Public Document Pack

SOUTH LAKELAND DISTRICT COUNCIL South Lakeland House Kendal, Cumbria LA9 4UQ www.southlakeland.gov.uk

You are requested to attend a meeting of the Cabinet on Wednesday, 11 December 2013, at 10.00 am in the District Council Chamber, South Lakeland House, Kendal

Membership

Councillors

Giles Archibald Town Centres and Small Business Portfolio Holder Jonathan Brook Strategic Growth Portfolio Holder David Evans Finance Portfolio Holder Sue Sanderson Environment and People Portfolio Holder Peter Thornton Leader of the Council and Promoting South Lakeland Portfolio Holder Graham Vincent Health and Wellbeing Portfolio Holder Janet Willis Deputy Leader of the Council and Innovation and Improvement Portfolio Holder

Monday, 2 December 2013

Debbie Storr, Director of Policy and Resources (Monitoring Officer)

For all enquiries, please contact:- Committee Administrator: Inge Booth Telephone: 01539 793190 e-mail: [email protected] AGENDA Page Nos. PART I

Standing Items/Monitoring Reports

1 APOLOGIES To receive apologies for absence, if any. 2 CABINET EXECUTIVE DECISIONS 1 - 12 To authorise the Chairman to sign, as a correct record, the Executive Decisions made by Cabinet on 27 November 2013 (copy attached). 3 DELEGATED EXECUTIVE DECISIONS 13 - 14 To receive the Delegated Executive Decisions made by Portfolio Holders or Officers on 21 November 2013 (copy attached). 4 DECLARATIONS OF INTEREST To receive declarations by Members of interests in respect of items on this Agenda. Members are reminded that, in accordance with the revised Code of Conduct, they are required to declare any disclosable pecuniary interests or other registrable interests which have not already been declared in the Council’s Register of Interests. (It is a criminal offence not to declare a disclosable pecuniary interest either in the Register or at the meeting.) Members may, however, also decide, in the interests of clarity and transparency, to declare at this point in the meeting, any such disclosable pecuniary interests which they have already declared in the Register, as well as any other registrable or other interests. If a Member requires advice on any item involving a possible declaration of interest which could affect his/her ability to speak and/or vote, he/she is advised to contact the Monitoring Officer at least 24 hours in advance of the meeting. 5 LOCAL GOVERNMENT ACT 1972 - EXCLUDED ITEMS To consider whether the items, if any, in Part II of the Agenda should be considered in the presence of the press and public. 6 PUBLIC PARTICIPATION Any member of the public who wishes to ask a question, make representations or present a deputation or petition at this meeting should apply to do so before the commencement of the meeting. Information on how to make the application can be obtained by viewing the Council’s Website www.southlakeland.gov.uk or by contacting the Democratic and Electoral Services Manager on 01539 793186. (1) Questions and Representations To receive any questions or representations which have been received from members of the public. (2) Deputations and Petitions To receive any deputations or petitions which have been received from members of the public. 7 NOTICES OF INTENTION TO TAKE KEY DECISIONS/EXECUTIVE 15 - 20 DECISIONS IN PRIVATE To note the contents of the Notices published on 29 November 2013 (copies attached). Key Decisions

8 AFFORDABLE HOUSE PRICE REVIEW 2013 (KD24/2013) 21 - 26 To consider a review of affordable house prices. 9 AFFORDABLE HOUSING: NEW HOMES BONUS BIDS AND 27 - 32 COMMUTED SUM ALLOCATION (KD25/2013) To consider new homes bonus bids and commuted sum allocation. General Executive Matters

10 ULVERSTON ASSET TRANSFER 33 - 36 To consider continuation of discussions with Ulverston Town Council over asset transfers. 11 LANGSTONE HOUSE, WINDERMERE - DECLARE SURPLUS TO 37 - 44 REQUIREMENTS WITH AN OPTION FOR AFFORDABLE HOMES OR OPEN MARKET DISPOSAL To consider approving in principle for Lanstone House, Windermere, to be declared surplus to requirements to enable the available space to be converted into affordable homes. 12 ARNSIDE AND SILVERDALE AREA OF OUTSTANDING NATURAL 45 - 158 BEAUTY MANAGEMENT PLAN REVIIEW CONSULTATION To consider a submitted officer response on behalf of the Council to this main consultation on the Arnside and Silverdale Area of Outstanding Natural Beauty Management Plan review. PART II

Private Section (exempt reasons under Schedule 12A of the Local Government Act 1972, as amended by the Local Government (Access to Information) (Variation) Order 2006, specified by way of paragraph number)

There are no items in this Part of the Agenda. This page is intentionally left blank 63 Item No.2 27.11.2013 Cabinet Executive Decisions

EXECUTIVE DECISION NOTICE

CABINET

A record of the decisions made at the meeting of the Cabinet held on Wednesday, 27 November 2013, at 10.00 am.

Present

Councillors

Peter Thornton (Leader of the Council and Promoting South Lakeland Portfolio Holder) (Chairman)

Giles Archibald Town Centres and Small Business Portfolio Holder Jonathan Brook Strategic Growth Portfolio Holder David Evans Finance Portfolio Holder Sue Sanderson Environment and People Portfolio Holder

Also in attendance at the meeting were Shadow Executive Members Councillors Ben Berry (Finance Portfolio), Roger Bingham (Health and Wellbeing Portfolio), Andrew Gardiner (Town Centres and Small Business Portfolio), Tom Harvey (Deputy Leader and Innovation and Improvement Portfolio) and David Williams (Leader and Promoting South Lakeland Portfolio). Councillor Mark Wilson was also present.

Apologies for absence were received from Cabinet Members Councillors Graham Vincent (Health and Wellbeing Portfolio Holder) and Janet Willis (Deputy Leader and Innovation and Improvement Portfolio Holder) and from Shadow Executive Member Councillor Janette Jenkinson (Environment and People Portfolio).

Officers

Inge Booth Senior Democratic Services Officer Lawrence Conway Chief Executive Michael Keane Assistant Director Strategic Planning Jim Maguire Community and Leisure Manager (part) Shelagh McGregor Assistant Director Resources (Section 151 Officer) Simon McVey Assistant Director Policy and Performance Matthew Neal Solicitor to the Council Simon Reynolds Communications and Customer Services Manager Simon Rowley Assistant Director Neighbourhood Services Helen Smith Financial Services Manager (part) David Sykes Director of People and Places

CEX/93 CABINET EXECUTIVE DECISIONS

RESOLVED – That the Chairman be authorised to sign, as a correct record, the Executive Decisions made by Cabinet on 30 October 2013.

Page 1 64 27.11.2013 Cabinet Executive Decisions

CEX/94 DELEGATED EXECUTIVE DECISIONS

RESOLVED – That the Delegated Executive Decisions made by Portfolio Holders or Officers on 24 October 2013 be received.

CEX/95 DECLARATIONS OF INTEREST

RESOLVED – That it be noted that no declarations of interest were made.

CEX/96 LOCAL GOVERNMENT ACT 1972 - EXCLUDED ITEMS

RESOLVED – That it be noted that there were no items in Part II of the Agenda.

CEX/97 PUBLIC PARTICIPATION

RESOLVED – That it be noted that no questions, representations, deputations or petitions have been received from members of the public in respect of this meeting.

CEX/98 PROGRESS REPORT

Consideration was given to progress in relation to implementation of Executive Decisions as at 18 November 2013.

CEX/40 – Community Energy Collective Switching – A query about the risk of people who switch energy suppliers being worse off financially was raised and It was suggested that this should be brought up with the Innovation and Improvement Portfolio Holder.

CEX/92 – Council-owned Land and Property – Stock Ghyll Lane, Ambleside – Members were advised that the reason for the “due date” of October 2014 related to the potential transfer of trusteeship of Stock Ghyll Park to Lakes Parish Council which would be a major additional piece of work.

RESOLVED – That the Executive Decisions Progress Report, as at 18 November 2013, be noted.

CEX/99 NOTICES OF INTENTION TO TAKE KEY DECISIONS/EXECUTIVE DECISIONS IN PRIVATE

RESOLVED – That the contents of the Notices published on 15 November 2013 be noted.

Page 2 65 27.11.2013 Cabinet Executive Decisions

CEX/100 COUNCIL PLAN 2014-2019

Summary

The Council Plan set out the vision, underpinned by four priorities, which formed an agenda that would make South Lakeland the best place to live, work and explore. It had recently been reviewed and updated and the draft now incorporated the Council’s former Five Year Strategy. It set out the ambition and strategy over the next five years and detailed the key projects that would contribute to achieving those priorities. Targets and measures of success would be provided in the final version of the Plan once the actions had been agreed.

In presenting the draft Plan for approval by Cabinet, prior to consultation on the document, the Leader made particular reference to the long term ambition for 1,000 jobs and 1,000 affordable homes for rent which would be delivered, working with both public and private sector partners.

Each of the Portfolio Holders commented on the Plan and highlighted areas which related to their respective portfolios.

Decision

RESOLVED – That the draft Council Plan be approved for consultation and onward referral to the Overview and Scrutiny Committee.

Reasons for Decision

The Council Plan is a key strategy document for the Organisation. It sets out the Council priorities and is linked to all key strategies, e.g. Medium Term Financial Plan, Workforce Plan and Performance.

Alternative Options Considered and Rejected

Not to approve the draft Council Plan 2014-19 for consultation. This is not recommended as the strategy and priorities in the Plan have not changed significantly from those previously identified. Not recommending the approval of the Plan would reduce the likelihood of the Council’s ambitions being delivered. CEX/101 2014/15 TO 2017/18 DRAFT REVENUE AND CAPITAL BUDGETS Summary The Finance Portfolio Holder presented a report detailing the first draft budget proposals for revenue and capital. The report incorporated a review of the base budgets, savings proposals, one-off growth items and the revised Capital Programme. The expected outcome was that the Council would be able to approve a balanced 2014/15 budget on 25 February 2014. There were several uncertainties with regard to some items included in the income and expenditure estimates to date, details of which were provided within the report. The overall position would change according to the options which were progressed as the issues were clarified.

Page 3 66 27.11.2013 Cabinet Executive Decisions

The Leader expressed thanks to the Finance Portfolio Holder and to all officers involved for their work.

In response to queries raised, with regard to the Ferry Nab project and projected income, it was pointed out that no assumptions could be made and that the figures would be adapted as necessary. The large percentage increase in the net fee for Kendal Street Market and general hire on non market days were to create a realistic fee reflecting costs.

Decision

RESOLVED – That the proposals contained with the report be noted.

Reasons for Decision

The report sets out a first draft budget that provides resources to implement the Council Plan and Five Year Strategy. Setting a sound framework for budget preparation assists in the delivery of all corporate outcomes. This Strategy has been developed within the context of the Medium Term Financial Plan.

Alternative Options Considered and Rejected

The report presents options in relation to potential savings, new capital programme bids, one-off revenue growth bids and fees and charges. The proposals together meet the Council’s statutory duty to set a balanced budget for 2014/15. An alternative option would be to reject some of the proposals. This would then require further work to ensure a balanced budget was set.

CEX/102 CAR PARKING FEES 2014/2015

Summary

The Town Centres and Small Business Portfolio Holder presented a report detailing options which sought to limit the increase in car parking fees for 2014/15 whilst sustaining the Council’s parking income. He advised that a review of the District’s car parks was currently underway in the hope of making them more user-friendly and in order to assist the local economy, through use of flexible, innovative and experimental solutions.

The Portfolio Holder and Community and Leisure Manager responded to comments and queries raised. It was clarified that the cost to park all day at Milnthorpe had been reduced to £5. The comparison made with neighbouring authorities of Barrow and Lancaster in relation to the cost of parking permits had been due to the fact that the car parks in those areas were similar in nature to those in, for example, Kendal, due to the mix in use by workers and shoppers.

Page 4 67 27.11.2013 Cabinet Executive Decisions

Decision

RESOLVED – That

(1) approval be given to the introduction of a 12 month trial tariff on the Milnthorpe car parks during 2014/15, at a flat rate of £1 per hour, up to a maximum of £5 per day, during which time work will progress on the development of a long term solution;

(2) with regard to proposals for an increase in charges for annual permits, approval be given to Option 3 in the report, by applying a 7% rise;

(3) the fees and charges for the Council’s Off-Street car parks during 2014/15, as detailed at Appendix 1 to the report and attached as an Appendix to these minutes be approved;

(4) the changes in charging periods for the car parks in Bowness-on- Windermere, as detailed in paragraph 3.5 of the report, be approved, namely making Quarry Mount car park chargeable up to 18:00 hours and extending the charging period on the Braithwaite Fold car park to 20:00 hours (this car park will then be locked each evening); and

(5) officers be authorised to make the necessary amendments to the Council’s Off-Street Parking Order, and to undertake the making and advertising of the same in relation to implementing the changes from 1 April 2014.

Reasons for Decision

To assist in the delivery of the Council Plan key project to undertake a strategic review of Council-controlled car parks to increase the economic benefits in the towns across the District.

Alternative Options Considered and Rejected

There are always numerous ways to increase, decrease and alter parking charges. Evidence available for the last six years suggests that, whilst on paper fee rises and tariff operating times show predicted income rise, the reality is that income remains relatively static within a £200,000 range across the six years.

The meeting ended at 10.50 am

Page 5 This page is intentionally left blank

Page 6 Fees and charges 2014/15 NET GROSS Appendix 1

CHARGE CHARGE % Increase Net 2014/15 VAT 2014/15 2014/15 Fee 2014/15 COMMENTS NEIGHBOURHOOD SERVICES £ £ £

CAR PARK FEES & CHARGES

AMBLESIDE King St Short Stay up to 1 hour 1.25 0.25 1.50 0% up to 2 hours 2.50 0.50 3.00 0% up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% 2000-0800 Overnight 0.00 0.00 0.00

Low Fold; Lake Rd; Miller Bridge Multi-Tariff Rydal Rd Note Low Fold charge applies to 0800 to 1800 up to 1 hour 1.25 0.25 1.50 0% King St, Rydal Rd, Lake Rd & Millerbridge applies up to 2 hours 2.50 0.50 3.00 0% to 0800 to 2000 up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% all day 5.83 1.17 7.00 0% 2000-0800 Overnight 0.00 0.00 0.00

Page 7 BOWNESS Quarry Mount Note revised operating time 0800 to 1800 Short Stay up to 1 hour 1.25 0.25 1.50 0% up to 2 hours 2.50 0.50 3.00 0% up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% 1800-0800 Overnight 0.00 0.00 0.00

Rayrigg Rd Long Stay up to 1 hour 1.25 0.25 1.50 0% up to 2 hours 2.50 0.50 3.00 0% up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% all day 5.83 1.17 7.00 0% 2000-0800 Overnight 0.00 0.00 0.00

Braithwaite Fold up to 3 hours 3.33 0.67 4.00 0% Note revised operating time 0800 to 2000 up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% all day 5.83 1.17 7.00 0% 2000 -0800 Overnight 0.00 0.00 0.00

Glebe Rd up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% all day 5.83 1.17 7.00 0% 2000-0800 Overnight 0.00 0.00 0.00

Ferry Nab up to 1 hour 1.25 0.25 1.50 0% Fees and charges 2014/15 NET GROSS Appendix 1

CHARGE CHARGE % Increase Net 2014/15 VAT 2014/15 2014/15 Fee 2014/15 COMMENTS NEIGHBOURHOOD SERVICES £ £ £ up to 2 hours 2.50 0.50 3.00 0% up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% up to 10 hours 5.83 1.17 7.00 0% all day 6.67 1.33 8.00 0% with trailer all day 8.33 1.67 10.00 0% 2100-0800 Overnight 0.00 0.00 0.00

GRANGE Berners Close; Hampsfell Rd Multi-Tariff Main St; Windermere Rd; 0800/1800 up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00

Page 8 Kents Bank Rd up to 1/2 hr 0.17 0.03 0.20 0% up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00

GRASMERE Red Bank Rd Multi-Tariff up to 1 hour 1.25 0.25 1.50 0% up to 2 hours 2.50 0.50 3.00 0% up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% all day 5.83 1.17 7.00 0% 1800-0800 Overnight 0.00 0.00 0.00

KENDAL Dowker Lane; Peppercorn Lane; Short Stay Booths Peppercorn Lane Only up to 1/2 hr 0.42 0.08 0.50 0% up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% 1800-0800 Overnight 0.00 0.00 0.00

Long Stay Highgate (Bowman) up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% Fees and charges 2014/15 NET GROSS Appendix 1

CHARGE CHARGE % Increase Net 2014/15 VAT 2014/15 2014/15 Fee 2014/15 COMMENTS NEIGHBOURHOOD SERVICES £ £ £ up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00 Library Rd up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00

Multi-Tariff Westmorland Shopping Centre up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1900-0700 Overnight 0.00 0.00 0.00

Page 9 Blackhall Road;Sandes Avenue; Kendal Parish Church; South Lakeland House up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00

KIRKBY LONSDALE Market Square; Short Stay Booths Supermarket up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.00 3.20 0% up to 4 hours 3.25 0.65 3.90 0% 1800-0800 Overnight 0.00 0.00 0.00 Multi-Tariff New Rd. No.2: New Rd No.1. New Rd No 1 only up to 1/2 hour 0.17 0.03 0.20 0% up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00

MILNTHORPE Beetham Rd; Park Rd Multi-Tariff up to 1 hour 0.83 0.17 1.00 -17% up to 2 hours 1.67 0.33 2.00 -9% up to 3 hours 2.50 0.50 3.00 -6% up to 4 hours 3.33 0.67 4.00 2% Fees and charges 2014/15 NET GROSS Appendix 1

CHARGE CHARGE % Increase Net 2014/15 VAT 2014/15 2014/15 Fee 2014/15 COMMENTS NEIGHBOURHOOD SERVICES £ £ £ up to 6 hours 4.17 0.83 5.00 0% all day 4.17 0.83 5.00 -17% 1800-0800 Overnight 0.00 0.00 0.00

SEDBERGH Joss Lane Multi-Tariff Now run by Sedbergh Parish Council

ULVERSTON Stockbridge Lane up to 1 hour 0.17 0.03 0.20 0% up to 2 hours 0.33 0.07 0.40 0% up to 3 hours 0.50 0.10 0.60 0% up to 4 hours 0.67 0.13 0.80 0% all day 0.83 0.17 1.00 0%

Brewery St; Multi-Tariff Buxton Place; Daltongate; Page 10 Theatre St; The Gill up to 1 hour 1.00 0.20 1.20 0% up to 2 hours 1.83 0.37 2.20 0% up to 3 hours 2.67 0.53 3.20 0% up to 4 hours 3.25 0.65 3.90 0% up to 6 hours 4.17 0.83 5.00 0% all day 5.00 1.00 6.00 0% 1800-0800 Overnight 0.00 0.00 0.00

WINDERMERE Broad St; Rayrigg Meadow Multi-Tariff up to 1 hour 1.25 0.25 1.50 0% up to 2 hours 2.50 0.50 3.00 0% up to 3 hours 3.33 0.67 4.00 0% up to 4 hours 4.17 0.83 5.00 0% up to 6 hours 5.00 1.00 6.00 0% all day 5.83 1.17 7.00 0% 2000-0800 Overnight 0.00 0.00 0.00

BLUE BADGE HOLDERS Receive 1 extra hour free of charge on top of parking period paid, including addition of 1 hour to the 3 day and 7 day permit.

PERMITS New 7 day Tourist Permit 25.00 5.00 30.00 0% 7 & 3 day permit Excludes Westmorland Shopping Centre, New 3 day Tourist Permit 12.50 2.50 15.00 0% Booths, Parish Church and Millerbridge Annual Permits (exc WSC) 312.50 62.50 375.00 7% Annual Permits (inc WSC) 337.50 67.50 405.00 7% Transferrable (exc WSC) 354.17 70.83 425.00 6% Transferrable (inc WSC) 379.17 75.83 455.00 6% Business (exc WSC) 425.00 85.00 510.00 6% Business (inc WSC) 450.00 90.00 540.00 6% A rated vehicles receive 43.75 8.75 52.50 5% discount Fees and charges 2014/15 NET GROSS Appendix 1

CHARGE CHARGE % Increase Net 2014/15 VAT 2014/15 2014/15 Fee 2014/15 COMMENTS NEIGHBOURHOOD SERVICES £ £ £

Contract Spaces (single) 541.67 108.33 650.00 0% Low Fellside Contract Spaces (double) 1,083.33 216.67 1300.00 0% Low Fellside Contract Spaces (single) 358.33 71.67 430.00 0% Highgate Contract Spaces (single) 541.67 108.33 650.00 0% Bowman Replacement Permit 12.50 2.50 15.00 50%

Penalty Charge Notice (50% reduction if paid within 14 days) Higher level 58.33 11.67 70.00 0% Lower level 41.67 8.33 50.00 0%

Notes: BLUE BADGE HOLDERS Receive 1 extra hour free of charge on top of parking period paid, including addition of 1 hour to the 3 day and 7 day permit. - Parking of Lorries is permitted at Rothay Holme, at the tariffs shown.

