / Action with Communities in Cumbria (ACT)
Each of the four thematic vision leads above have also been joined by a number of other individuals through the formulation of this document in what has been called a ‘Partnership’s Plan Sub Group’. This group met a number of times through the process to help agree the structure, content and perhaps most importantly, the priority actions and responsibility for delivery. This group was formalised at the Lake District National Partnership meeting on 16th November 2009. The engagement itself took the form of a number of workshop sessions and continual input to develop and refine the draft document.
In addition to the four lead organisations above, other organisations that are part of the Management Plan Sub Group include:
• Friends of the Lake District • South Lakeland District Council • The National Trust • Forestry Commission • Copeland Borough Council • National Farmers Union
82
Annex C. National Park Profile (2009)
ITEM UNIT Area
Total Park Area 229200 Ha Parishes totally or partly in the Park 80 Population
Resident population 41,831 School and pre-school age (0-15) 6,326 and 15% Working age (16-64) 26,429 and 63% Pensionable age (65+) 9,076 and 22% Settlements with 3000+ population 3 Housing
Housing stock 23664 Resident households 18539 Owner occupied 12775 and 69% Private rented 2236 and 12% Social housing 3528 and 19% Nature Conservation
Sites of Special Scientific Interest 41,947 Ha Special Protection Areas 36037 Ha Special Areas of Conservation RAMSAR Sites National Nature Reserves 1200 Ha Land Use
Moorland, heathland and unenclosed 104,979 Ha and 45.8% grassland Farmland 76,815 Ha and 33.5% Woodland 28,931Ha and 12.6% Heritage
Scheduled Ancient Monuments 275 Conservation Areas 22 Listed buildings 1756 Grade I 31 Grade II* 120 Grade II 1605 Recreation
Public footpaths 2,137 km Public bridleways 875 km Other public rights of way 33 km Open access land 46 %
83 Annex D. English National Parks and the Broads: UK Government Vision and Circular 2010 (Defra)
The purpose of this circular, which applies only in England, is to provide updated policy guidance on the English National Parks and the Broads (‘the Parks’). It is relevant to those bodies with appropriate statutory functions and will be of interest to all those who have a key role in contributing to the success of the Parks, including landowners and land managers, private companies and voluntary bodies. The Vision is:
By 2030 English National Parks and the Broads will be places where:
• There are thriving, living, working landscapes notable for their natural beauty and cultural heritage. They inspire visitors and local communities to live within environmental limits and to tackle climate change. The wide-range of services they provide (from clean water to sustainable food) are in good condition and valued by society. • Sustainable development can be seen in action. The communities of the Parks take an active part in decisions about their future. They are known for having been pivotal in the transformation to a low carbon society and sustainable living. Renewable energy, sustainable agriculture, low carbon transport and travel and healthy, prosperous communities have long been the norm. • Wildlife flourishes and habitats are maintained, restored and expanded and linked effectively to other ecological networks. Woodland cover has increased and all woodlands are sustainably managed, with the right trees in the right places. Landscapes and habitats are managed to create resilience and enable adaptation. • Everyone can discover the rich variety of England’s natural and historic environment, and have the chance to value them as places for escape, adventure, enjoyment, inspiration and reflection, and a source of national
The circular contains a number of Priority Outcomes for 2010-2015 and suggested actions, a period of time that coincides with the lifetime of this Lake District National Park Management Plan.
The Circular contains the following five outcome areas and respective sub actions. The Government believes early progress towards achieving the vision can be made through the Authorities and key partners together focusing on the achievement of the following key outcomes in the next five years:
• a renewed focus on achieving the Park Purposes; • leading the way in adapting to, and mitigating climate change; • a diverse and healthy natural environment, enhanced cultural heritage and inspiring lifelong behaviour change towards sustainable living and enjoyment of the countryside; • foster and maintain vibrant, healthy and productive living and working communities; • working in partnership to maximise the benefits delivered.
Each of these outcomes is summarised below with the key action areas. The full document can be viewed: www.defra.gov.uk/rural/documents/national-parks/vision-circular2010.pdf
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1. A Renewed Focus on Achieving the Park Purposes
This outcome features the following actions areas:
• Conserving and enhancing the natural beauty, wildlife and cultural heritage of the National Parks • Promoting opportunities for the understanding and enjoyment of the special qualities of the National Parks by the public • Sustainable Development • Major Developments
2. Leading the way in adapting to, and mitigating, climate change
This outcome features the following actions areas:
• Helping people and nature to adapt to climate change • Mitigating climate change: leading the way
3. Secure a diverse and healthy natural environment, enhance cultural heritage and inspire lifelong behaviour change
This outcome features the following actions areas:
• Manage landscape, heritage and improve quality of place • Biodiversity, valued, safeguarded and enhanced • Protecting and enhancing soils in our most valued landscapes • Promoting and delivering agri-environment schemes and food security • Promoting better management of Common Land • Improving public understanding of the natural environment and the benefits of outdoor recreation
4. Foster and maintain vibrant, healthy and productive living and working communities
This outcome features the following actions areas:
• Foster and maintain thriving rural economies • Support the delivery of affordable housing • Encourage communications infrastructure • Make tourism sustainable • Promote sustainable transport, including navigation
5. Work in Partnership to maximise benefits and minimise costs
This outcome features the following actions areas:
• Leadership by the Authorities • Partnership working • Community Engagement • Contributing to Integrated Coastal Zone Management • Health and wellbeing
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