Page 11 - Parking of Coaches is permitted at Low Fold, Rothay Holme, Windermere Rd and Berners Close at the tariffs shown - all charges are inclusive of VAT (VAT code V) This page is intentionally left blank

Page 12 Item No.3 31 21.11.2013 Delegated Executive Decisions

DELEGATED EXECUTIVE DECISIONS

A record of delegated decisions made by individual Portfolio holders or officers week ending Friday, 22 November 2013.

The reports (unless exempt under Section 100(B)(2) of the Local Government Act 1972, on the grounds that they involve the likely disclosure of exempt information as defined in Part 1 of Schedule 12 A of the Act as amended by the Local Government (Access to Information) (Variation) Order 2006 by virtue of the Paragraphs indicated and, in all the circumstances of the case, it is considered that the public interest in maintaining the exemption outweighs the public interest in disclosing it) are available for inspection from the Democratic and Electoral Services Manager, South Lakeland House, Kendal.

DEX/20 HEADS OF TERMS FOR AFFORDABLE HOUSING SITE AT BERNERS CLOSE, GRANGE-OVER-SANDS (DIRECTOR OF PEOPLE AND PLACES)

Summary

Consideration was given to the terms and conditions of disposal of land at Berners Close, Grange-over-Sands, to Grange Town Council (GTC), who would then dispose of the land to Two Castles Housing Association Limited (TC) for the development of affordable housing for local people.

The clawback provision calculation in Appendix 3 to the report was amended to show that the equation used for the clawback to GTC from TC also be used for the clawback to SLDC from GTC.

Decision

(1) Approval be given to the detailed terms and conditions in Appendix 3 to the report, as amended at the meeting and outlined above.

(2) The Assistant Director (Strategic Planning) be authorised to approve any further amendments to the terms and conditions arising prior to completion of the sale to ensure the start of construction is not delayed.

Reasons for Decision

To assist in the delivery of the Council’s Corporate Priorities of Housing (providing homes to meet need) and Environment (enhancing our environment).

Page 13 32 21.11.2013 Delegated Executive Decisions

Alternative Options Considered and Rejected

To not sell the land, in which case the development cannot proceed, with the loss of much-needed affordable housing.

To dispose of the land on different terms and conditions, in which case the development will be unviable, again resulting in the loss of much-needed affordable housing.

Page 14 SOUTH LAKELAND DISTRICT COUNCIL The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 NOTICE OF INTENTION OF KEY DECISIONS TO BE TAKEN Notice is hereby given, in accordance with Regulations 5 and 9 of the above Regulations that the following Key Decisions are to be considered by the Authority. The definition of a Key Decision is defined in Article 13.03 of the Council’s Constitution as being - A key decision means an executive decision which, in relation to an executive function, has a significant effect on communities in two or more Wards of the Council (or one Ward in respect of two-Member Wards) and/or is likely to result in the Authority incurring expenditure or making savings above £60,000. Where the Decision Maker is shown as being Cabinet, please note membership, as follows:- • Leader and Promoting South Lakeland Portfolio Holder – Councillor Peter Thornton Page 15 • Deputy Leader and Innovation and Improvement Portfolio Holder– Councillor Janet Willis • Environment and People Portfolio Holder – Councillor Sue Sanderson • Finance Portfolio Holder – Councillor David Evans • Health and Wellbeing Portfolio Holder – Councillor Graham Vincent • Strategic Growth Portfolio Holder – Councillor Jonathan Brook • Town Centres and Small Business Portfolio Holder – Councillor Giles Archibald

Item No.7

Key Matter to be Decision to Decision Date/ Documents being Lead Officer Deadline Decision decided be taken in Maker period submitted to decision Contact for repre- Ref No / private? in maker in relation to Information sentations Date added Y/N (if Yes, which the matter (i.e. in respect please quote de- background of reasons the relevant cision documents) why category of will be decision Schedule made to be 112A of the taken in local private * Government Act 1972) ) Page 16 KD23/2013 Completion of No Cabinet 29.01.14 Proposed Policy and Alan Raven, n/a 11.10.13 Review and Feedback from Revenue and introduction of Overview & Scrutiny Benefits revised Committee and Public Manager Discretionary Rate Consultation Relief Policies to take effect from 1 st April 2014

KD24/2013 Affordable House No Cabinet 11.12.13 Affordable House Price Tony Whittaker, n/a 25.10.13 Price Review 2013 Review Cabinet report Housing 28/11/13 Affordable Strategy & House Price - Cabinet Delivery Report Manager, t.whittaker@sou thlakeland.gov.u k ext. 3370 KD25/2013 Affordable No Cabinet 11.12.13 New Homes Bonus Tony Whittaker, n/a 25.10.13 Housing: New Cabinet report 30/1/13 Housing Homes Bonus Bids New Homes Bonus- Strategy & and Commuted Cabinet Report Delivery Sums Allocation Manager, t.whittaker@sou thlakeland.gov.u k ext. 3370

Yes Cabinet Report th KD/26/2013 Vehicle & Plant Cabinet 29.01.14 George 16 January 22.11.13 Programme Information Vehicle and Plant Sierpinski, Fleet 2014/15 – 2020/21 relating to the Programme 2014/15 – Manager, 01539 2013 financial or 2020/21 793316 or business g.sierpinski@so Page 17 affairs of any uthlakeland.gov. particular uk person (including the authority holding that information). (Paragraph 3)

KD/27/2013 Procurement of Yes Cabinet 29.01.14 Details of Procurement Jim Maguire 16 January 22.11.13 Pay on Foot - Information and Part 2 details of Community and 2014 machines. relating to results of the Leisure Westmorland any procurement exercise Manager Shopping Centre. individual. (Paragraph 1) - - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3)

Page 18 Subject to any prohibition or restriction on their disclosure, the documents submitted to the decision maker as listed above can be viewed at the offices of South Lakeland District Council in South Lakeland House, Kendal, and on the Council’s Website. Please be aware, that other documents other than those listed may subsequently be submitted to the decision maker. If you wish to request details of those documents (if any) as they become available, please contact the appropriate Lead Officer as indicated above.

* Where it is indicated that a decision on the item may be taken in private and you wish to make representations in respect of the reasons why this decision will be taken in private please contact Democratic Services, South Lakeland District Council, South Lakeland House, Lowther Street, Kendal, Cumbria LA9 4UQ or email [email protected] by the date shown.

Debbie Storr

Director of Policy and Resources (Monitoring Officer)

Date 29 November 2013

SOUTH LAKELAND DISTRICT COUNCIL

The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012

NOTICE OF INTENTION TO TAKE EXECUTIVE DECISION(S) IN PRIVATE

Notice is hereby given in accordance with Regulation 5 of the above Regulations that the following matters are likely to be considered in private –

Date of Decision Matter to be decided Reasons why the matter is be decided Deadline for proposed Maker/ Meeting in private representations in decision/ respect of reasons why date decision to be taken in added private Page 19

29.01.14 Cabinet Vehicle and Plant Information relating to the financial or 16 th January 2014 Programme 2014/15 – business affairs of any particular person 2020/21 (including the authority holding that information). (Paragraph 3)

29.01.14 Cabinet Procurement of Pay on There will be a part 2 appendix to the 16th January 2014 Foot machines. report that will list all bidder details. Westmorland Shopping - Information relating to any individual. Centre. (Paragraph 1) - - Information relating to the financial or business affairs of any particular person (including the authority holding that information). (Paragraph 3)

29.01.2014 Cabinet Write off of named debtor Information which is likely to reveal the 16 th January 2014 account identity of an individual

Should you wish to make representations in respect of the reasons why this decision will be taken in private please contact Democratic Services, South Lakeland District Council, South Lakeland House, Lowther Street, Kendal, Cumbria LA9 4UQ or email [email protected] by the date shown.

Debbie Storr

Director of Policy and Resources (Monitoring Officer)

Date 29 November 2013 Page 20 Item No.8

South Lakeland District Council Cabinet 11 December 2013 Affordable House Price Review 2013

PORTFOLIO: Councillor Jonathan Brook - Strategic Growth Portfolio Holder

REPORT FROM: David Sykes - Director of People and Places

REPORT AUTHOR: Tony Whittaker - Housing Strategy and Delivery Manager

WARDS: All

KEY DECISION NO: KD24/2013 – 25 October 2013

1.0 EXPECTED OUTCOME 1.1 That the current affordable house prices and developer contributions should remain the same and a price be introduced for one bedroom houses and bungalows. This will ensure that Core Strategy Policy CS6.3 can continue to be implemented in order that new affordable homes for local people will continue to be provided. 2.0 RECOMMENDATION 2.1 It is recommended that Cabinet:- (1) Retains the existing affordable house prices and introduce a price for one bedroom houses and bungalows, as shown at Appendix 1, from 1 January 2014. 3.0 BACKGROUND AND PROPOSALS 3.1 The South Lakeland Local Development Framework Core Strategy, adopted in October 2010, sets out details of implementing Policy CS6.3 – Provision of Affordable Housing. The current details are shown at Appendix 1. 3.2 These figures are used to secure discounted sale and shared equity affordable homes. In the case of shared ownership homes the Council negotiates lower prices to reflect the additional cost of a rental element. The figures were devised having taken account of: • Local incomes (2011) • Local house prices (2011) • Housing need evidence (2011) • Viability of implementing Policy CS6.3

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3.3 Up-to-date evidence on local incomes, house prices and housing needs have been used to inform this review. These are summarised at Appendix 2. 3.4 Over the past year median incomes have decreased by 3.1% and median house prices have fallen by 5.9%. The income to house price ratio has reduced from 7.8 to 7.6 meaning that houses are now marginally more affordable. It should be noted that the figures shown are District-level figures and that affordability will be more acute in some parts of the District. 3.5 UK build costs have increased only fractionally over the past 12 months. 3.6 Deposit levels required by mortgage lenders remain a key issue. The Government’s Help to Buy programme (phase 2) aims to make mortgages with 5% deposits more widely available. The impact of this policy will not be known until mid-2014. This should stimulate demand for low cost home ownership. 3.7 The marginal change in the affordability ratio does not justify amending the current affordable house prices. The proposal is, therefore, to retain the existing prices. 3.8 At present there is no price set for one bedroom houses or bungalows. Whist it is very rare that such property types are developed it is prudent to introduce a price for such eventualities. Hence this is included in Appendix 1. 4.0 CONSULTATION 4.1 The affordable house price review was considered by the Strategic Growth Portfolio Holder’s Housing Advisory Group at its meeting on 31 October 2013. The Group includes representatives from private housing developers. There was agreement that the current prices should remain unchanged. 5.0 ALTERNATIVE OPTIONS 5.1 Increase existing prices – As noted above, the evidence demonstrates that since the previous review, housing has become marginally more affordable. There are signs that house prices are due to increase despite wages falling. Thus increasing affordable house prices would make it even more difficult for first-time buyers to purchase a home and would increase the number of people in the District unable to access housing which meets their needs at a price they can afford. 5.2 Lower existing prices – Although the affordability ratio has slightly improved (by 0.2%), change on this scale does not justify making changes to the settled position, underpinned by viability evidence set out in the Core Strategy based on the existing prices. A reduction in the prices, unless supported by updated viability evidence, could not be sustained in planning terms and given the relatively small change in affordability, the uncertainties created by such a change would outweigh any marginal benefits in terms of increased affordability. 6.0 LINKS TO COUNCIL PRIORITIES 6.1 The review is linked to the Corporate Plan key priority of Housing to Meet Need.

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7.0 IMPLICATIONS 7.1 Financial and Resources 7.2 There are no direct implications for the Council’s finances or resources. 7.2 Human Resources 7.2.1 Not applicable. 7.3 Legal 7.3.1 Appendix 1 will sit as an addendum to the Core Strategy. This will not be part of the statutory development plan document but represents an update of a key element of the evidence base and will therefore be a significant material consideration in determining planning applications. 7.4 Social, Economic and Environmental 7.4.1 Not applicable. 7.5 Equality and Diversity 7.5.1 Not applicable. 7.6 Risk Risk Consequence Controls required Risk of challenge to Policy CS6.3 – To ensure the annual Core Strategy policy provision of affordable review is undertaken requirements if not housing – may not be and approved. underpinned by up to implemented leading to date evidence on less new affordable housing needs. homes.

CONTACT OFFICERS Report Author - Tony Whittaker, Housing Strategy and Delivery Manager, tel. 01539 793370, email: [email protected]

APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Current Affordable Housing Prices and proposed price for one bedroom houses/bungalows (part I) 2 Summary of Supporting Evidence (part I)

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BACKGROUND DOCUMENTS AVAILABLE

Name of Background Where it is available document South Lakeland Local Local Plan Core Strategy (link to page on which Development Framework document is available) Core Strategy – adopted 20 October 2010.

TRACKING INFORMATION Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 5/11/13 5/11/13 5/11/13 14/11/13 N/A Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 11/12/13 N/A N/A 5/11/13 5/11/13 Human Leader Ward Resource Councillor(s) Services Manager N/A N/A N/A

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Current Affordable Housing Contributions and Prices – APPENDIX 1 PURPOSE OF APPENDIX 1 The purpose of this Appendix is to show the current published affordable housing contributions and prices with the additional price category for one bedroom houses/bungalows. Property type Affordable Housing Notional Developer (Minimum sizes in brackets) Prices (AHP) Contribution (initial sale prices) 1 bed flats (40 sq. m) £70,000 OMV less £70,000 2 bed flats (50 sq. m) £80,000 OMV less £80,000 1 bed houses/bungalows (60 £85,000 OMV less £85,000 sq. m) 2 bed houses/bungalows (65 £95,000 OMV less £95,000 sq. m) 3 bed houses (75 sq. m) £110,000 OMV less £110,000 4 bed houses (85 sq. m) £125,000 OMV less £125,000

OMV = open market value. This will be determined by an independent chartered surveyor. AHP = affordable housing price (as above). Homes are kept affordable in perpetuity by applying a fixed discount to the open market value. This is calculated in the following way: AHP divided by OMV multiplied by 100 = D. The re-sale price is then OMV x D.

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Summary of Supporting Evidence – APPENDIX 2 PURPOSE OF APPENDIX 1 The purpose of this Appendix is to summarise evidence of changes in incomes, house prices and housing need for the District. Median Income 2013 £25,780 2012 £26,611 2011 £28,052

Median House Price 2013 £196,326 2012 £208,709 2011 £210,977

Median Income to Median House Price Ratio 2013 7.6 2012 7.8 2011 7.5

Households in Need of Affordable Housing Dates of District Surveys Total 2006 3425 2011 3200

Page 26 Item No.9

South Lakeland District Council Cabinet 11 December 2013 Affordable Housing: New Homes Bonus Bids and Commuted Sum Allocation

PORTFOLIO: Councillor Jonathan Brook - Strategic Growth Portfolio Holder

REPORT FROM: David Sykes - Director of People and Places

REPORT AUTHOR: Tony Whittaker - Housing Strategy and Delivery Manager

WARDS: Arnside & Beetham; Coniston; Kendal Romney; Sedbergh & Kirkby Lonsdale

KEY DECISION NO: KD25/2013 – 25 October 2013

1.0 EXPECTED OUTCOME 1.1 The proposals will provide 43 new affordable homes. These will make a valuable contribution to the lives of local households. 2.0 RECOMMENDATION 2.1 It is recommended that Cabinet:- (1) Give approval, in principle, to the grants listed in paragraph 3.7 of the report subject to providing detailed financial scheme appraisals for each bid to justify the grant requirement; and (2) Give approval, in principle, to the allocation of the £502,186 commuted sum to South Lakes Housing for the Binfold Croft, Kirkby Lonsdale development subject to providing a detailed financial scheme appraisal to justify the grant requirement; and (3) Delegated authority be given to the Director of People and Places, in consultation with the Strategic Growth Portfolio Holder, for final approval of the above subject to satisfactory financial appraisals being received. 3.0 BACKGROUND AND PROPOSALS New Homes Bonus bids 3.1 The capital programme approved by Council 28 February 2013 included a budget of £350,000 in relation to the Site Assembly Fund. This is supported by contributions from the New Homes Bonus Reserve of £190,000 and the

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Second Homes Reserve of £160,000. A further £35,000 has been transferred from the Second Homes Reserve (revenue) to the Site Assembly Fund. 3.2 The Government introduced the New Homes Bonus in April 2011. For every new home or property brought back into use the Government will pay match funding to the Council equal to the additional Council Tax raised for such property and, with an additional amount of £350 for each affordable home. The match funding applies for the following six years. The scheme is however planned to be permanent and so is expected to continue beyond the first six years. 3.3 Full Council has approved, on 29 March 2012, the creation of a New Homes Bonus Reserve to enable forward funding of schemes eligible for funding through the New Homes Bonus protocol agreed by Cabinet on 21 March 2012. 3.4 The protocol established that New Homes Bonus Funds would be apportioned: • 40% Locally Important Projects • 60% Supporting Affordable Housing and investment in housing matters and Neighbourhood Planning. 3.5 At its meeting on 30 January 2013 Cabinet approved a detailed scheme to enable proposals for Affordable Housing to be received, assessed and determined through bidding rounds every 6 months. 3.6 Following the first bidding round, at its meeting on 24 July 2013 Cabinet approved a bid, in principle, of £58,000 to South Lakes Housing to develop 3 new affordable homes at Yewbarrow depot in Grange-over-Sands. 3.7 The three bids received are as follows: Organisation Scheme No. of Grant Average name homes amount grant per home Two Castles Burland 14 £200,000 £14,286 Grove, Kendal Home Group Land off 5 £50,000 £10,000 Collingwood Close (Barratt Croft), Coniston Home Group Briery Bank, 14 £50,000 £3,571 Arnside Total 33 £300,000 £9,091

3.8 The applications have been assessed by officers against three measures:

3.8.1 Addressing community needs – all three schemes will provide affordable homes at affordable rents (up to 80% of market rents) for local people, hence

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making a valuable contribution towards meeting local evidenced housing needs. 3.8.2 Providing good value for money – the proposed grants per home for the two Home Group bids compare favourably with the average grant per home in 2012/13 (£11,887). The Two Castles bid of £200,000 is based on a provisional estimate of maximum costs which is likely to be reduced once detailed costs are known. Even based on the maximum it compares favourably with other bids approved in the past and can be considered good value for money. All three schemes will also be partly funded by the Homes and Communities Agency (HCA) and the housing association’s own resources. 3.8.3 Deliverability - the Burland Grove and Collingwood Close bids are based on securing planning permission and commencing construction before April 2014 which is realistic. The Burland Grove site is owned by the Council who has approved, in principle, to sell the site to Two Castles. Home Group owns the Collingwood Close site and has worked closely with the Coniston Housing Group to secure community backing. The bid for the Briery Bank scheme is to help purchase the land from a private owner with a view to securing planning permission and starting construction in 2014. All three bids are considered to be deliverable. 3.9 It is proposed that all three bids are approved, in principle, subject to providing detailed financial scheme appraisals for each bid to justify the grant requirement. 3.10 The next round of bids will be in six months time. Commuted Sum Allocation 3.11 In January 2013 the Council granted planning permission for 36 homes at Tram Lane, Kirkby Lonsdale (application number SL/2012/0425) on the basis of the developer providing a commuted sum of £502,186 towards the provision of off-site affordable housing in the locality. This money is entirely separate from the New Homes Bonus funds. 3.12 Officers have worked with South Lakes Housing (SLH) to deliver the off-site affordable housing on a site in their ownership at Binfold Croft, Kirkby Lonsdale. Planning approval has been given for 10 social rented homes. Only draft estimated costs are known at this stage. Final costs are expected to be lower. SLH will contribute up to £1,203,246 to the scheme. 3.13 It is proposed that the £502,186 is allocated to SLH to develop their Binfold Croft scheme subject to providing a detailed financial scheme appraisal to justify the allocation. Once final costs are known the SLDC contribution may be reduced, but not increased, in which case the balance will be set aside for other future affordable housing schemes in the locality. 3.14 It should be noted that the scheme will not attract funding from the HCA due to this being a social rented scheme; hence the average grant per home is significantly higher than the New Homes Bonus bid schemes which are based on higher affordable rents. In this case the social rents will be approximately £30 per week less than an affordable rent (which are based on 80% of market rents).

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4.0 CONSULTATION 4.1 The second New Homes Bonus bidding round was launched in August 2013. The deadline for applications was 31 October 2013.

4.2 An invitation to bid was sent to all known housing organisations that operate in the District. Three bids were received by the deadline (two in the South Lakeland planning area and one in the Lake District National Park). The Lake District National Park Authority is supportive, in principle, of the bid in their area. The Yorkshire Dales National Park Authority has been advised that no bids were received for their area and have acknowledged this. 4.3 Local Ward Members in the affected wards have been consulted. No adverse comments have been received . 5.0 ALTERNATIVE OPTIONS 5.1 The alternative option would be to not approve the New Homes Bonus bids and commuted sum allocation. This is not recommended as the 43 new affordable homes could not be developed without the financial assistance requested. 6.0 LINKS TO COUNCIL PRIORITIES 6.1 The proposals link to the corporate priority of ‘Providing homes to meet need’ within the Council Plan 2013 – 2017. 7.0 IMPLICATIONS 7.1 Financial and Resources 7.1.1 The Site Assembly Fund has an approved budget of £350,000 plus £35,000 virement from Second Homes revenue, i.e. £380,000 in total. Of this, £190,000 is supported by the New Homes Bonus Reserve. The Yewbarrow Depot grant of £58,000, previously approved, leaves a balance of £327,000. The total grant requirement of the three bids is £300,000. This would leave a Site Assembly Fund balance of £27,000 unallocated. 7.1.2 At the time of writing it is expected that the three new bids totalling £300,000 will be spent in 2013/14; whilst the £58,000 allocated to Yewbarrow will be spent in 2014/15 along with the £27,000 unallocated amount, i.e. £85,000 will be expected to be transferred to 2014/15. 7.1.3 The £502,186 commuted sum is ring-fenced for the provision of affordable housing in the Kirkby Lonsdale locality. It is due to be paid to the Council in stages: £167,000 has been received in 2013/14 and will be spent (subject to approval of recommendation 2) by March 2014. The remainder will be paid to the Council in 2014/15 and will be spent in 2014/15. 7.1.4 There is a further separate commuted sum payment of £40,000 due in 2014/15 relating to a scheme in Lupton. However, there are no proposals to spend this money as yet. 7.2 Human Resources 7.2.1 None arising from this report.

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7.3 Legal 7.3.1 A legal agreement will be drawn up to ensure that commuted sum payment is spent in accordance with the planning permission. 7.4 Social, Economic and Environmental 7.4.1 A sustainability impact assessment has not been carried out. This would be undertaken as part of the planning application. 7.4.2 This proposal (the grants) is considered to have a neutral impact on sustainability. 7.5 Equality and Diversity 7.5.1 The new homes would be let under the Cumbria Choice policy which adheres to equality and diversity principles. 7.6 Risk Risk Consequence Controls required That planning The affordable homes Given the planning permission is not could not be history of the sites this is secured for one or more constructed. unlikely. of the schemes. The housing The affordable homes To pay the grant upon associations could would not be start of construction and decide not to proceed constructed and the on the basis that this is with the development. New Homes Bonus started by June 2014. funds and commuted sum would remain unspent.

CONTACT OFFICERS Report Author - Tony Whittaker [email protected] ext. 3370

BACKGROUND DOCUMENTS AVAILABLE Name of Background Where it is available document New Homes Bonus Cabinet New Homes Bonus- Cabinet Report report: 30 January 2013

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TRACKING INFORMATION Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 5/11/13 5/11/13 5/11/13 14/11/13 N/A Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 11/12/13 N/A N/A 5/11/13 5/11/13 Human Leader Ward Resource Councillor(s) Services Manager N/A N/A 11/11/13

Page 32 Item No.10

South Lakeland District Council Cabinet 11 th December 2013 ULVERSTON ASSET TRANSFER

PORTFOLIO: Councillor Graham Vincent - Health and Wellbeing Portfolio Holder

REPORT FROM: Michael Keane – Assistant Director Strategic Planning

REPORT AUTHOR: Caroline Leigh – Economic Development and Asset Manager Jim Maguire – Community and Leisure Manager

WARDS: Ulverston

KEY DECISION NO: Not Applicable

1.0 EXPECTED OUTCOME 1.1 This report is presented to Cabinet to allow discussions to continue with Ulverston Town Council over asset transfers in order for South Lakeland District Council, to ensure the long term sustainability over the assets, to have a holistic and flexible approach to any potential asset transfers and to assist the Council in balancing its future budget. 2.0 RECOMMENDATION 2.1 It is recommended that Cabinet:- (1) approve discussions continue with Ulverston Town Council over a holistic approach to asset transfers; and (2) support Ulverston Town Council’s application for further funding to the Social Investment Business for a full feasibility study. 3.0 BACKGROUND AND PROPOSALS 3.1 Ulverston Town Council (UTC) are bidding to the Social Investment Business for further funding to prepare a full feasibility study and business plan to explore in detail the options for asset transfer in Ulverston. 3.2 Initial meetings were held between officers, members of UTC and the Portfolio Holder of Health and Wellbeing and Town Centres and Small Business to discuss exploring the long term sustainability of these assets against the need for South Lakeland District Council (SLDC) to balance its future budget. It was agreed that a flexible and holistic approach needs to be taken when considering which assets could be part of any transfer.

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3.3 It is proposed that UTC will submit a bid to the Social Investment Business for funding for a consultant to help work with UTC to prepare a plan. UTC has requested that SLDC assist with information in preparing a feasibility report and business plan and commit to considering the results of the report. The bid will be submitted by the end of 2013. 4.0 CONSULTATION 4.1 Meetings have been held with UTC and the Portfolio Holder of Health and Wellbeing and the Portfolio Holder of Town Centres and Small Business. UTC also has approval from its own members to proceed with the bid for funding for the study. 5.0 ALTERNATIVE OPTIONS 5.1 The alternative option is not to engage or support UTC with their bid and study. This would result in SLDC working in isolation to address the future of its Ulverston assets. Solutions would be limited and may pose a risk to the assets. 6.0 LINKS TO COUNCIL PRIORITIES 6.1 Culture and Wellbeing – continue to seek opportunities to devolve services and assets to Town and Parish Councils. 7.0 IMPLICATIONS 7.1 Financial and Resources 7.1.1 The draft budget 2014/15 proposes a range of cost reductions, including a £200,000 saving against Ulverston assets, to be implemented by the financial year 2015/16. UTC has been made aware of this. 7.2 Human Resources 7.2.1 Staff employed in the in Ulverston assets have been briefed that the study work is taking place. Staff consultations will continue as proposals are developed. As with any asset transfer TUPE may apply and its requirement will need to be factored into UTC feasibility study and related business plan. 7.3 Legal 7.3.1 There will be legal implications in asset transfers and the legal team will be advised as discussions continue. 7.4 Social, Economic and Environmental 7.4.1 At the moment there is no definite decision over which assets may transfer to UTC and how these will be operated. Once a proposal has been developed a social, economic and environmental impact study will be undertaken. 7.5 Equality and Diversity 7.5.1 As per 7.4.1 an Equality and Diversity study will be undertaken when a proposal has been developed.

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7.6 Risk Risk Consequence Controls required A sustainable future for The balance budget will Engagement with UTC the assets is not found not be met and working together to Service delivery at risk find a solution to the issues. Regular meetings will be held with the Portfolio Holder

Legal challenge to the Referral to the Courts of Establish that any basis of any asset the Council’s decision to transfer is justified under transfer transfer any assets the General Disposal Consents 2003 and publicly record the reasons for the decisions.

CONTACT OFFICERS Caroline Leigh – Economic Development and Asset Manager – [email protected] Jim Maguire – Community and Leisure Manager – [email protected] BACKGROUND DOCUMENTS AVAILABLE None TRACKING INFORMATION Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 19/11/2013 19/11/2013 19/11/2013 28/11/2013 Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer 19/11/2013 19/11/2013 Human Leader Ward Resource Councillor(s) Services Manager 19/11/2013 22/11/2013 19/11/2013

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Page 36 Item No.11

South Lakeland District Council Cabinet 11 th December 2013 LANGSTONE HOUSE, WINDERMERE - DECLARE SURPLUS TO REQUIREMENTS WITH AN OPTION FOR AFFORDABLE HOMES OR OPEN MARKET DISPOSAL

PORTFOLIO: Councillor Graham Vincent - Health and Wellbeing Portfolio Holder

REPORT FROM: Michael Keane – Assistant Director Strategic Planning

REPORT AUTHOR: Caroline Leigh - Economic Development and Asset Manager

WARDS: Windermere Town Ward

KEY DECISION NO: not applicable

1.0 EXPECTED OUTCOME 1.1 This report is presented to Cabinet to seek approval in principle that Langstone House, Windermere is declared surplus to requirements to enable the available space to be converted into affordable homes. 2.0 RECOMMENDATION 2.1 It is recommended that Cabinet:- (1) Approve that Langstone House, Windermere be declared as surplus to requirements; (2) The Assistant Director (Strategic Planning) be delegated authority to explore the options of converting the available space into affordable homes; and (3) In the event that disposal of the property (or part thereof) for affordable housing is not feasible authority is sought to seek a disposal of the property (or part thereof) on the open market. 3.0 BACKGROUND AND PROPOSALS 3.1 South Lakeland District Council owns Langstone House, Windermere. The building has had multi-occupational uses. An office is currently used by parking services and there is a limited contact centre presence in the ground

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floor. There are also some IT severs at Langstone House which provide a service for Ferry Nab and Ecclerigg Depot. 3.2 Windermere Town Council has a user right (with a small, associated lease) to hold its meetings in the Council Chamber in Langstone House and to use the adjoining office for its Clerk. Windermere Town Council pays the equivalent of a rent for the benefit it receives but this does not represent investment value. Windermere Town Council is protected in this use arising from the Local Authorities (England) (Property Etc.) Order 1973 (No 1861). 3.3 Appendix 1 provides a plan of the location and uses at the building (lower ground floor not shown). The remainder of the building is vacant and the Council has no use for this space. 3.4 The building is situated in a predominantly residential area adjacent to existing housing association homes. 3.5 It is proposed that the SLDC’s use of Langstone House, Windermere be declared surplus to requirements. 3.6 The parking services and contact centre use will find alternative locations and this is already being explored, such as the library in Windermere and the office at Westmorland Shopping Centre car park. The IT servers will also need to be removed. 3.7 It is proposed that, through delegated authority, the option for converting Langstone House into affordable homes is further investigated and that the building transfers to a housing association. Windermere Town Council’s user right will still continue to exist under any new owner. 4.0 CONSULTATION 4.1 Early discussions indicate that Windermere Town Council wishes to continue with the User Right of the Council Chamber and Clerks office as this is fundamental to its operation. 4.2 Discussions have also been undertaken with the Housing Strategy and Delivery Manager who states there is a significant need for affordable housing in this area. 4.3 Positive discussions have also been undertaken with one of the Council’s housing association partners to establish if it is feasible to provide affordable homes in this building. Preliminary investigations indicate that one home and two flats can be created which would not infringe on the rooms used by Windermere Town Council, however more could be created if the whole building could be used. 5.0 ALTERNATIVE OPTIONS 5.1 To continue to run the building and try and operate it as commercial office suites. In order to do this successfully there would need to be capital expenditure. This would still leave the Council with a long term liability and increasing maintenance costs for the building. It is not considered that such expenditure would represent a good investment for the Council’s funds or achieve the Council Corporate Plan objectives.

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5.2 If the affordable housing option becomes unfeasible then the alternative option would be to sell the building on the open market for a capital receipt. Again Windermere Town Council’s user right would still exist but there would be a reduction in the capital value achieved reflecting this if they were still in presence. 6.0 LINKS TO COUNCIL PRIORITIES 6.1 Housing – providing homes to meet need 7.0 IMPLICATIONS 7.1 Financial and Resources 7.1.1 There will be small loss of revenue from the User right/lease to Windermere Town Council of £313. 7.1.2 The revenue expenditure on Langstone House has been £50,242 in 2010/11, £73,320 in 2011/12 and for 2012/13 is £73,320. However this does include a large element of recharges due to the building being multi occupied as this can be time intensive. It is likely that there will be c.£15,000pa direct expenditure savings and these have been included in the 2014/15 Draft Budget Report (from 2015/16). 7.1.3 It is currently unclear whether there will be any capital receipt if the building is partly converted to affordable homes; however a viability assessment will be undertaken with the housing association. 7.1.4 There will be a cost for relocating the existing SLDC uses and IT services from the building. These costs are to be confirmed and will be reported to Senior Management Team. These costs will be met from the first year of savings. 7.2 Human Resources 7.2.1 There will be HR implications to this proposal should the decision proceed and these are highlighted in the body of the report. 7.3 Legal

7.3.1 Paragraph 23(2) of the Local Authorities (England) (Property etc.) Order 1973 introduced the concept of user rights related to arrangements made for after local government re organisation which took effect from 1 April 1974. This provides that:

(a) Where any property is immediately before 1st April 1974 used otherwise than temporarily for the purposes of functions exercisable by one authority in relation to any area and the functions become exercisable on and after that day by two or more authorities; and

(b) the property is by virtue of this order transferred to and vested in one of the authorities

(c) the other of the authorities shall be entitled to the use of such property for the purposes of such functions or for the purposes of any other functions exercisable by them.

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7.3.2 Paragraph 23(8) of the Local Authorities (England) (Property etc.) Order 1973 states that

“An authority shall not sell, exchange, lease or otherwise dispose of property in respect of which user rights are ensured or develop the land on which such property is situated, unless they have consulted all authorities entitled to such user rights and made such arrangements as may be determined by agreement between the authorities concerned or failing such agreement by the decision of a person agreed on by such authorities or in default of agreement appointed by the Secretary of State.

7.3.3 Therefore if the user right part of Langstone House is to be disposed of this will need to be preceded by a consultation process with Windermere Town Council with mutually agreeable arrangements, failing which step the arrangements will need to be determined by an independent person.

7.3.4 Terms and conditions of any disposal will be subject to a Delegated Executive Decision and legal agreements drawn up between the parties.

7.3.5 Sale will either have to achieve ‘best consideration’ under S123 of the Local Government Act 1972 or be justified under the well-being exceptions permitted by the General Disposal Consent (England) 2003 or the affordable housing exceptions of S24-26 of the Local Government Act 1988 depending upon the individual circumstances of any disposal.

7.4 Social, Economic and Environmental 7.4.1 This will be completed as part of any planning application for change of use. 7.5 Equality and Diversity 7.5.1 As per 7.4.1 7.6 Risk Risk Consequence Controls required Criticism for not selling Legal challenge that the Explanation of the legal the building on the open Council is not attempting basis for converting the market to maximise its disposal building into affordable receipts homes Continuing to own an The asset is not Dispose of use in asset which is surplus to delivering best value to accordance with the requirements the Council Council priority.

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CONTACT OFFICERS Caroline Leigh – Economic Development and Asset Manager – [email protected] APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Plan of the subject property

BACKGROUND DOCUMENTS AVAILABLE None TRACKING INFORMATION Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 22/11/2013 22/11/2013 19/11/2013 17/01/2013 n/a Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer n/a n/a 22/11/2013 22/11/2013 Human Ward Resource Councillor Services Manager 19/11/2013 22/11/2013

Page 41 Appendix 1

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Page 44 Item No.12

South Lakeland District Council Cabinet Wednesday 11th December 2013 Arnside & Silverdale AONB Management Plan Review Consultation

PORTFOLIO: Jonathan Brook – Strategic Growth Portfolio Holder

REPORT FROM: David Sykes – Director of People and Places

REPORT AUTHOR: Lorayne Woodend – Strategic Systems and Delivery Officer

WARDS: Arnside & Beetham

KEY DECISION NO: Not applicable

1.0 EXPECTED OUTCOME 1.1 The submission of a response by the Council to this main consultation on the Arnside and Silverdale Area of Outstanding Natural Beauty (AONB) Management Plan review enables the Council to continue to formally influence the new AONB Management Plan. The Management Plan is important because the AONB requires a special management approach to ensure that its special qualities are supported and enhanced. It supports the delivery of objectives that the Council seeks to meet for communities across South Lakeland, whilst recognising that communities in the AONB are set in the context of a special and designated landscape. The Council’s engagement will support the AONB Unit in the review of the plan and help to secure a comprehensive and appropriate plan for the AONB and all of the communities that live within it. This is particularly important in light of the preparation of the AONB Development Plan Document (DPD), which is in its early stages and which will relate to the whole of the AONB.

2.0 RECOMMENDATION 2.1 It is recommended that Cabinet:- (1) Note and endorse the consultation response co-ordinated and submitted by Officers. 3.0 BACKGROUND AND PROPOSALS

3.1 The Countryside and Rights of Way (CROW) Act 2000 requires principal authorities to prepare and publish a plan that formulates their policy for the management of the whole AONB and for the carrying out of their functions in

Page 45 relation to it, and review it every five years. The current plan must be reviewed and adopted by 31st March 2014.

3.2 The Arnside and Silverdale AONB Partnership have committed to undertake the review on behalf of the four principal local authorities in the area, Cumbria County Council, Lancashire County Council, Lancaster City Council and South Lakeland District Council.

3.3 Whilst it is essential to ensure that the review is manageable and cost effective, the Partnership intends to consider, and update where necessary, all aspects of the Plan. It is acknowledged that the revised Plan will need to recognise a new agenda and a changed context, including the emerging development plans of both Lancaster City and South Lakeland District Councils and the preparation of the dedicated AONB DPD, which is in its early stages. It will be important to ensure that as both plans develop, a complementary and mutually beneficial relationship between the plans is fostered, enabling them to work together to deliver benefits for all the communities in the AONB, in both South Lakeland and Lancaster Districts. 3.4 The AONB Partnership recognises that the AONB is a place in which people live, work and explore and wishes to ensure that as many stakeholders as possible are able to take an active part in the Management Plan review process. 3.5 Appendix 1 represents the second stage in the preparation of the draft AONB Management Plan 2014 -19. It has been developed drawing on the results of the early stage consultation, to which the Council contributed. The draft plan highlights the special qualities of the area, provides a long term vision for the AONB, and identifies the principal issues affecting the area and actions already being taken to conserve and enhance the AONB. The draft Plan goes on to state objectives to address the identified issues and the actions needed to deliver them. 3.6 A consultation took place on 7th October 2013 and ran until 18 th November on the draft AONB Management Plan 2014-19. Any comments received through this consultation process will be considered and fed into the draft plan to create a final draft which will then be published for final comments. The Council’s response to the consultation can be found at Appendix 2. 3.7 The Council, through representative officers and members, have an ongoing role on the Management Plan Review steering group and on the AONB Executive Committee. This involvement provides further ways of engaging with and influencing the revision of the Management Plan. 4.0 CONSULTATION 4.1 Officers from Development Strategy (including the Conservation Officer and Housing team), Environmental Protection, Development Management and Economic Development teams were asked for comments to feed into the Council’s response. Ward Members for Arnside and Beetham, as well as the Strategic Growth Portfolio Holder were asked for their comments. 4.2 The AONB Unit has directly informed a wide range of individuals and organisations about this consultation and in addition has publicised the

Page 46 consultation on its website and through other means, such as at recent public events.

5.0 ALTERNATIVE OPTIONS 5.1 One alternative course of action would be to withdraw the Council’s response to the consultation. The Council has already responded to the early consultation and would still retain the right to comment later in the process. However, not commenting now would mean that the Council would have missed out on the primary opportunity to shape the new Management Plan. This could affect the quality and integrity of the relationship between the AONB Management Plan and the AONB DPD during both preparation and implementation stages and would mean that the Council had not influenced the Management Plan to full effect. However, it would be appropriate to withdraw the response if Cabinet fundamentally disagree with the response that has been provided. 5.2 Another option would be to submit an amended response; this would have to be submitted well after the response deadline and may be refused or may delay the Management Plan review process. Although the Management Plan review process will allow for one further consultation opportunity, the final consultation stage is a formal stage and intended primarily for expressions of views on the overall plan rather than on the detailed content. 5.3 The recommended course of action is that Cabinet notes and endorses the submitted response as this will ensure that the Council, as a key member of the AONB partnership, influences this key stage, helping to shape the detailed content of the new Management Plan and ensuring that the AONB Management Plan and the AONB DPD are complementary. 6.0 LINKS TO COUNCIL PRIORITIES 6.1 The AONB makes a significant contribution to making South Lakeland the best place to live, work and explore. 6.2 The refreshed AONB Management Plan, like its predecessor, addresses issues around housing, economy, culture and wellbeing as well as environmental and especially landscape issues. As such it will help to deliver on all these priorities as set out in the Council Plan as well as having a mutually beneficial relationship with the AONB DPD. 6.3 The AONB Management Plan will help to deliver on Council priorities and is a key way of delivering on many objectives in a cost effective way. 7.0 IMPLICATIONS 7.1 Financial and Resources 7.1.1 The Council already supports the AONB Unit and partnership through annual funding and existing budgets. Some of the funding provided by the Council and other partnership members will be used to cover the costs of the Management Plan review process. There are no additional costs resulting from participation in this consultation or from this report.

Page 47 7.2 Human Resources 7.2.1 There are no staffing implications resulting from this proposal. 7.3 Legal 7.3.1 There are no legal implications resulting from this proposal. 7.4 Social, Economic and Environmental 7.4.1 In consultation with the Council’s Policy and Performance team, it is not considered necessary to undertake a Sustainability Impact Assessment on the Council’s response to the draft plan proposals for the AONB Management Plan review. 7.4.2 The draft Management Plan will support sustainability and the Council’s consultation response supports this. 7.5 Equality and Diversity 7.5.1 In consultation with the Council’s Policy and Performance team, it is not considered necessary to undertake an Equality Impact Assessment on the Council’s response to the draft plan proposals for the AONB Management Plan review. 7.5.2 The Council’s Community Development/Policy and Partnerships Officer has worked with the AONB Unit with regarding equality and diversity in relation to the AONB management Plan review, including advising on the consultation approach. 7.6 Risk Risk Consequence Controls required The Council fails to The final plan may not Endorse the submitted influence the detail of contribute effectively to consultation response. the plan at this crucial the Council’s objectives. stage.

CONTACT OFFICERS Report Author – Lorayne Woodend, Strategic Systems and Delivery Officer, 01539 793383 and [email protected]

APPENDICES ATTACHED TO THIS REPORT Appendix No. 1 Consultation document (Draft Management Plan) 2 The submitted response (completed consultation response form and additional comments)

Page 48

BACKGROUND DOCUMENTS AVAILABLE Name of Background Where it is available document AONB Management Plan This is the current Management Plans for the AONB and 2009 can be found on the Council’s Local Plan Evidence Base web Pages Local Development This document sets out the timetable for the preparation Scheme 2013-15 of Local Plan documents, including the AONB DPD on the Council’s Local Plan web Pages Council’s response to This document sets out the Councils’ response to the early stage consultation previous round of consultation on the revised AONB on the Outline Plan Management Plan and can be found proposals for the AONB on the Council’s Past Cabinet Agenda/Report Pages Management Plan review.

TRACKING INFORMATION Assistant Portfolio Solicitor to the SMT Scrutiny Director Holder Council Committee 18/11/13 18/11/13 18/11/13 N/A Executive Committee Council Section 151 Monitoring (Cabinet) Officer Officer N/A N/A N/A 18/11/13 Human Leader Ward Use these Use these Resource Councillor(s) boxes for boxes for Services additional additional Manager tracking tracking N/A 18/11/13 18/11/13 N/A N/A

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Page 50 Appendix 1: Consultation Document - Draft Management Plan

Consultation Arnside & Silverdale AONB Management Plan 2014 -19 (Consultation Draft)

Start October 3 rd 2013 End November 18 th 2013

Published on October 3 rd 2013

The Arnside & Silverdale AONB Partnership welcomes your views on all aspects of the Arnside & Silverdale AONB Management Plan 2014 -19 (Consultation Draft).

Throughout this document consultation questions are shown in yellow boxes.

To respond to the consultation please make your comments in relation to these questions by completing the accompanying consultation response form, available at www.arnsidesilverdaleaonb.org.uk

Please submit your consultation response form to [email protected] by midday on Monday 18 th November 2013.

Hard copies of the consultation response form are also available on request.

If you have any enquiries about the consultation process please contact the AONB Team on 01524 761034.

Thank you

1 Page 51 Arnside & Silverdale Area of Outstanding Natural Beauty Management Plan 2014-2019 (Consultation Draft)

Prepared by the Arnside & Silverdale AONB Partnership, October 2013

2 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 52 Ministerial Foreword

Areas of Outstanding Natural Beauty (AONBs) are some of our finest landscapes. They are cherished by residents and visitors alike and allow millions of people from all walks of life to understand and connect with nature.

I am pleased to see that this management plan demonstrates how AONB Partnerships can continue to protect these precious environments despite the significant challenges they face. With a changing climate, the increasing demands of a growing population and in difficult economic times, I believe AONBs represent just the sort of community-driven, collaborative approach needed to ensure our natural environment is maintained for generations to come.

AONB Partnerships have been the architects of a landscape-scale approach to land management. This approach is a key feature of the Government’s Natural Environment White Paper and emphasises the need to manage ecosystems in an integrated fashion, linking goals on wildlife, water, soil and landscape, and working at a scale that respects natural systems.

This management plan also makes the important connection between people and nature. I am pleased to hear that local communities have been central to the development of the plan, and will be at the heart of its delivery. From volunteers on nature conservation projects, to businesses working to promote sustainable tourism, it’s great to hear of the enthusiasm and commitment of the local people who hold their AONBs so dear.

AONBs are, and will continue to be, landscapes of change. Management plans such as this are vital in ensuring these changes are for the better. I would like to thank all those who were involved in bringing this plan together and I wish you every success in bringing it to fruition.

Richard Benyon Parliamentary Under-Secretary of State at the Department for the Environment, Food and Rural Affairs

3 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 53 Contents

1 Introduction...... 5 1.1 Areas of Outstanding Natural Beauty...... 5 1.2 Natural beauty...... 5 1.3 Arnside & Silverdale AONB ...... 6 1.4 The AONB Partnership...... 6 1.5 National Association for AONBs ...... 6 1.6 The AONB Management Plan ...... 7 1.7 How the Draft Management Plan has been produced...... 7 1.8 Core principles ...... 8 1.9 AONB designation and the planning process...... 9 1.10 European Landscape Convention...... 10 1.11 What’s new?...... 11 2 What is special about Arnside & Silverdale AONB? ...... 13 3 Natural, cultural and social benefits from our special landscape ...... 18 4 Vision for the future...... 22 5 What we want to achieve ...... 23 5.1 Outstanding landscape, rich in wildlife and cultural heritage ...... 23 5.1.1 Landscape and seascape...... 24 5.1.2 Biodiversity and geodiversity ...... 30 5.1.3 Historic landscape ...... 35 5.2 A thriving, sustainable economy and vibrant communities...... 38 5.2.1 Development management...... 39 5.2.2 Supporting rural growth and livelihoods ...... 41 5.2.3 Sustainable visitor economy ...... 44 5.2.4 Sustainable communities...... 47 5.3 A strong connection between people and the landscape ...... 52 5.3.1 Enjoying and understanding ...... 52 5.3.2 Taking action ...... 56 6 Delivering the Plan...... 58 6.1 A dynamic and successful partnership...... 89 7 Monitoring...... 89

4 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 54 Arnside & Silverdale Area of Outstanding Natural Beauty Management Plan 2014-2019 (Consultation Draft)

1 Introduction

1.1 Areas of Outstanding Natural Beauty Areas of Outstanding Natural Beauty (AONB) are particularly special landscapes whose distinctive character and natural beauty are so outstanding that it is in the nation’s interest to safeguard them. AONBs are unique and irreplaceable national assets and along with National Parks represent our finest countryside. There are 46 AONBs throughout England, Wales and Northern Ireland, covering 18% of the land area.

AONBs are also within a worldwide category of protected areas, designated by the International Union for Conservation of Nature (IUCN) as Category V – Protected Landscape/Seascapes – ‘protected areas where the interaction of people and nature over time has produced an area of distinct character with significant ecological, biological, cultural and scenic value’.

The primary purpose of AONB designation is to conserve and enhance the natural beauty of the area 1. In pursuing the primary purpose account should be taken of the needs of agriculture, forestry, other rural industries and of the economic and social needs of local communities. Particular regard should be paid to promoting sustainable forms of social and economic development that in themselves conserve and enhance the environment. Promoting opportunities for recreation is not an objective of designation, but the demand for recreation should be met so far as this is consistent with the conservation of natural beauty and the needs of agriculture, forestry and other uses.

AONBs were brought into being by the National Parks and Access to the Countryside Act 1949. The Countryside and Rights of Way (CRoW) Act 2000 (Section 89) subsequently strengthened the earlier legislation and placed a statutory duty on local authorities to act jointly to produce Management Plans for AONBs within their boundaries and review them every five years. In addition, Section 85 of the CRoW Act 2000 places a duty on local authorities, public bodies down to parish council level, and statutory undertakers to pay ‘due regard’ to the purpose of AONB designation in carrying out their functions. The Government has confirmed that the landscape qualities of AONBs and National Parks are equivalent, so the protection given by the land use planning system to natural beauty in both types of area should also be equivalent.

1.2 Natural beauty The natural beauty of an AONB landscape is partly due to nature and is partly the product of many centuries of human modification. It encompasses natural and human factors that together make an area distinctive and special: geology, climate, soil, plants, animals, communities, archaeology, buildings, settlements, historic features, people and the perceptions of those that visit it. The special qualities that make an area worthy of designation are also vulnerable to a wide range of pressures, for example from development, recreation, changes in woodland management and agricultural practices, and the effects of climate change. Positive management is therefore required to conserve and enhance their distinctive character.

1 National Parks and Access to the Countryside Act 1949; confirmed by Section 82 of the Countryside and Rights of Way Act 2000

5 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 55 1.3 Arnside & Silverdale AONB Arnside & Silverdale AONB is a unique landscape of national importance. It was designated in 1972 and covers an area of approximately 75km 2 in south Cumbria and north Lancashire including around 30km 2 of intertidal sand and mudflats.

Recognised as one of England’s finest landscapes, the AONB is celebrated for its wealth of plants, birds and butterflies. The Area boasts an extraordinary range of diverse habitats, and the intimate mosaic of stunning limestone pavements, low limestone hills, ancient woodlands, mosses, orchards and meadows, along with an impressive coastal setting affording magnificent views over Morecambe Bay, make this a truly special place.

The intricate, intimate and fine-grained nature of many parts of the AONB – that combination and variety of elements in a small area that gives the sense of things being on a smaller and more human scale - adds a sense of mystery and discovery. This compact landscape scale contrasts in every sense with the vast openness of the Bay.

1.4 The AONB Partnership Effective joint working is needed to conserve and enhance the AONB for future generations. Co- ordination is provided by the AONB Partnership 2, a statutory partnership made up of the four relevant local authorities - Cumbria County Council, Lancashire County Council, Lancaster City Council and South Lakeland District Council - statutory agencies, voluntary bodies, parish councils, businesses, user groups, landowners and farming representatives working together to deliver the duties and obligations arising from Part IV of the Countryside and Rights of Way Act 2000. Each organisation appoints a representative to sit on the AONB Executive Committee, which helps to oversee co-ordinated delivery from the AONB Partnership. The partnership structure of the AONB is a particular strength and enables communication and understanding between many different interested parties and the delivery of sustainable, shared solutions.

The AONB Team is the staff team employed for, and on behalf of, the AONB Partnership by Lancaster City Council as host local authority, delivering nationally agreed core functions and making a significant contribution to the implementation of the AONB Management Plan. The AONB Team also works at a national level through the National Association for AONBs.

Whilst successful delivery of the Plan is shared across the AONB Partnership, the AONB Team plays a vital role in driving forward successful delivery at all levels. A key consideration for this Plan is to ensure long term support for the AONB management structures by partners and the relevant authorities.

1.5 National Association for AONBs The National Association for AONBs (NAAONB) is the national voice of AONB Partnerships and represents the AONB family on national issues including policy and advocacy, communications, training and securing resources. The Association works to share experience and promote best practice amongst AONBs and fosters collaboration between protected landscapes and with other relevant bodies and organisations. The Arnside & Silverdale AONB Partnership is a member of the NAAONB, supporting the national AONB family and contributing to and participating in national AONB initiatives.

2 Full list of Partnership members is available on the AONB website at http://www.arnsidesilverdaleaonb.org.uk/AONB/About-Us/AONB-Partnership/The-AONB-Partnership-A.html

6 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 56 1.6 The AONB Management Plan The AONB Management Plan is a statutory plan which sets out a shared Vision for the next 20 years. It describes the broad range of issues we face in this area and how we will manage them to conserve and enhance the area for future generations.

As this is the AONB Partnership’s Management Plan, we use words such as ‘we’ and ‘our’ to mean the AONB Partnership’s collective ambition and not the sole view of the AONB Team.

In order to achieve effective conservation and enhancement of the area, working together in partnership is crucial; local authorities, communities, organisations, landowners/ managers and businesses must work jointly to successfully implement the Plan.

The aims of the Management Plan, which reflect the AONB purposes, are to: • conserve and enhance the natural beauty and special qualities of the AONB • promote the sustainable needs of agriculture, forestry and other rural industries • promote the social and economic well-being of people living within the AONB • increase public understanding and enjoyment of the AONB • meet the recreational needs of local residents and visitors alike - where these are compatible with the purpose of AONB designation.

The Management Plan forms a key part of the strategic framework for action by the many organisations working in and around the AONB, including the local authorities jointly responsible for the Area, and by the local community.

The final Management Plan will be in two parts:

• The strategic Management Plan document which sets out: - the background and context of the Plan - a summary of the special qualities of the AONB - the natural and cultural benefits derived from the special landscape of the AONB - a Vision for the AONB landscape of 2035 and the outcomes we want to see - issues and forces for change that could or do affect the special qualities of the AONB - objectives to address these challenges over the next 5 years and move towards achieving the Vision for the AONB

• The Delivery Plan which details actions to be carried out to meet the objectives – a standalone document to enable annual reviews and updates as necessary

However, in this consultation version, the Delivery Plan is integrated.

The Management Plan will be supported by a separate report ‘What is special about Arnside & Silverdale AONB?’ which describes the special qualities in detail.

In carrying out our work, the AONB Partnership tries to take a multi-objective approach. Certain actions carried out may help to deliver a number of objectives and delivering one objective may help address more than one issue. Wherever this type of cross working is anticipated, sensible cross-referencing between actions, objectives and issues is shown.

1.7 How the Draft Management Plan has been produced This Draft Plan has been produced by the Arnside & Silverdale AONB Partnership on behalf of the four principal local authorities, Cumbria County Council, Lancashire County Council, Lancaster City Council and South Lakeland District Council. A Review Working Group comprising representatives

7 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 57 from the four local authorities, Natural England, AONB Team, AONB Executive Committee and the AONB Landscape Trust, supported and oversaw this process. The Draft Plan has been informed by public and stakeholder consultation on the Outline Plan proposals.

Consultation on this Draft Plan and a Strategic Environmental Assessment, a Habitats Regulation Assessment and an Equalities Impact Assessment will inform preparation of the final Management Plan.

1.8 Core principles A number of core principles underpin all the different elements of this Management Plan:

Supporting sustainable land management Landowners and land managers have played a significant role in creating the landscape as we see it today and are continuing to maintain many of the special qualities. Supporting the retention of viable and sustainable livestock farming and active woodland management, maintaining rural livelihoods and local rural skills are vital factors in keeping the area special.

Sustainable development Sustainable development means encouraging economic growth while protecting the environment and improving our quality of life - all without compromising the ability of future generations to do the same. Within a protected landscape such as the AONB and where the special qualities help to support the local economy, development must be environmentally sustainable as well as economically and socially sustainable.

Community involvement and engagement Local people are at the heart of the AONB and are encouraged and supported to become engaged in its management through volunteering and developing projects and initiatives that help to conserve and raise awareness of natural beauty. This involvement is highly valued and an important factor in securing the area’s future.

Available to all There should be equality of opportunity for everyone to enjoy what this area has to offer. Barriers such as access to public transport, the need for better information or better infrastructure remain and need to be better understood. Enhancing intellectual and physical access to the AONB should be supported wherever possible.

Climate change adaptation and mitigation In responding to climate change, there is a need to understand and adapt to the impacts such change is likely to have on the landscape and to seek ways in which CO 2 emissions can be reduced. There is the potential for certain adaptation and mitigation measures, such as renewable energy development, to adversely affect the natural beauty of the AONB. Adopting such measures will need to be balanced with the need to meet the primary purpose of designation, namely the conservation and enhancement of natural beauty.

Landscape change Change in the landscape is inevitable and need not be unwelcome. The challenge is to manage change in an integrated and sustainable way, so that it can make a positive contribution both to the social and economic needs of local communities and to the special qualities of the landscape that justify its designation.

8 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 58 Consultation Q uestion A : The core principles underpin all the different elements of the Management Plan and its implementation. What would you add or change?

1.9 AONB designation and the planning process The primary legislation in relation to AONB designation is from the Countryside and Rights of Way Act (2000) and originally the National Parks and Access to the Countryside Act (1949). The amount of policy relating to AONBs has reduced greatly since the removal of Structure Plans and abolition of the Regional Spatial Strategies. Policies for AONBs are now solely contained in the National Planning Policy Framework (NPPF), Local Plans and emerging Neighbourhood Plans.

The National Planning Policy Framework confirms the requirement in the Planning and Compulsory Purchase Act 2004 that applications must be determined in accordance with the development plan, unless material considerations indicate otherwise. The NPPF provides specific planning guidance for plan makers and decision takers in relation to AONBs and confirms that ‘great weight should be given to conserving landscape and scenic beauty in National Parks, the Broads and Areas of Outstanding Natural Beauty, which have the highest status of protection in relation to landscape and scenic beauty ’. AONBs and their Management Plans are material considerations in planning. The ‘great weight test’ is significant and one of the most stringent legal tests that can be applied under planning law.

In specific relation to major development, the NPPF states that planning permission should be refused for major developments in AONBs except in exceptional circumstances and where it can be demonstrated that they are in the public interest, and sets a series of tests that have to be assessed. What constitutes “major development” has not been defined and will be assessed on its merits, according to local circumstances.

It should be recognised that the ‘presumption in favour of sustainable development’ does not apply within AONBs as confirmed by paragraph 14 footnote 9 of the NPPF, due to the other policies relating to AONBs elsewhere within the Framework.

The NPPF confirms that local planning authorities should set out the strategic priorities for their areas within Local Plans and accordingly deliver the conservation and enhancement of the natural environment, including landscape. The NPPF also confirms that: • allocations of land for development should prefer land of lesser environmental value (counting the AONB as the highest value); • local planning authorities should set criteria based policies against which proposals for any development on or affecting landscape areas will be judged (development affecting AONBs includes impact on their setting); and • planning should contribute to conserving and enhancing the natural environment.

Local and Neighbourhood Plans should set out policy for AONBs locally and define the special qualities of the area. This should include policy reference in Core Strategies and in specific Development Plan Documents (DPD) as relevant, and should specifically cross reference the relevant AONB Management Plan(s). Further to this, the existence of an AONB designation should be considered at the very outset in plan preparation and should influence the plan in terms of the strategic location of development, access issues, green infrastructure, Community Infrastructure Levy, use of natural resources, and in terms of landscape and environmental protection. Simply including a single policy reference to AONBs does not demonstrate that LPAs have met their legal duty under Section 85 of the CRoW Act to have full regard to the purposes of conserving and enhancing the natural beauty of the AONB.

The Core Strategies of both South Lakeland District Council and Lancaster City Council contain policies relating to the conservation and enhancement of the AONB. Development of a dedicated Local Plan for Arnside & Silverdale AONB was approved in 2013. This Local Plan will act as a

9 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 59 companion document to the AONB Management Plan. It will be prepared jointly by SLDC and LCiC with involvement from the AONB Partnership and Parish Councils. It is included within the Local Development Schemes for both Councils with a timetable agreed to enable adoption in early 2016.

The Local Plan will have the AONB designation and purpose at its heart and will fulfil the obligations relating to AONBs as set out in the National Planning Policy Framework.

Although this is not an exhaustive list, the Local Plan will:

• reflect the national importance of the AONB • contain policies to conserve and enhance landscape quality and character, tranquillit y, dark skies, local distinctiveness, settlement character, pattern and local vernacular architecture, habitats and species, geodiversity and the historic environment • identify appropriate sites for the delivery of affordable housing to meet local community needs demonstrated by a housing needs survey, prioritising brownfield sites • identify appropriate sites to support the delivery of local employment and business opportunities, prioritising brownfield sites • support the development and retention of local services and facilities and advocate the need for local services to support community life and the local tourism industry • define and conserve areas of important open green space within settlements • protect the setting of, and views out from, and into, the AONB • support small-scale renewable energy developments appropriate to the local landscape character • manage tourism related development such as camping, lodge and caravan development and car parking • promote appropriate diversification and sensitive re-use of rural buildings

It will be important that the new Local Plan complements the AONB Management Plan so that, together, both documents provide a comprehensive management approach that delivers both for the special qualities of the area and for sustainable development of local communities.

1.10 European Landscape Convention The European Landscape Convention (ELC) is the first international convention to focus specifically on landscape. Created by the Council of Europe, the convention promotes landscape protection, management and planning, and European co-operation on landscape issues. The ELC came into force in the UK on 1 March 2007. It applies to all landscapes, towns and villages, as well as open countryside; the coast and inland areas; and ordinary or even degraded landscapes, as well as those that are afforded protection.

The ELC defines landscape as: “ an area as perceived by people, whose character is the result of the action and interaction of natural and/or human factors ” (Council of Europe 2000). It highlights the importance of developing landscape policies dedicated to the protection and management of landscapes and establishing procedures for the general public and other stakeholders to participate in policy creation and implementation.

Natural England is leading the implementation of the ELC in England and, together with Defra and English Heritage, produced a framework for implementation, published in October 2007. This framework seeks to further strengthen the protection, management and planning of England’s landscapes, by providing a structure for action plans that will be prepared by any interested partners and stakeholders. It underpins a wide range of activities which, through public engagement and stakeholder involvement, will lead to wider understanding and appreciation of landscapes, improved knowledge and care, as well as a sense of inspiration, well-being and

10 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 60 connection between people and place. Furthermore the ELC argues that the protection, management and planning of all landscapes in Europe is a task not just for governments but for all sectors of civil society, entailing ‘rights and responsibilities for everyone’.

1.11 What’s new? There have been a number of important changes since publication of the last Management Plan in 2009, which have a significant impact on the conservation and enhancement of natural beauty in Arnside & Silverdale AONB. This changed context includes:

• Significant changes in the planning system with the adoption of the National Planning Policy Framework , developing Local Plans for Lancaster and South Lakeland districts and the decision to prepare a dedicated Local Plan for the AONB.

• ‘ Making Space for Nature’ , the independent review chaired by Professor Sir John Lawton to consider whether England’s collection of wildlife areas represented a coherent and robust ecological network that would be capable of responding to the challenges of climate change and other pressures. Published in September 2010, the review summarised what needed to be done in four words: more, bigger, better and joined-up.

• Publication of the 2011 Natural Environment White Paper (NEWP), The Natural choice – securing the value of nature, heavily influenced by Making Space for Nature, s etting out the Government’s vision for the natural environment, shifting the emphasis from piecemeal conservation action towards a more integrated landscape-scale approach. The AONB Partnership is a major contributor to delivery of three of the four ambitions set out in the NEWP: protecting and improving our natural environment, growing a green economy and reconnecting people and nature.

• Publication of Biodiversity 2020: A strategy for England’s wildlife and ecosystem services. Building on the NEWP, the mission for the strategy for the next decade is: to halt biodiversity loss, support healthy well-functioning ecosystems and establish coherent ecological networks, with more and better places for nature for the benefit of wildlife and people. To show what achieving this overarching objective by 2020 will mean in practice, the strategy sets out high level outcomes. The AONB Partnership is well placed to contribute to the delivery of these outcomes and help meet Biodiversity 2020 targets.

• Creation of Morecambe Bay Limestones and Wetlands Nature Improvement Area (NIA). NIAs, aimed at enhancing and reconnecting nature on a significant scale were introduced in the NEWP and a competition launched through Biodiversity 2020 to fund twelve initial areas in the period 2011 to 2015. Morecambe Bay was announced as one of England’s first NIAs in March 2012. The successful bid was led by the AONB Partnership in partnership with other organisations and has secured £600,000 of investment to fund projects aimed at connecting the area’s special wetland, limestone, grassland and woodland habitats, inspiring community action and supporting sustainable farming, woodfuel and wildlife tourism businesses. Over 1000ha of habitat will be restored or enhanced through delivery of NIA projects. Data collected as part of the NIA work will provide a significant amount of information relating to the AONB and the wider Morecambe Bay area, informing management decisions and allowing improved targeting of funding and activities.

• Creation of Local Nature Partnerships in July 2012. LNPs were proposed in the NEWP to strengthen local action and to raise awareness about the service and benefits of a healthy natural environment. The AONB Partnership is taking a leading role in the Morecambe Bay

11 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 61 Local Nature Partnership and working in a complementary way with the Cumbria and Lancashire Local Nature Partnerships.

• Impending Common Agricultural Policy (CAP) reform and the end of the current Rural Development Programme for England (RDPE)

• Think big: ecological recovery in Protected Landscapes – the AONBs and National Parks response to Making Space for Nature which recognised that protected landscapes have huge potential to form the core of coherent and resilient ecological networks, and that, in order to achieve this, habitat improvement and creation becomes part of sustainable land management systems and businesses, and provides adequate reward for land managers.

• Economic downturn, the pressure on public sector finances and the Government’s ‘growth agenda’

• Marine and Coastal Access Act 2009 . The Act creates a strategic marine planning system aiming at more sustainable use and protection of marine resources, sets up the Marine Management Organisation (MMO) to deliver the Government’s objectives for the marine environment, strengthens fisheries and environmental management arrangements to conserve marine ecosystems and help achieve a sustainable fisheries sector and promotes integrated coastal zone management. The Act also enables the creation of an England Coast Path, a continuous, signed and managed route around the coast plus areas of spreading room.

• Localism Act 2011 . The Act outlines the key measures that underpin the Government’s approach to decentralisation and includes provisions regarding strengthening local democracy, community empowerment and neighbourhood planning.

Consultation Question B : What recent developments have we missed which are crucial to the conservation and enhancement of the Arnside & Silverdale AONB?

12 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 62 2 What is special about Arnside & Silverdale AONB? Arnside & Silverdale AONB is an extraordinary place. From the simple beauty of the Lady’s-slipper Orchid to the shining sands of Morecambe Bay, the area is simply awe-inspiring - full of natural spectacles, stunning views and a surprise to be discovered around every corner.

We need to be clear about what makes the area particularly special so that we can put in place effective management to conserve and enhance these qualities for the future.

The special qualities of Arnside & Silverdale AONB are what makes the area nationally important and give the area a strong ‘sense of place’, reinforced by the fact that the area’s complex mosaic of landscape types and habitats occurs within such a small geographical area.

The special qualities of Arnside & Silverdale AONB include:

Outstanding landscape and spectacular views The landscape is a highly diverse mosaic of low limestone hills, woodlands, wetlands and mosses, pastures, limestones pavements, coastal cliffs and intertidal flats. Thousands of years of interaction between human activity and nature have shaped its character creating a living ‘patchwork’ of contrasting habitats criss-crossed by limestone field boundaries and hedgerows and interspersed with distinctive buildings and settlements.

Spectacular views over Morecambe Bay and towards the Lake District to the west and north, and towards the Yorkshire Dales and the Forest of Bowland to the east and south, give the area an impressive setting.

The small-scale yet complex nature of the landforms gives an intimate feeling within valleys and woodlands which contrasts with the open nature and expansive views from higher ground and along the coast.

Morecambe Bay - a stunning seascape Morecambe Bay is the largest intertidal area in the UK where five estuaries meet in a horseshoe- shaped bay of spectacular scale and grandeur. Coastal saltmarsh and intertidal flats partly lie within the AONB but also extend westwards over a huge area (310km 2) of mud and sand - a kaleidoscope of water and light; sea and sky; sound, texture and colour.

The coast is dominated by open skies that create an ever-changing backdrop: clear blue skies; swift-blown clouds on a windy day; blackening clouds before a storm; shafts of light shining through a gap in the cloud cover; or vivid sunsets which fill the sky and reflect on the shallow waters of the mudflats. Shining sandbanks, mudflats and constantly changing channels are alive with the evocative calls of curlews and flocks of waders and wildfowl keeping time with the ebb and flow of the tide.

Rare and precious habitats One of the most striking features of the AONB is its incredible biodiversity; the outstanding number and mix of priority habitats, within a small area, which creates a mosaic which is home to an amazing diversity of wildlife. The variety and importance of wildlife in relation to the small size of the area is a unique quality of this AONB.

Of particular significance, for their extent and value, are: • native woodlands which are the fern and moss-rich ash woodlands typically found over limestone outcrops and pavement • lowland calcareous grassland usually dominated by blue moor-grass, with a wide range of characteristic herb species

13 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 63 • lowland heathland which is unusual within a limestone setting but is found here in mosaic with limestone grassland • lowland fen and reedbeds , with the reedbed at Leighton Moss being the most extensive area of reedbed in North West England • limestone pavement , notably at Gait Barrows which has the most botanically rich limestone pavement in England • maritime cliff and slopes which, around Morecambe Bay, support rare ledge and limestone grassland communities • coastal saltmarsh which is extremely important to roosting and breeding waterfowl and waders • intertidal mudflats which stretch across Morecambe Bay creating one of the most important sites in England for wildfowl and wading birds.

Internationally and nationally important species The AONB is home to an amazing diversity of species, many of which are uncommon in a national or international context but thrive within the unique mosaic of habitats. The density of rare and protected species found within this small area is also of note. Over 100 species included on the list of England’s priority species are known to occur regularly within the AONB.

The numbers and diversity of butterflies are particularly impressive with 34 species found in most years, including the nationally rare 3 High Brown Fritillary, the nationally scarce 4 Pearl-bordered Fritillary, Duke of Burgundy, White-letter Hairstreak and Northern Brown Argus, and one of only two English populations of Scotch Argus. Well over half the UK’s flowering plant species have been recorded including the Lady’s-slipper Orchid, the Lancaster Whitebeam (which is found in the world only around Morecambe Bay), the Purple Ramping Fumitory which has a worldwide distribution restricted to the west of Britain, the east coast of Scotland and the east of Ireland, and the nationally scarce Blue Moor-grass which dominates the AONB's unimproved grasslands.

Notable breeding birds include several reedbed specialists which are found at Leighton Moss such as Bittern, Marsh Harrier and Bearded Tit. Others, such as Marsh Tit are found throughout the limestone and wet woodlands, with the AONB being a stronghold for this Red List species. Internationally significant numbers of Oystercatcher can be found at high tide roosts on the coast each autumn and the intertidal flats are an important feeding station for long distance migrant wading birds such as Black-tailed Godwit, Knot and Dunlin.

Unique limestone geology Rare and distinctive Carboniferous limestone geology underpins the landscape of the AONB and unifies its character. The limestone landscape is particularly unusual because its karst features were formed at low altitude and show clear evidence of glacial and post-glacial processes. This combination of attributes makes Arnside & Silverdale AONB a nationally important geological asset.

The Carboniferous limestone bedrock was deposited more than 300 million years ago, when the region was located near the equator. Notable features include: • distinctive areas of limestone pavement, which are often covered by woodland but are sometimes open with only a scatter of ferns, herbs and stunted trees • low cliffs, which fringe the coast between the Arnside and Silverdale • cave systems which have developed through solution-weathering of the limestone • exposed palaeokarst formations • extensive folding and faulting including the ‘Silverdale Disturbance’

3 Occurring in 15 or fewer hectads (10km squares) in Great Britain 4 Taxa which are recorded in 16-100 hectads (10km squares) but not included in one of the Red List Categories

14 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 64 • notable fossil assemblage sites, particularly along the coastal margin.

Rich sense of history The historic heritage of the AONB is integral to its character and quality creating ‘time-depth’ within the landscape. Field patterns reflect human occupation over several thousand years with significant areas classed as Ancient Enclosure dating back to the Middle Ages. The stone ramparts of an Iron Age hill fort are still visible today on Warton Crag.

Over a third of the AONB’s now extensive woodlands are considered to be ancient woodland, where coppice workers produced both fuel and woodland products, with evidence of charcoal burners’ pits and later iron workings.

Numerous small abandoned quarries can be found which were worked by individual farmers or local communities, while other quarries developed into large-scale extraction industries that are highly visible reminders of past and current industrial activity. As well as being used for construction of distinctive stone buildings and field-boundary walls, locally quarried limestone was fires in limekilns and used for mortar, lime-wash and as a soil conditioner. There are 36 known lime kiln sites in the AONB, most of which are substantial limestone-built structures and important landscape and industrial heritage features.

Historic designed landscapes at Leighton Hall, Hazelwood Hall, Hyning Park are of significance and the registered parkland at Dallam Park is nationally important.

Distinctive settlement character Stone buildings and settlements created during the last 800 years contribute strongly to the character and quality of the landscape through the design, construction and detailing of individual buildings, the form, layout and pattern of villages and hamlets and the settings of many of the buildings.

Much of the vernacular building style dates back to medieval times, when some of the earliest stone buildings were built, such as Hazelslack Tower, Arnside Tower, much of Leighton Hall, Beetham Hall and a number of farmsteads. The presence of date stones, small ‘fire windows’, hood mouldings constructed over windows and ‘slobbered masonry’ used to weatherproof limestone rubble-wall buildings, demonstrate a strong local tradition that continued to be used by later generations, developing a local style of building that remains a key characteristic of the AONB.

The earliest settlements, at Warton, Yealand Redmayne, Beetham and Hale, have a distinctive historic character, retaining a medieval linear form with a characteristic ‘main street’ that is still clearly evident.

Strong community and culture Vibrant communities exist within each of the villages, but there is also a shared identity with parishes coming together as part of the AONB, strongly connected to the landscape. Working the land is the foundation of the rural economy and the long-standing cultures of low-intensity pasture management and woodland coppice management have created important habitats upon which many of today's notable species depend.

There are many opportunities for people to get involved, learn about and actively participate in the conservation of the area. There are numerous local groups and societies that provide activities based on, and which support interest in, the AONB such as natural history, local history, ornithology, sustainability and walking groups and societies. There is high community awareness of the area’s unique qualities and of its designation as an Area of Outstanding Natural Beauty.

15 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 65 The AONB has become an important locus for scientific investigation and education due to its outstanding wildlife and geology. Many artists and crafts people choose to live and work in the area, attracted by its scenic beauty, wildlife and quality of light. Cultural events with a distinct AONB focus, such as Greenwood Fairs and Apple Days, have flourished and Festivals promoting increased understanding of and connection to the area’s special qualities have become annual calendar fixtures.

The historic crossing of the Morecambe Bay sands is unique; the route is extremely hazardous due to quick-sand, moving channels and fast incoming tides, and led to the royal appointment of the first official guide in 1548. The 'Queens Guide to the Sands' still regularly guides groups safely across the sands today.

The Furness Railway line provides an important transport link which reinforces economic and social connections to neighbouring areas.

Opportunities to enjoy the countryside The area offers wonderful opportunities to enjoy quiet recreation such as walking, cycling, wildlife watching and horse riding. The network of narrow lanes and minor highways is one of the delights of the area and, along with an intricate web of public rights of way, access land and other paths, provides many opportunities for people to come into close contact with the area’s wildlife, geology and history, providing inspiring learning opportunities and engaging visitors with the landscape.

Existing access to the coast enables visitors to experience the strong contrast between the landscape and the seascape and this will be enhanced by the future development of the England Coast Path.

Attractions, such as Leighton Hall, RSPB Leighton Moss Reserve and the Wildlife Oasis and draw people to the AONB and enhance the visitor experience.

Sense of tranquillity, space and place The AONB is a place for inspiration, spiritual refreshment, dark skies at night and clear, unpolluted air. People come here to relax, unwind and recharge their batteries, to get close to nature, breathe in the fresh sea air and absorb exhilarating wide open views. Tranquillity and a sense of space are easy to find both in the intimate inland landscape and on the hills and open coast.

The area’s distinctive character and unique combination of scenery, history, abundance of wildlife, peace and quiet, and culture makes the AONB unique. For many, this very particular sense of place is the primary motivation to visit and creates a strong connection with and love for this landscape.

A highly designated area A measure of how important the area is for its biological, geological and historical interest is provided by the number and extent of locally, nationally and internationally designated sites which lie within the AONB:

• 49% of the total AONB area is designated under European directive for its habitat, species or bird interest • 54% of the AONB is covered by national Site of Special Scientific Interest (SSSI) designation • a further 12% of the AONB has been identified as being of local wildlife value (Local Wildlife Sites) by Lancashire and Cumbria County Councils • over 15% of the the AONB is covered by Limestone Pavement Orders • 7 sites covering nearly 6% of the area of the AONB are designated as Local Geological Sites

16 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 66 • there are 10 Scheduled Monuments, 114 Listed Buildings, and 1 Registered Park and Garden • 3 village Building Conservation Areas have also been identified for their historic value.

The special qualities are described in more detail in a report which will accompany the Management Plan. Consultation has been carried out on the above special qualities descriptions.

17 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 67 3 Natural, cultural and social benefits from our special landscape The special qualities of Arnside & Silverdale AONB provide a wide range of benefits to society. Farmers produce food through the breeding of store lambs, suckled calves and, increasingly, finished lamb and beef. Fruit is produced in orchards, timber from forestry operations and woodfuel and wood products through active coppice management. Functioning mossland in and around the AONB is an active carbon store and work to rewet areas of moss will help boost carbon sequestration. The extensive rights of way network, giving access to important wildlife sites and places of historical and geological interest, provides excellent recreational opportunities and supports the health and well being of both residents and visitors. The landscape aids the dispersal and cycling of nutrients and pollination. There is the potential to provide, with the right technology in the right place, a source of renewable energy and the area is a source of clean air, tranquillity and freedom from noise and light pollution.

The benefits derived from nature are often described as ‘ecosystem services’ and sustainable economic growth relies on them. Some products like food and timber have a known financial value, but in other cases, we are only just beginning to fully understand the benefits and value that are provided, such as the role of bees in pollinating crops or the storage of carbon in woodland and wetlands.

Ecosystem services may be sub-divided and categorised as:

• Provisioning services provided by natural resources such as food, water, fibre, and fuel; • Regulating services provided by natural systems including clean water and air, fertile soils, pollination, and climate regulation: • Cultural services including recreation, cultural heritage, spiritual and aesthetic values, inspiration and education • Supporting services providing the basic infrastructure of life including soil formation, the cycling of water and nutrients, fixation of carbon by plants and the ecosystems themselves. All other ecosystem services ultimately depend on these supporting services

Understanding the wide range of benefits provided to society by the special landscape of the AONB and their value both in monetary and non-monetary terms, can help us design, plan and prioritise appropriate management activity to ensure that our natural resources and systems are more effectively recognised, supported and valued in the future.

Many of the objectives set out in this Plan influence the management of land and natural systems to help sustain and improve the range and quality of benefits or ecosystem services that are provided.

The table below categorises and briefly describes the range of ecosystem services relevant to the AONB and gives links to relevant objectives in the Management Plan.

Provisioning Services: the natural resources and products obtained from ecosystem services

Food (e.g. crops, livestock, fish, game) Objectives

AONB farmers produce food through the breeding of store lambs, suckled 5, 7, 11, 12, 13, 14 calves and, increasingly, finished lamb and beef and a limited quantity of

18 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 68 dairy products. Apples, plums, damsons and pears are grown non-commercially in the numerous orchards.

Wild venison is sourced from within the AONB and marketed locally by licensed butchers and game dealers

When commercial stocks of cockles are available, cockle fishing takes place under licence on the Warton Sands cockle bed and in other locations in Morecambe Bay Fibre (e.g. timber, arable crops, wool) The AONB has been an important producer of wool and timber, and there 4, 5, 11, 12, 13, 14 remains an active coppice industry in the area. There are now new opportunities to develop local markets and innovative uses for wood products. There are a number of commercial forestry holdings within the AONB which are managed for timber production and biodiversity. Genetic diversity Rare breed species, particularly cattle, are a feature of the management 5, 6, 12 regime of some areas of semi-natural habitat.

The Lancaster Whitebeam is an example of a species found only within the Morecambe Bay area. Local orchards contain many historic varieties of fruits, significantly adding to the gene pool of fruit varieties Water Supply Natural springs occur and historically dictated the pattern of settlement 5 prior to the introduction of mains water supplies. Some of these natural springs are very important for aquatic habitat. Wood fuel Coppicing has increased over recent years, providing a good source of 4, 5, 11, 12, 13, 14, local woodfuel. There is considerable scope for further development of this 19 resource.

Regulating Services: the benefits obtained from the regulation of ecosystem processes

Clean water Ecosystems can help in the filtering out and decomposition of organic 4, 5, 7, 14 wastes introduced into water bodies and can also assimilate and detoxify compounds through soil and sub-soil processes. The AONB generally has good water quality, although some water bodies do not meet current standards of ‘good ecological status’.

Water flow and flood risk Permeable limestone geology, extensive areas of woodland and a mosaic 2, 4, 5, 14 of varied soil types, including peat mosses in the low lying, undeveloped floodplains, help to regulate water flow and alleviate flooding in times of low and high rainfall. Saltmarsh also provides a buffer against coastal flooding. Disease and pest regulation A healthy and diverse ecosystem is less vulnerable to pests and disease. 4, 5, 6 Pollination Although the agricultural sector is currently predominantly pastoral, 4, 5, 9, 12, 14, pollination of fruit trees is important for the area’s orchards. Most wildflowers are also dependent on insect pollination, yet the numbers of wild and managed pollinators, such as bees, are in decline. The

19 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 69 considerable areas of unimproved grassland and wetlands provide key habitat for insect communities, important for both pollination and pest control Climate regulation and carbon storage Carbon is absorbed from the atmosphere in farmland and woodlands and 3, 4, 5, 14, 19, 20 coastal habitats and an important carbon store is provided in the soils

Functioning mossland in and around the AONB is an active carbon store and work to rewet areas of moss will help boost carbon sequestration

Cultural Services: the non-material benefits people gain from ecosystems

Sense of history Heritage can be thought of as ‘memories’ in the landscape from past 1, 2, 9, 10, 12, 13, 26, cultural ties. Human influence can be traced back more than 5,000 years 27 and the heritage of the area includes physical objects and places such as scheduled ancient monuments, listed buildings, historic parkland and a wealth of archaeological and historical features. Heritage also incorporates various traditional practices such as coppicing and hedgelaying, and the Cross Bay walks contribute to the cultural history of the AONB. Tranquillity Much of the AONB is distant from the noise of road traffic and other urban 1, 2, 10, 18, 25 and industrial activities – a quality which is increasingly hard to find. The landscape and relative tranquillity provide spiritual inspiration and enrichment from nature for many people and a stronger sense of health and well being through relaxation, unwinding and enjoying the peaceful nature of the AONB. Sense of place and inspiration A sense of place is provided by the intimate and small scale landscape 1, 2, 5, 8, 9, 10, 11, including sheltered valleys with wetlands, widespread semi-natural 12, 21 woodlands, limestone grasslands and rough pasture. Strong village communities and community activities contribute to the sense of place, with a range of organisations and groups dedicated to conserving, enhancing and learning more about the special landscape - places, history, habitats and species - through membership and often though volunteering. Knowledge and education The AONB provides a location for both formal and informal learning and 1, 3, 4, 5, 7, 8, 9, 13, education and the AONB Team and Landscape Trust Volunteers provide 15, 22, 23, 26 opportunities for people to learn about and experience the area’s special qualities. It is also a place for scientific monitoring and research and training in rural skills. Recreation and tourism There is a very well developed rights of way network within the AONB, 1, 2, 4, 5, 7, 8, 9, 10, which gives access to important wildlife sites and places of historical 11, 12, 14, 15, 16, 17, interest. Areas of open access land, Local and National Nature Reserves, 18, 19, 20, 22, 23, 24, extensive areas of National Trust land and the coast provide further 25,27 opportunities to engage in a range of quiet recreational activities within the AONB such as walking, cycling, bird watching. Access to the natural environment can improve mental and physical health and well being. The value of recreation to the local visitor economy based on the AONB landscape and special qualities is high.

20 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 70 Supporting Services: ecosystem services that are necessary for the production of all other ecosystem services

Wildlife – species and habitats The AONB contains important and rare habitats and species and their 1, 2, 3, 4, 5, 6, 7, 8, conservation is vital to sustaining the ecosystems that deliver the range of 10, 14, 17, 18, 25, 26, services set out above. 27 Geodiversity Limestone bedrock underlies the AONB and unifies its character. 1, 2, 5, 8, 10 Limestone exposures are important features. Peat forming bogs and the dynamic intertidal environment are both examples of dynamic geomorphological processes. Nutrient cycling Plants, animals and micro-organisms play a crucial role in the cycling of 4, 5, 7, 14 nutrients essential for the delivery of ecosystem benefits. Disturbance of natural processes can lead to enrichment of terrestrial and aquatic habitats by, for example, increased inputs of nitrogen and phosphorus from sewage and fertiliser runoff, leading to poor water quality and, in some cases, undesirable algal blooms.

Cons ultation Question C: What natural , cultural or social benefits do you think we have missed, if any? What would you add or change?

21 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 71 4 Vision for the future

Our long-term vision for the AONB in 2035 is:

Arnside & Silverdale Area of Outstanding Natural Beauty is a landscape of international importance, whose distinctive character is conserved and enhanced for future generations.

It is a place that is much loved and highly valued, for its strong sense of place, unique geology, rich wildlife and cultural heritage and the benefits it provides to society.

Its distinctive landscape character - an intimate mosaic of low limestone hills, woodland, wetland, pastures, limestone pavements, intertidal flats, coastal scenery and distinctive settlements - is enjoyed, cherished and conserved by those who live in, work in and visit the area.

The high quality landscape supports and is supported by the area’s thriving rural economy and vibrant diverse local communities. There are many and varied opportunities for people to access, enjoy and understand the area’s special qualities, and participate in their conservation, creating a strong connection with nature and the landscape.

Challenges and pressures are effectively and sensitively managed in an integrated way through a partnership approach. The area’s natural and cultural assets are managed and used wisely for future generations.

To achieve this, the AONB Partnership is aiming for 4 key outcomes which reflect the national objectives of the AONB Family:

• An outstanding landscape rich in wildlife and cultural heritage • A thriving sustainable economy and vibrant communities • A strong connection between people and the landscape • A dynamic and successful partnership

In working to deliver these outcomes, there is an ongoing need to consider environmental, economic and social objectives. The challenges faced by the area are many and diverse. Some can be relatively easily addressed but others are difficult to resolve. We must work together with all partners and stakeholders to develop and implement a Management Plan for the AONB that makes a significant contribution towards delivering these outcomes whilst recognising that:

• Different organisations, groups and individuals have different opinions on and priorities for how best to conserve the features and qualities which make this landscape special • Maintaining all the special qualities at the same time can be difficult • Sustaining this exceptional landscape is a major challenge and requires investment

22 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 72 5 What we want to achieve This section presents how the AONB Partnership plans to deliver three of the key outcomes and identifies subject areas which the plan addresses in detail:

An outstanding landscape, rich in wildlife and cultural heritage • Landscape and seascape • Biodiversity and geodiversity • Historic and cultural landscape

A thriving sustainable economy and vibrant communities • Development management • Supporting rural growth and livelihoods • Sustainable visitor economy • Sustainable communities

A strong connection between people and the landscape • Enjoying and understanding • Taking action

For each outcome and subject area we have identified the challenges and opportunities we will need to resolve or recognise in order to deliver that outcome. This is not an exhaustive list of everything affecting the Arnside & Silverdale area, rather the things most directly linked to the conservation and enhancement of natural beauty, maintaining a sustainable local economy and helping people to enjoy, understand and help look after the area. We have identified key recent activity and progress already being made through delivery of objectives in the current Management Plan.

A series of reviewed objectives are then set out identifying what we want to achieve to contribute to achieving each outcome from 2014 to 2019.

Achieving the fourth outcome, a dynamic and successful partnership, is essential for successful implementation and is dealt with in section 6.

5.1 Outstanding landscape, rich in wildlife and cultural heritage These are the subjects considered in this section: Landscape and seascape • Landscape and seascape character • Agricultural change • Coastal management • Commercial scale renewable energy • Power infrastructure • Adapting to climate change

Biodiversity and geodiversity • Habitats and Species • Invasive non-native species and plant diseases • Water quality • Shellfishing • Geodiversity

Historic landscape • Historic and cultural heritage

23 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 73 5.1.1 Landscape and seascape

5.1.1.1 Landscape and seascape character Facts and challenges The quality of the landscape and seascape is what gives the AONB its particular character, setting it apart from the wider countryside and leading to its designation as a nationally protected landscape. The distinctive character is determined not simply by the presence of natural elements or their rarity value, but by the way in which they combine to form a mosaic of landscape types which also reflects the influence of a rich cultural and historical heritage.

The European Landscape Convention (ELC) seeks to recognise the concept of landscape in law and integrate it into relevant policy frameworks for landscape protection and management. The Convention therefore underpins work to care for the UK’s protected landscapes, including Arnside & Silverdale AONB. The primary purpose of this plan is to conserve and enhance the natural beauty of the area. The National Planning Policy Framework, and both SLDC and LCiC in their local plans, also make clear statements regarding supporting the statutory purpose of the AONB.

Natural England has divided the country into 159 National Character Areas (NCAs). Each NCA is a landscape, recognisable at a strategic scale, for which management guidance and policy priorities can be set. NCA 20, Morecambe Bay Limestones, encompasses the large majority of the AONB.

Both Lancashire and Cumbria County Councils have carried out landscape character assessments 5,6 which provide a valuable resource in terms of describing the distinctive qualities of the counties, including the AONB. They also provide guidance on how to conserve the various landscape quality types.

The AONB Partnership undertook a Landscape and Seascape Character Assessment 7 of the AONB in 2011. This is a detailed local level assessment that links in with the wider framework of county level studies. From this work the main landscape character types that make up Arnside & Silverdale AONB are defined as:

• Intertidal flats • Saltmarshes and lagoons • Estuarine intertidal flats and saltmarshes • Lowland Moss • Coastal Limestone Pasture • Inland pasture and parkland • Limestone Hills and Pavements

Two landscape character types forming part of the setting of the AONB are also defined: • Drumlin farmland • Low coastal drumlins

There are many forces for change affecting our landscape and seascape including development pressures, agricultural change, land management (trees and woodlands, water bodies, habitats and species), climate change and natural processes.

As well as AONB designation, over two thirds of the AONB is subject to additional statutory protection for its international or national biodiversity, geological or heritage importance (for example Sites of Special Scientific Interest). However, the remaining area, including important

5 A Landscape Strategy for Lancashire, Lancashire County Council Environment Directorate, 2000 6 Cumbria Landscape Character Guidance and Toolkit, Cumbria County Council (2008) 7 Landscape and Seascape Character Assessment, LUC (2011)

24 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 74 habitat, non-registered historic features and non-registered parks and gardens, does not enjoy any additional protection, leaving these areas and features potentially more vulnerable to change. It is important to consider the AONB landscape and seascape in an integrated way and not just focus on the parts covered by designations. Care must be exercised in the management of these areas and features so that incremental change does not harm the overall special qualities of the area.

The AONB’s statutory purpose of conserving and enhancing the special landscape will be delivered across all themes within this plan.

Key recent activity and successes • Completion of the final draft Arnside & Silverdale AONB Landscape and Seascape Character Assessment • Commencement of the Morecambe Bay National Character Area (NCA) profile update by Natural England • Under the programme of Undergrounding for Visual Amenity, a further 510 metres of overhead cable has been removed and replaced by underground cable at Bela Bridge, Milnthorpe

Opportunities • There are many opportunities to conserve and enhance the special and distinctive character of our landscapes from managing development, supporting and encouraging appropriate land management and supporting the retention and conservation of distinctive landscape features such as in-field trees, hedgerows and drystone walls, ponds, limekilns. Projects which work to remove elements that adversely affect the landscape, such as overhead cables and litter, should also be supported.

5.1.1.2 Agricultural change Facts and challenges

Farming Just over 70% of the terrestrial AONB was registered as agricultural land in 2010 8. Pasture for livestock grazing forms the large majority of this area; there is very little arable farming or horticulture. Sheep are the main livestock type (79% of stock) although cattle (dairy and beef) make up around19%. Between 2000 and 2010 there was an increase in cattle numbers of 7% and a significant increase of 42% in sheep numbers.

Environmental Stewardship and Reform of the Common Agricultural Policy The current Rural Development Programme for England (RDPE) which currently provides funding for Environmental Stewardship, an agri-environment scheme that supports farmers and other land managers in England in delivering effective environmental management on their land, ends on 31 December 2013.

Discussions are underway at a European level on reform of the Common Agricultural Policy (CAP) and budget allocations. Nationally, work is being carried out on the design for a successor to the current RDPE (2007-2013) and the design of a new environmental land management scheme incorporating the best elements of Environmental Stewardship, Catchment Sensitive Farming and the England Woodland Grants Scheme. The eventual changes to the support mechanisms for the farming industry, such as Environmental Stewardship, as a result of CAP reform are as yet unclear and could have a profound impact on the management of habitats, species and the landscape of the AONB (see also 5.2.2.2 Maintaining and supporting rural livelihoods).

8 Defra Agricultural Census, 2010

25 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 75 Changes in agricultural management With steady farm intensification there tends to be a decline in biodiversity and a loss of characteristic landscape features. Intensification of the agricultural management of farmland has led to a decline in the condition of characteristic landscape features such as hedgerows and walls, and a progressive loss of mature in-field and boundary trees. Increases in diffuse agricultural pollution of water courses and water bodies can result in deterioration in water quality. The ‘improvement’ of hay meadows and pastures, including intensified management for silage production leads to a decline in the species diversity of grasslands for both plants and animals. The loss and fragmentation of species-rich hedgerows through intensive mechanised cutting can prevent the effective use of hedgerows as ‘wildlife corridors’. However, management of land under Environmental Stewardship, management plans and other appropriate mechanisms offers an opportunity to promote sensitive management to enhance the landscape.

Soil Management Soil sustains much of the AONB’s special landscape. It also stores water and carbon and is home to a wide range of biodiversity. Intensive agricultural production and pollution can degrade soils through erosion due to wind and rainfall, the loss of organic material and compaction which reduces soil productivity and water infiltration and, through higher levels of runoff, increases flood risk. Soil erosion can also have impacts on water quality and aquatic habitats through the silting up of watercourses.

Climate change has the potential to increase erosion rates through hotter, drier conditions that make soils more susceptible to wind erosion, coupled with intense rainfall events that can wash soil away. UK soils store over 10 billion tonnes of carbon in the form of organic matter 9. The size of this store means soil has a vital role to play in helping to combat climate change. Preventing emissions from soil and exploring how to increase existing stores of soil carbon in the AONB could make a contribution to meeting the Government’s emission reduction targets introduced by the Climate Change Act 2008.

Farm diversification Diversification in farming such as the provision of holiday cottage accommodation, camping, the use of land for sporting activities, ‘hobby farming’ and an increase in the use of grazing land for horse grazing and equestrian activities leads to changes in the agricultural landscape. As the nature of farming alters within the AONB, changes to the character of the landscape will occur. The number of farms within the AONB has reduced in recent times 10 . Grazing animals and pasture are a key element in maintaining the rural landscape so supporting farming and retaining vital farming infrastructure such as farmsteads and surrounding barns is very important in conserving the rural landscape character (see also 5.2.3 Supporting rural livelihoods).

Key recent activity and successes • Significant uptake of Environmental Stewardship within the AONB (58% of the Utilisable Agricultural Area within the AONB is managed under agri-environment schemes 11 )

Opportunities • Ensuring farmers continue to be encouraged and supported to carry out sustainable land management through a successor environmental land management scheme will be crucial for maintaining and enhancing the landscape of the AONB. • Grazing by livestock is a traditional land use. It affects the habitats grazed and both under and over grazing can cause deterioration of habitats. Achieving grazing regimes that enable livestock farming to continue and allow habitats to flourish can be a challenge but getting this

9 Safeguarding our Soils. A strategy for England, Defra, 2009 10 Defra Agricultural Census, 2000-2010 11 © Natural England copyright [2013] – please note this figure has been queried and will be confirmed in the final draft Plan

26 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 76 right promotes the provision of ecosystem services such as local produce, biodiversity and improved water quality from farmed land in a sustainable way.

5.1.1.3 Coastal Management Facts and challenges

Integrated Coastal Zone Management Changing recreational and commercial use of Morecambe Bay, enhanced coastal access as a result of the Marine and Coastal Access Act 2009, allowing the right of access around all of England’s coast, changes due to the natural dynamic cycles of erosion and accretion and coastal squeeze as a result of sea level change, all result in conflicting demands on the coastal zone which need to be carefully managed.

Key recent activity and successes • Engagement with Morecambe Bay Partnership, North West Coastal Forum and Partnership of Irish Sea Coast & Estuary Strategies (PISCES) • Publication of ‘Shoreline Management Plan 2’ (SMP2) by the North West England and North Wales Coastal Group which covers the coastline from Great Orme’s Head in Wales to the Scottish Border on the Solway Firth. SMP2 provides a framework for sustainable future coastline management around Morecambe Bay.

Opportunities • Marine planning is a new approach to the management of the UK’s seas which was set out in the Marine and Coastal Access Act 2009. Marine plan areas will physically overlap with that of terrestrial plans and the AONB coast falls within the North West Plan area. The timescale for production of the North West Plan is not yet known. The aim of marine planning is to ensure a sustainable future for coastal and offshore waters through managing and balancing the many activities, resources and assets in the marine environment. Through engagement with the Marine Management Organisation (MMO) during the preparation of the North West Plan, the AONB Partnership has the opportunity to ensure integrated coastal zone management is delivered along the AONB Coast. • Engagement in coastal fora such as the North West Coastal Forum, Morecambe Bay Partnership and PISCES will also enable integrated planning and management of change along the AONB and wider Morecambe Bay coastline.

5.1.1.4 Commercial scale renewable energy Facts and challenges

Wind energy development Pressure for commercial scale wind energy development, both terrestrial and offshore, remains strong in the area surrounding the AONB. Development in the setting of the AONB can be just as damaging to the character of the area as development within the boundary. Turbines can be visually intrusive, particularly if seen against the skyline, and have the potential to significantly affect views within and out from the AONB. Cumulative impact must also be considered.

Bioenergy The potential for the development of bioenergy (biofuels derived from agriculture eg. miscanthus, and other biomass sources such as short-rotation coppice) within the AONB is limited but could lead to larger-scale agricultural operations taking over some permanent pastureland particularly on

27 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 77 the eastern margins of the AONB. This would need to be sensitively managed to avoid detrimental landscape impacts.

Tidal Proposals for a Morecambe Bay tidal energy generation scheme appear to have been halted but should such a project be reinstated, the landscape/seascape, biodiversity and cultural impacts could be significant.

Key recent activity and successes • Cumbria Wind Energy SPD guides wind energy development in Cumbria and ‘Planning guidance for renewable energy’ has been produced for Lancashire. • Work underway by Natural England on developing Zones of Potential Visual Impact (ZPVI) for England’s Protected Landscapes • Work to promote AONB as a low carbon landscape and encourage installation of microgeneration technologies demonstrates how this protected landscape can contribute to carbon reduction targets while retaining character.

Opportunities • The AONB Local Plan will contain policies to manage renewable energy developments • Cumulative Landscape & Visual Impact of Vertical Infrastructure – Assessment & Guidelines are currently being prepared by Cumbria County Council. A new approach to wind energy visualisation standards adopted by Highland Council (Scotland) is being considered by a number of northern England local authorities.

5.1.1.5 Power infrastructure Facts and challenges

National Grid’s North West Coast Connections Project National Grid is currently carrying out research and consultations on how best to connect a number of new energy projects to the national electricity network including several offshore windfarm projects in the Irish Sea and the proposed new nuclear power station near Sellafield, West Cumbria. There is currently a need to upgrade and develop the existing electricity transmission network to provide these connections. The route of this network is not now likely to pass through the AONB but there remain significant concerns regarding potential impact on the setting of the AONB and views out from the area.

Key recent activity and successes • AONB Team actively engaged in National Grid: North West Coast Connections Project - Stakeholder Reference Group and helped to highlight the significant impacts associated with routing the network via the AONB, prompting the option to be dropped. • National Grid intend to carry out extensive consultations on other potential route corridors during 2014.

Opportunities • Continued engagement in the Stakeholder Reference Group to ensure impacts on the setting and views from the AONB are minimised.

28 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 78 5.1.1.6 Adapting to climate change Facts and challenges

Climate change impacts Climate change is predicted to have a major impact on the landscape and habitats and species of the AONB over the coming decades. As a result of increases in average temperature some species may disappear from the AONB and others may start to appear. There is the possibility of introduction of new pests and diseases. Timings of biological events may also alter; flight times of butterflies are already thought to be altering in the AONB.

Increases in the frequency of extreme weather events are likely. Frequent summer droughts could lead to changes in species composition within the woodlands of the AONB and changes in grassland communities. Where there are already concerns over diffuse pollution, such as at Leighton Moss, reduced flows could exacerbate the existing problems. Storm surges could lead to an increased risk of coastal flooding and the inundation of freshwater habitats, such as at Leighton Moss, by salt water. More severe erosion of the saltmarsh could also result.

Sea level rise will result in coastal squeeze and potential loss of inter-tidal habitats and important bird breeding sites e.g. at Warton Saltmarsh where the railway line limits habitat migration inland, and also direct loss of freshwater habitat such as the reed beds at Leighton Moss and other low lying mosses.

There is also the increased likelihood of damage to foundations of both historic buildings and agricultural boundary walls through winter water logging and heavier rain events and new pest species which may affect the integrity of individual sites.

The full extent of climate change impacts on the AONB will not be known in the short term and the full range of measures required for adaptation and mitigation are also not yet known.

Key recent activity and successes • Of the total SSSI area within the AONB, 65% was in favourable condition in 2012 compared with just under 50% in 2009. 100% is in favourable or recovering condition, compared with 73% in 2009. Restoration and enhancement of woodland/grassland and wetland habitats through the NIA programme will increase resilience and provide connections to surrounding areas • Morecambe Bay Limestones Climate Change Adaptation study completed in 2010

Opportunities • Ensuring favourable condition of habitats and heritage assets and maintaining and expanding networks of natural habitats will be an essential part of climate change adaptation planning within the AONB. • Ensuring successful delivery of the Nature Improvement Area, Headlands to Headspace and Catchment Restoration Fund projects as well as ongoing habitat enhancement work through volunteer programmes will be crucial in delivering more resilient ecological networks. • Working with partners to implement actions to address coastal squeeze as part of delivery of the SMP will also be an important element of climate change adaptation within the AONB. • The Coastal Biodiversity and Ecosystem Services (CBESS) project is currently studying the ecosystem services provided by coastal habitats such as saltmarsh, including impacts of and resilience to climate change. One of the Morecambe Bay study sites is Warton.

29 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 79 5.1.2 Biodiversity and geodiversity

5.1.2.1 Habitats and species Facts and challenges

Priority habitats and species and wildlife designations The AONB supports an exceptionally diverse range of species and habitats of local, national and international importance. Priority habitats and species, and key species and sites of local importance need to be maintained and enhanced.

Priority habitats occurring within the AONB: • Deciduous woodland • Lowland wood pastures and parkland • Traditional orchards • Lowland heath • Lowland dry acid grassland • Lowland meadows • Lowland calcareous grassland • Purple moor grass and rush pasture • Upland hay meadows • Lowland fen • Reedbed • Coastal and flood plain grazing marsh • Coastal saltmarsh • Maritime cliffs and slopes • Mudflats • Limestone pavement

A significant proportion of the AONB (54%) is covered by SSSI, Special Area of Conservation (SAC) and Special Protection Area (SPA) designations. Continuing to improve the condition of nationally designated sites should remain a priority along with ensuring that any plans or projects do not have a significant adverse effect on the important features of SACs/SPAs. Local Wildlife Sites cover 20% of the terrestrial AONB (12% of the whole AONB). Positive management of these sites is essential to ensure their favourable condition; information on current management and condition, however, is limited and needs to be improved.

Over 100 species included on the list of England’s priority species are known to occur regularly within the AONB. Of particular note are the Bittern and the Lady’s-slipper orchid. Maintaining and enhancing habitats and improving ecological networks are the core means to conserve species. However, specifically tailored and targeted action is required for some species for example, the High Brown Fritillary butterfly.

Developing ecological networks Developing robust ecological networks through habitat enhancement, expansion and the creation of buffer zones, linear corridors and ‘stepping stones’ to link habitats will help improve species diversity, make the area more resilient to the effects of climate change, and allow better species migration as temperatures change. This work is required both within the AONB and its linked surrounding areas.

Grassland management Limestone grasslands support important priority species assemblages and make up nearly 20% of the terrestrial SSSI area within the AONB with the majority in favourable or recovering condition. To maintain biological diversity and to prevent succession to scrub and woodland it is essential that

30 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 80 scrub clearance work continues and appropriate grazing regimes are maintained. Other grassland management techniques such as seasonal cutting are also important. Fertiliser application alters the species diversity in fields; the most characteristic species do not tolerate excess nutrients.

Woodland management Woodland is a key component of the Arnside & Silverdale landscape, covering around a third of the terrestrial AONB. Semi-natural ancient woodland is very important in the area and the AONB has 45 plantations on ancient woodland sites (PAWS). Much of the woodland is on difficult to manage and sensitive sites, in particular limestone pavement. Carrying out management of these sensitive sites in low impact ways is a challenge and requires the use of small scale machinery and other techniques such as horse logging.

The majority of the woodland SSSI area is in favourable or recovering condition. Active woodland management has increased over recent years but 46% of the total woodland area is currently unmanaged 12 . Restoring conifer plantation sites to native woodland has been undertaken by the Forestry Commission at sites within the AONB including at Underlaid Wood.

Continuing and expanding work such as coppicing, selective thinning and felling, establishment of rides and glades and localised planting to underpin regeneration, will be crucial to maintaining and improving the landscape and biodiversity value within these woodlands, and providing vital habitat for specialist birds such as Marsh Tit and butterflies such as High Brown Fritillary. The damage caused by deer in preventing natural woodland regeneration remains an issue (particularly for commercial interests) and, although the long-term lack of management of traditional boundary walls has been partly addressed through Environmental Stewardship and the AONB Limestone Heritage Project, there is still much work to be done to address the poor condition of walls around woodland. As woodlands are brought into more active management, account should also be taken of the needs of particular species dependent on the retention of dead wood and mature trees within woodland.

Coastal habitats About 40% of the AONB is covered by the tidal waters of Morecambe Bay and the Kent Estuary. These areas are characterised by areas of grazed saltmarsh and broad expanses of mud and sandflats, which support large numbers of migratory and breeding wildfowl and wading birds. Low limestone cliffs are a further important element of the coastal environment of the AONB. Loss of saltmarsh within the innermost part of the foreshore as a result of natural dynamic cycles of erosion and accretion within Morecambe Bay is likely to continue and certain areas of saltmarsh habitat are at risk from coastal squeeze. Impacts on coastal habitats as a result of recreational access such as disturbance need to be carefully managed and considered as part of implementation of the England Coastal Path. The saltmarsh, sand and mudflat habitats of the AONB are heavily influenced by the quality of the water draining from upstream catchments into the Kent Estuary and wider Morecambe Bay. The intertidal estuarine mud and sandflats support a range of shellfish, including cockles, which are a primary food source for oystercatchers and are subject to commercial fishing.

Freshwater wetlands The wetlands which have developed within the low-lying basins separating the limestone hills of the AONB today form part of the great expanse of lowland peat deposits which fringe Morecambe Bay and the Lancashire coast. The low-lying wetland habitats of the AONB are of special nature conservation value as they support habitats that represent truly natural successions from open water to woodland and priority species such as Bittern. Diffuse agricultural pollution and point source pollution are impacting on the condition of the wetland habitats at Leighton Moss and

12 © Forestry Commission copyright [2013]. Figure includes all woodland supported by a range of incentives offered by the Forestry Commission, or with a felling licence or is part of Public Forest Estate Land owned and/or managed by the FC.

31 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 81 Hawes Water (see section on Water Quality below). There is increased likelihood of high tide salt water incursion into Leighton Moss and other low lying mosses, due to rising sea levels and increased storm surges. Restoration projects both within and outside the AONB have the potential to increase the connectivity of freshwater wetland habitats around Morecambe Bay.

Key recent activity and successes • Within the AONB, nearly 99.8% of the SSSI area is now in favourable or recovering condition 13 ; 65% is in favourable condition, and 35% is in unfavourable recovering condition, requiring work to bring into favourable condition. Habitats provide a range of ecosystem services and when habitats are in favourable condition they provide better quality and more of these services. • Active coppice management is being delivered in some areas within the AONB supported by Sustainable Development Fund (SDF). A local Coppice Cooperative operates within the AONB. • Conservation grazing takes place in key locations. • The AONB volunteer programme carries out extensive practical conservation work throughout the AONB including scrub clearance, walling and hedgelaying, much of it on undesignated sites, making a significant contribution to the maintenance of habitat networks. • The AONB Landscape Trust owns three small nature reserves and manages them for conservation with the help of volunteer groups. • Key species-based projects are being delivered. For example, delivery of High Brown Fritillary conservation project and Lady’s-slipper orchid species recovery programme reintroduction at Gait Barrows NNR and other key sites • The restoration of reedbed habitats by RSPB at Leighton Moss for breeding bittern and the creation of new reed beds at Barrow Scout Fields and Silverdale Moss • Morecambe Bay Limestones and Wetlands announced as one of England’s first Nature Improvement Areas (NIA) in March 2012. • Headlands to Headspace (H2H) initiative, led by the Morecambe Bay Partnership with support from the AONB Team and other partners, successful in securing funding for the Morecambe Bay area from the Heritage Lottery Fund to deliver landscape scale restoration of coastal marshes, wet grasslands and headlands and create a resilient, coherent network of coastal habitats. Programme delivery due to start in 2014. • Morecambe Bay Local Nature Partnership (LNP) established in July 2012 to coordinate and deliver large-scale initiatives in a strategic way, adding value and resulting in better outcomes. • The Deer Management Group coordinates deer management in the area. The Deer Initiative carried out a deer survey in March 2013 to further inform their work. • Arnside & Silverdale Forest Design Plan completed.

Opportunities • There are significant opportunities to contribute to the delivery of Biodiversity 2020, the Government’s Strategy for England’s wildlife and ecosystem services. The Strategy promotes taking a landscape scale approach to nature conservation which benefits wildlife, people and the wider economy. All the individual nationally protected sites within the AONB, SSSI, are well managed and in good or recovering condition. Maintaining these sites remains a priority but in addition, we need to look beyond these sites and at the wider environment. A landscape scale approach involves considering the whole landscape, managing it appropriately to make it more ecologically coherent and integrating a range of different land uses in a way that is sympathetic to the environment, in order to benefit both wildlife and people 14 . NIA and H2H are existing examples of where the AONB Partnership is contributing to landscape scale delivery. The creation of the Morecambe Bay Local Nature Partnership provides an opportunity to build on this success.

13 © Natural England copyright [2013] 14 Think BIG How and why landscape-scale conservation benefits wildlife, people and the wider economy, Natural England, June 2011

32 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 82 • Integrating better the needs of wildlife into land use decisions and management is likely to benefit not just wildlife but our economy and society as a whole through the provision of ecosystem services. • Networks of well managed and healthy habitats allow species to move more easily and make the landscape more adaptable to change. This will become increasingly important with climate change. Well managed mosslands and woodlands, for example, are valuable for biodiversity and absorbing and storing carbon. • The National Planning Policy Framework and developing national thinking regarding biodiversity offsetting and payments for ecosystem services provide an opportunity to investigate how such schemes could mitigate against habitat loss from development and potentially enhance ecological networks to the benefit of certain species.

5.1.2.2 Invasive non-native species and plant diseases Facts and challenges

Invasive species and diseases There is anecdotal evidence that a number of invasive non-native species are now present within the AONB: Giant Hogweed has been noted at Guard Hill and also Crassula in some ponds. Himalayan Balsam has been recorded upstream of Milnthorpe on the Bela and at Hawes Water and Japanese Knotweed is growing at Dallam. Cotoneaster and buddleia have been recorded at various SSSIs within the AONB and both the Chinese mitten crab and Signal crayfish, although not found within the AONB, have been recorded locally. Invasive non-native species (INNS) can displace or prey upon native species, by destroying habitats or by introducing new diseases or parasites. Monitoring and recording will be essential to ensure that the presence of invasive non- native species within the AONB remains limited and their spread is effectively controlled.

Chalara dieback of ash is a serious disease of ash trees caused by the fungus Chalara fraxinea (C. fraxinea). The disease causes leaf loss and crown dieback in affected trees, and usually leads to tree death. Ash woodlands are the dominant woodland type within the AONB and the impact of the spread of this disease on the landscape could be very significant.

Recently, a fungus-like pathogen called Phytophthora austrocedrae has been discovered locally, which causes dieback and mortality of juniper. The impact and spread of this disease could also cause significant impact. Phytophthora ramorum is another fungus-like pathogen that causes extensive damage and mortality to trees and other plants, now present in northern England.

Key recent activity and successes • The Cumbria Freshwater Invasive Non-Native Species (CFINNS) Initiative launched in April 2010 with the appointment of a county coordinator. The initiative aims to provide a strategic approach to the coordination and eradication of INNS within Cumbria. A Biosecurity Plan developed for the county to address freshwater non-native species • Engagement with Forestry Commission and Cumbria Tree Health Group

Opportunities • The CFINNS Initiative coordinates action thoughout Cumbria. The INNS officers have experience of surveying and monitoring, raising awareness of INNS and biosecurity and of developing management strategies and biosecurity plans for catchments. There is an excellent opportunity for the AONB Partnership to develop links with the INNS officers and to take advantage of the expertise to develop a strategy for INNS management within the AONB. • The AONB Partnership is well placed to contribute to monitoring and managing tree health in the area as part of local and national action plans.

33 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 83 5.1.2.3 Water quality Facts and challenges

Management of water quality in and around Morecambe Bay In the AONB, particularly in the Hawes Water and Leighton Moss catchments, agricultural diffuse pollution and septic tank outflows are continuing to contribute to poor water quality and eutrophication (excessive growth of plant life in aquatic and terrestrial habitats). The water quality in Leighton Beck is also of concern but the reasons for its poor quality are as yet unknown.

Pollution of freshwater sources can subsequently influence estuarine habitats and coastal waters, and pollution and sedimentation from within the AONB may be continuing to affect the water quality of the Kent Estuary and Morecambe Bay.

Key recent activity and successes • The Leighton Moss and Hawes Water Diffuse Water Pollution (DWP) Plan signed off by NE and the Environment Agency (EA) in 2010. Under the Plan the EA have visited sites in the AONB to check whether sewage treatment infrastructure is contributing to reduced water quality. • Catchment Sensitive Farming programme is tackling agricultural diffuse and point source pollution in target areas. • Source to Sea project approved, securing £1m from the government’s Catchment Restoration Fund (CRF). Delivered by the RSPB and other partners, it will address the reasons for failure identified in the Water Framework Directive on many of the rivers and catchments that flow into Morecambe Bay. Two projects will directly benefit water bodies within the AONB: Leighton Moss Resource Protection and Pan-Morecambe Bay Wetlands and Waterbodies Restoration. • Waste Water Treatment Works at Grange recently upgraded which will improve the condition of the coastal waters • Water quality monitoring of Leighton Beck by the EA started.

Opportunities • There have been a number of developments in the understanding of the water environment and the science behind assessing it since the publication of the first round of River Basin Management Plans in 2009. There are opportunities during the preparation and subsequent delivery of the second North West River Basin Management Plan to achieve further improvements in water quality in and around the AONB. • Delivery of NIA and, in particular, Source to Sea projects will help reduce diffuse pollution (especially from agriculture) and help improve water quality within the AONB and Morecambe Bay.

5.1.2.4 Shellfishing Commercial shellfishing Warton Sands cockle bed is located in the south west corner of the AONB but cockle fishing is carried out across various locations within Morecambe Bay. Damage to saltmarsh habitat and the mudflats within the AONB could be caused by accessing the Warton Sands cockle beds and by unsustainable harvesting methods, and disturbance of birds may also occur. Oystercatchers are reliant on the productivity of the cockle beds and reductions in the cockle population could impact on the AONB’s important oystercatcher population. Since 2007/8 there have been no commercial stocks of cockles in Morecambe Bay and therefore the beds have not been open.

Key recent activity and successes • Application made by the North Western Inshore Fisheries and Conservation Authority, (NWIFCA) to Defra for a Hybrid Fishery Order for Morecambe Bay (covering cockles and

34 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 84 mussels), which allows for restriction of the number of fishing licences. There has previously been no restriction on the number of permits issued. Project Inshore underway to support scientific research into inshore fisheries.

Opportunities • The Hybrid Fishery Order represents a significant opportunity to achieve a sustainable cockle fishery in Morecambe Bay • Opportunities exist through the new Morecambe Bay European Marine Site Management Scheme Action Plan 2012-2015 and the Management Group and through direct liaison with NWIFCA to manage shellfishing activity in Morecambe Bay.

5.1.2.5 Geodiversity Conserving geodiversity There are 2 nationally important geological sites within the AONB designated as SSSIs purely for their geological interest - Trowbarrow Quarry and Hale Moss Caves. There are 7 Local Geological Sites within the AONB covering just under 10% of the terrestrial AONB area and there are 16 Limestone Pavement Orders covering 16% of the AONB area.

Sites and features of geological interest are under occasional threat from development and inappropriate land management. The extensive limestone pavements, prominent erratic boulders and fossil assemblages along the coast are key examples. Scrub removal is an ongoing issue at Trowbarrow Quarry SSSI to ensure that the important geological features remain visible from the rest of the quarry.

Key recent activity and successes • 100% of the SSSI geological features assessed are in favourable or recovering condition 15 . • One new Local Geological Site has been designated at Sandside. • All the Local Geological Sites are in positive management. • Storth Geological Trail developed by the Landscape Trust

Opportunities • The development of a Geodiversity Action Plan for the AONB will enable increased awareness and understanding of the geodiversity resource within the area and its value as a special quality of the landscape. The education and learning opportunities provided by the geology and geomorphology of the AONB should be explored as part of this work.

5.1.3 Historic landscape

5.1.3.1 Historic and cultural heritage Facts and challenges

Conservation of historic assets The AONB contains a wealth of historic buildings and sites and the conservation of these is essential to the maintenance of local settlement character and the sense of history of the area. Five sites are on the English Heritage (EH) 2012 ‘at risk’ register. Although progress has been made at Slackwood Farm and Beetham Hall over recent years, Arnside Tower, Hazelslack Tower and the Iron Age fort on Warton Crag remain in poor condition. All require positive conservation management.

15 © Natural England copyright [2013]

35 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 85 Non-scheduled features, including ponds, wells, limekilns, traditional boundary walls, hedgerows, and historic pathways (such as the Coffin Route) are important and distinctive features of the historic landscape, which can be threatened by removal, neglect, under-management or lack of appreciation and inconsistent recording. The ancient field pattern that occurs in the eastern part of the AONB is at risk from gradual loss or fragmentation resulting from the removal and erosion of field boundaries due to intensification of farming.

Parkland, designed landscapes and gardens within the AONB are at risk through lack of succession planning, change of management, lack of recognition through the Register of Parks and Gardens and shifts to a purely agricultural management focus. Many of the trees that contribute to the special character of the parkland are mature or over-mature and replacement planting will be needed.

Orchards have been a feature of the landscape for hundreds of years. There are no commercial orchards within the AONB but more than 90 orchards and gardens, growing a wide range of apple, plum, damson and pear varieties, were visited as part of a recent research project 16 . The condition of many older orchards has deteriorated over the years and many are in need of concentrated restoration work although some new planting of fruit trees by individuals has been carried out. Further work is required to conserve and enhance local orchards and promote the AONB as a historical fruit growing area.

The industrial heritage of the AONB is also a key element of the landscape; prior to the building of the railway, the AONB was a thriving industrial as well as agricultural landscape. The identification and recording of features such as limekilns, mineral railways, copper/iron mining and processing sites, commercial port facilities and shipbuilding is required along with appropriate maintenance and restoration measures.

Before conversion of redundant historic buildings, including farmsteads and barns to new uses takes place, surveys should be undertaken to record their historical interest and build a good knowledge base in the AONB.

Historic landscape conservation Piecemeal consideration of the historic environment as a series of isolated sites and features divorces these from their context and other aspects of land and heritage management. There is a need to ensure that landscape scale conservation of the historic environment is prioritised alongside that of biodiversity and landscape character.

Recording of social and cultural history Information on social and cultural aspects of the AONB such as historic land management practices and the local history and development of the villages is at risk of being lost as people get older and if it is not formally recorded in some way.

Key recent activity and successes • Some conservation work carried out at both Slackwood Farm and Beetham Hall, improving their condition, although both remain on the EH ‘at risk’ register. • Uptake of Environmental Stewardship options including stone wall and hedgerow maintenance and restoration, maintenance of traditional farm buildings, management of archaeological features on grassland, maintenance and restoration of wood pasture and parkland, restoration of historic buildings resulting in some positive outcomes for the historic environment.

16 Orchards of the Arnside & Silverdale AONB, 2007

36 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 86 • Active conservation of heritage features through the AONB volunteer programme for example, the restoration of a water trough at Waterslack, vegetation clearance at Woodwell and limekiln sites, and maintenance of stone walls and hedgerows. • H2H project funding to deliver heritage based projects around Morecambe Bay including sites within the AONB such as at Warton Crag hill fort and Jenny Brown’s Point • Rapid Coastal Zone Assessment completed 2012 • English Heritage National Archaeological Identification Survey nearing completion. A number of sites have now been added to the 655 Historic Environment Records within the AONB. • Group established in Arnside to take forward an archiving project • The Mourholme Society has carried out significant research in this area.

Opportunities • Both SLDC and LCiC plan to prepare Local Heritage Lists. This provides an opportunity for sites of local importance within the AONB to be recognised and recorded. • EH is to fund 15 pilot surveys as part of a programme to consider how Grade II listed buildings at risk from neglect, decay and damaging alterations, can be included on the Heritage at Risk Register. The condition of Grade II listed buildings within the AONB may benefit from this work in the future. • EH’s National Archaeological Identification Survey is providing additional information for the HER within the AONB • English Heritage is to prepare a National Heritage Protection Plan which may include actions which benefit the historic environment within the AONB. • A new AONB historic designed landscapes study currently being carried out will make recommendations for future action. • There is a real opportunity to develop new projects to record, conserve and enhance the historic environment in the area, working to increase community awareness and involvement. • Oral history initiative to be set up as part of Leighton Moss 50 th anniversary. • Support for community history and archiving schemes looking at new and innovative ways to record, interpret and present information.

37 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 87 The following objectives will contribute to achieving an outstanding landscape rich in wildlife and culture:

Landscape and seascape Objective 1 : Conserve, enhance and improve understanding of landscape and seascape character and features which contribute to the special qualities and setting of Arnside & Silverdale AONB

Objective 2 : Deliver Integrated Coastal Zone Management within Morecambe Bay, ensuring conservation and enhancement of the natural beauty of the AONB coast

Objective 3 : Understand and plan for the impacts of climate change on the special qualities of the AONB and deliver appropriate actions to mitigate against and adapt to these impacts

Biodiversity and geodiversity Objective 4 : Enhance, restore and improve understanding of ecological networks at a landscape scale within the AONB and across the wider Morecambe Bay area

Objective 5 : Make a significant contribution to Biodiversity 2020 outcomes by delivering conservation, enhancement, restoration and connectivity of the AONB’s characteristic mosaic of habitats including woodlands, grasslands, and coastal and freshwater wetlands and taking targeted action for key priority species

Objective 6 : Prevent introduction of, halt the spread of and where appropriate eradicate, invasive non-native species and plant diseases

Objective 7 : Make a significant contribution to delivery of the Water Framework Directive by improving water quality in and around the AONB and Morecambe Bay

Objective 8 : Conserve geodiversity and increase awareness and understanding of how it has led to the evolution of the AONB’s distinctive landscape and biodiversity

Historic landscape Objective 9 : Conserve, enhance and improve understanding of historic landscape character and features and the area’s cultural heritage

Consultation Question D : What comments do you have on the ‘outstanding landscape’ section? What would you add or change?

5.2 A thriving, sustainable economy and vibrant communities These are the subjects considered in this section:

Development management • Development management and planning • Affordable housing and local services

Supporting rural growth and livelihoods • Sustainable rural economic growth • Maintaining and supporting rural livelihoods

38 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 88 Sustainable visitor economy • Sustainable tourism • Recreational pressure

Sustainable communities • Low carbon living • Sustainable and integrated transport • Community and culture

5.2.1 Development management

5.2.1.1 Development management and planning Facts and challenges

Housing development – new build and conversions There is a recognised need for affordable housing within the AONB (see section 5.2.1.2 below). It will be very important to ensure that, in meeting these needs, detrimental impacts upon the character of individual settlements and the overall landscape character of the AONB of any new housing development are minimised. Development of infill plots for residential housing and extension of settlements can lead to loss of important semi-natural habitat and can have an urbanising effect on villages. New development should consider local settlement character including housing layout, scale, design, vernacular tradition and materials. Development of brownfield sites can lead to enhancement of settlements.

Conversion of buildings continues within the AONB. Inappropriate repair or insensitive conversion can result in features associated with the building’s original use being lost, the insensitive modification of vernacular buildings and the proliferation of features which detract from their setting, all of which contribute to a gradual erosion of settlement character. In rural locations where conversions of redundant agricultural buildings result in the intensified use of a site, there can be detrimental effects on character and tranquillity.

Tourism related development The growth of tourism brings pressures for the development of new facilities such as car parks and the expansion of caravan and camping sites and second home ownership. Whilst some developments can be sensitively accommodated, a clear development planning approach which restricts insensitive development is required.

Commercial development within and outside AONB Any commercial development within the AONB must be in nature and appearance appropriate to the AONB designation.

Development just outside the AONB such as large scale holiday complexes and further commercial development along the A6/M6 corridor, has the potential to adversely affect the setting and views out from the AONB, particularly on the eastern margins.

Urbanisation of villages and rural roads The rural nature of the AONB and its villages is an important element of the special landscape character of the area. Gradual urbanisation of settlements and rural roads through, for example, increased road signage and road markings and inappropriate street furniture needs to be avoided.

Light and noise pollution

39 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 89 Freedom from light and noise pollution are key components of the area’s tranquillity. Increased lighting and noise can also have detrimental effects on wildlife. Minimising light and noise pollution from development and recreation should remain a priority.

Key recent activity and successes • Proposal put forward and agreement reached by SLDC and LCiC to prepare a dedicated Local Plan for the AONB, which will contain development management policies that have the AONB purpose at its heart. • All planning applications relevant to the AONB are assessed by the AONB Team according to the planning protocol and formal responses made when necessary • Up to date Conservation Area Appraisals are now in place for two of the three designated building Conservation Areas within the AONB. • Consideration of AONB designation by Highways Authorities

Opportunities • SLDC and LCiC will prepare a dedicated Local Plan for the AONB which will cover land allocations, development management guidance and design guidance. The Plan will be developed in close cooperation with the AONB Partnership, Parish Councils and local communities.

5.2.1.2 Affordable housing and local services Facts and challenges

Provision of affordable housing 17 to meet local need The continued higher cost of local housing in the area compared with average earnings means that provision of affordable housing for local need remains a significant issue within the AONB. The affordability ratio (average house price to household income) within the AONB is significantly higher than the national average 18 . Identifying appropriate locations for affordable housing which will not have significant detrimental impact on landscape character should be a priority.

Retention of local services Local services and facilities, including schools, doctors’ surgeries, shops, post offices, garages and pubs, all contribute to the quality of life of the AONB’s communities and are also important to the visitor economy.

Minimising the distances people have to travel to access services also contributes to reducing CO 2 emissions.

To maintain the vibrancy of local communities within the AONB, one of the special qualities, retention of these services, and provision of affordable housing, is vital.

Key recent activity and successes

17 Affordable housing is that which is described in the National Planning Policy Framework (NPPF) as 'social rented, affordable rented and intermediate housing' and is defined as that which is 'provided to eligible households whose needs are not met by the market. Eligibility is determined with regard to local incomes and local house prices. Affordable housing should include provisions to remain at an affordable price for future eligible households or for the subsidy to be recycled for alternative affordable housing provision.' (See Glossary in NPPF)

18 Mean house price to household income in Arnside and Beetham ward is 8.2; comparative national figure is 5.9, Cumbria Observatory .

40 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 90 • Consultations carried out on Local Plans by SLDC and LCiC including Land Allocations and Development Management Development Plan Documents • Proposal put forward and agreement reached by SLDC and LCiC to prepare a dedicated joint Local Plan for the AONB

Opportunities • Preparation by SLDC and LCiC of a dedicated Local Plan for the AONB covering land allocations, development management guidance and design guidance in close cooperation with the AONB Partnership, Parish Councils and local communities.

5.2.2 Supporting rural growth and livelihoods

5.2.2.1 Sustainable rural economic growth Facts and challenges

Supporting sustainable growth in the local rural economy The government’s Rural Economy Growth Review in 2011 confirmed the substantial contribution made by rural areas to the national economy. In the following Rural Statement 2012, the need for rural businesses to make a sustainable contribution to national economic growth was highlighted. Working in partnership with local businesses, landowners and land managers to encourage and support sustainable growth in the local rural economy will be a priority throughout this Management Plan period where it is consistent with the primary purpose of designation.

In pursuing the purpose of AONB designation account must be taken of the needs of agriculture, forestry, other rural industries and the economic and social needs of local communities and particular regard is paid to promoting sustainable forms of social and economic development that in themselves conserve and enhance the environment.

Sections below include more detailed information regarding supporting rural industries such as farming and forestry and sustainable tourism within the AONB.

Sustainable diverse communities To take advantage of the economic opportunities presented by the special qualities of the AONB and their conservation, communities need a mix of skills and ages. The AONB has a larger than average older population 19 . Younger people need to be encouraged to stay within the AONB to ensure community vibrancy and sustainability, and to support a successful local economy. Limited job opportunities within the local area and the issue of affordability of housing (see section 5.2.1.2) can lead to the progressive loss of young people from the area.

Communications and employment services Modern telecommunications, including access to fast broadband, and good mobile phone coverage are vitally important to a successful rural economy and the development of local businesses. Improved services will help foster home working and micro-businesses which are attracted to the area because of the quality of the environment and protected landscape brand identity.

The limited availability in rural areas of services such as locally-based job centres and training schemes, business advice, affordable start-up premises and affordable regular public transport can make it difficult to access appropriate training and business support.

19 Statistics from Census 2011 provided by Lancaster City Council and obtained from Cumbria Observatory

41 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 91 Development and promotion of local products Locally produced food and other products can help to reinforce local distinctiveness and add value to the local economy. Developing a local products initiative and bringing forward measures to support local product development will be important over the lifetime of the Plan. Local foods of known provenance are becoming increasingly important in the market place and with this come increased opportunities for local producers and value-added processors.

Key recent activity and successes • Ongoing support for local businesses through the Sustainable Development Fund • Key success in terms of attracting funding for Morecambe Bay Coastal Communities Scheme to develop Morecambe Bay as a sustainable tourism destination • See also sections 5.2.2.2 and 5.2.3.1 below

Opportunities • AONBs are protected landscapes but this does not preclude change and development. AONB Partnerships work to support the activity of local landowners, farmers, businesses, visitors, community groups and individuals in their conservation and enhancement of natural beauty. The interdependent relationship between land stewardship, natural beauty, community and the economy is clear. Therefore, all AONB Partnerships are actively engaged in supporting rural businesses where there is a positive relationship between businesses and the delivery of AONB purpose. • Well managed landscapes offer a wealth of natural assets that serve as the foundations of rural businesses, including agricultural land and woodland. High quality landscapes also offer a wealth of opportunities for tourism related businesses. • The AONB Partnership has wide experience in collaboration and co-operation across disciplines, geographic areas and between different audiences. Partnership working has already been highly successful in securing funding to deliver a range of projects which will directly and indirectly support the local economy for example ‘700 days’, Morecambe Bay’s Coastal Communities Fund scheme. Opportunities exist to widen these partnerships over the period of the Plan and deliver further landscape and economic benefits. • This AONB Management Plan guides actions which affect the landscape and provide supporting information for landowners and communities. The AONB Partnership is well placed to produce guidance to assist businesses in harnessing the opportunities provided by our unique landscapes. • There are opportunities to improve economic links to areas surrounding the AONB such as the Morecambe Bay area and the Lake District National Park. Cross boundary working is essential to maximise this.

5.2.2.2 Maintaining and supporting rural livelihoods Facts and challenges Farming The total number of commercial farm holdings in the AONB in 2010 was 43; this compares with 73 in 2000 and a peak of 101 in 2008 20 , showing a decline over the ten year period. The total farmed area has also fluctuated over this period, reaching a peak of 3875ha in 2006 but showing an overall increase over the ten year period of 38%. There appears to have been an increase in the number of large farms (>=100ha) since 2000, and a significant shift away from small holdings (<5ha) particularly since 2008. Farms grazing livestock (beef and dairy cattle and sheep) are the predominant farm type. The number of dairy holdings has declined over recent years.

20 Defra Agricultural Census, 2000-2010

42 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 92 Ownership of farmland within the AONB is changing. In 2000, 35% of the farmed area was rented rather than owned; this figure had risen to 49% in 2010.

Employment in farming within the AONB is steadily declining; although 2006 to 2008 was a period of slightly higher employment, numbers have decreased by nearly 19% between 2000 and 2010. In 2010, 29% of those employed in farming were full time farmers, 45% part time and the remainder full and part time employees and casual workers. Whilst total numbers have decreased, these percentages have changed very little over the ten year period.

Uptake of Environmental Stewardship within the AONB is widespread with the area being effectively targeted for entry into Higher Level Stewardship (HLS). The future of public funding for both environmental and other farming payments is uncertain and is expected to be following a downward trend. This is likely to increase the pressure on the profitability of farms within the AONB. Increasing fuel prices and changing markets can add additional pressure.

Farming within the AONB has diversified over the years to encompass a range of non-agricultural activities including equestrian uses and the provision of holiday accommodation, campsites and other facilities associated with recreation and rural tourism. Further diversification is likely as wider economic pressures continue to make income from farming unpredictable – an issue which needs to be considered in the development of Local Plans.

Forestry Over one third of the area of the terrestrial AONB is woodland but much is currently not managed (see section above on woodland management). Managing woods provides local timber and woodfuel products and also jobs. The carrying capacity of woodlands for tourism and recreation is much greater than open landscapes and the sustainable development of woodlands for tourism can generate more economic activity locally and jobs in the area.

The profitability of forestry is very dependent on world market prices and the cost of transport but increasing interest in the use of woodfuel heating and other wood products is creating the potential for the development and growth of a successful local woodfuel economy.

Rural skills Increasing the number of skilled volunteers, contractors and land managers locally with traditional rural skills, such as to repair and manage hedgerows and drystone walls, carrying out coppice management and maintain traditional orchards will benefit both the landscape and the local economy.

Supporting creative and knowledge-based industries The AONB, with its high quality landscape, the clarity of the air, wonderful views and the diversity of wildlife attracts many artists and crafts people who take inspiration from their environment. This is demonstrated by the Silverdale & Arnside Art and Craft Trail which has expanded rapidly over the last few years and now involves over 100 local artists. Educational and knowledge based businesses and consultancies are developing in the AONB building on the special qualities of the area. The area is also popular with people who can work remotely through good ICT links.

These businesses can contribute to the tourism offer of the AONB and support the local economy as well as providing local employment and local training opportunities.

Key recent activity and successes • Significant uptake of Environmental Stewardship within the AONB (33 Environmental Stewardship agreements across the AONB with a total annual value of £307,654 21 ).

21 © Natural England copyright [2013]

43 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 93 • NIA project providing advice and hands on support to landowners and managers to enable them to take advantage of agri-environment and woodland grant schemes • Participation in Defra social forestry pilot project to support the development and growth of the local woodfuel supply and demand chain • Local businesses supported through SDF such as Orchard Barn Heritage Fruit • AONB Team delivered part of the Rural Skills Cumbria “Work the View” project, hosting training and competition events promoting the traditional rural skills of hedgelaying and drystone walling. • Silverdale & Arnside Art and Craft Trail

Opportunities • Farming, forestry and land management have created much of the special landscape that we see in the AONB today, in particular the cultural landscape of open pasture, woodland and parkland and their biodiversity. Protecting and enhancing the AONB cannot be done without farmers and land managers. • There are opportunities to influence the next phases of EU and UK government investment (including RDPE, Natural Environment White Paper initiatives) to ensure that investment is targeted at supporting land managers in the AONB. Uptake of the new environmental land management scheme will need to be supported once this becomes operational. • Strong links can be developed between farming, food production and tourism providing a valuable chain for local farmers. Consumer interest in foods with provenance is growing. • There are also opportunities for making greater use of under managed woodlands in the AONB and adding value to locally produced wood based products. NIA projects both within the AONB and wider NIA should be managed to increase the area of woodland in management to produce timber, woodfuel and boost the local woodfuel market. Continued participation in the national social forestry project will enable local projects to take advantage of national expertise and support. • A thriving, sustainable wood fuel economy will bring benefits to the local economy and provide local employment opportunities. It would also lead to an expansion of managed woodland within the AONB with resulting benefits to biodiversity. • In addition to woodland products, the AONB woodlands offer inspiration for artists, and extensive opportunities for recreation and relaxation, all of which can contribute to the local economy. • Maintaining traditional skills is important. They add local distinctiveness, provide links to our heritage and create jobs. • Opportunities exist to develop further the tourism potential of the expanding creative industry element of the local economy

5.2.3 Sustainable visitor economy

5.2.3.1 Sustainable tourism Facts and challenges

Development and management of sustainable tourism within the AONB Tourism is a key component of the local economy. Nearly 15% 22 of businesses are involved in tourism business activity and tourism accounts for nearly a fifth of total employment within the AONB. A common and shared approach to the development and management of sustainable tourism in the AONB as a part of the Morecambe Bay area is needed which takes account of the needs of the environment, local residents, local businesses and visitors.

22 Protected Landscapes Monitoring, Source: IDBR, 2009, Local Units

44 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 94 In the recent Morecambe Bay Visitor Survey 23 the most popular reasons for visiting the area were for its beautiful scenery and its peace and tranquillity. Almost 90% of respondents were interested in visiting places where they can see and or experience wildlife. 94% agreed that Morecambe Bay was good for nature and scenery; 70% of visitors agreed that the area was good for culture and heritage.

The opportunity exists for local businesses to further develop a sustainable tourism industry that draws on and does not compromise the special qualities of the AONB.

Working with tourism businesses In order to follow a sustainable approach to the development of tourism in the AONB, close working relationships need to be developed and maintained between tourism businesses, the AONB Partnership and tourism support organisations. An important element of promoting the AONB as a nature and wildlife destination will be to help businesses understand and promote the nature of the area. A further key element of promoting the AONB as a ‘green’ destination will be ensuring an environmentally responsible industry. Working with businesses to improve their environmental credentials and working towards increasing numbers of Green Tourism Business Scheme (GTBS) accredited businesses will be important. There are currently 3 GTBS members within the AONB.

Communicating effectively to visitors about the AONB and its special qualities and how to look after them The tourism offer within the AONB is based on the area’s special qualities. Visitors’ experiences are enhanced by good quality information being available about the special qualities, and about how people can experience them and support their conservation. (See also issue in section 5.3.1 in ‘A strong connection between people and the landscape’ theme below). Feedback from the Morecambe Bay Visitor Survey indicates that visitors often found it difficult to find information on places of local interest and events, both online and at tourist information offices, and that the holiday was often at an end by the time they found the information.

Websites are the most widely used resource for visitors to plan their trips to the Morecambe Bay area. The AONB website is amongst the most popular.

Marketing and promotion of the AONB For the economic sustainability of the tourism industry within the AONB, marketing and promotion of the area, its special qualities and accessibility, both locally and more widely is vital. Close working is needed with organisations responsible for carrying out pre-arrival marketing to send out appropriate, accurate and positive messages about the tourism offer in the AONB and wider Morecambe Bay area.

In the recent Morecambe Bay Visitor Survey, 77% of visitors were aware of the AONB and 71% had visited.

Facilities for sustainable tourism and recreation Appropriate forms of tourism in the AONB are those based on the area’s special qualities and their appreciation including quiet outdoor recreation (such as walking, cycling, horse riding, fishing, climbing), wildlife and heritage tourism (including indoor attractions such as Leighton Hall and at Leighton Moss) and cultural tourism such as the Cross Bay walks.

To enable people to make the most of what the area has to offer, facilities and infrastructure are required such as car parking, toilets and cycle and Tramper hire. The use of public transport

23 Morecambe Bay Visitor Survey, 2013

45 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 95 including rail and bus services for accessing and travelling within the AONB needs to be further encouraged (see issue on sustainable and integrated transport below in section 5.2.4.2).

In the Morecambe Bay Visitor Survey the difficulty in finding parking at Arnside was raised as an area for improvement. Nearly one third of visitors surveyed consider the area to have poor public transport links.

Key recent activity and successes • Sustainable Tourism work streams are part of the Nature Improvement Area and Headlands to Headspace (H2H) projects • The remit of the RSPB Futurescapes Senior Officer, funded by the EU Life+ Communications Programme until 2015 is to develop eco-tourism opportunities in the Morecambe Bay area • Nature Tourism Business Network was launched in March 2013 with over 40 businesses taking part, working with Bay Tourism Association as key delivery partner • £490,000 has been successfully secured from the Coastal Communities Fund (CCF). The scheme, ‘700 Days to transform the Bay’, aims to develop Morecambe Bay as a sustainable tourism destination and will be delivered by a partnership of organisations led by Morecambe Bay Partnership, starting July 2013 • Completion of the Morecambe Bay Visitor Survey as part of the NIA project • Local businesses supported through SDF e.g. Silverdale Cycle Hire • ‘Understand’, ‘Enjoy’ and ‘Enhance’ areas of the website developed. Includes information on landscape, wildlife, culture and heritage, where to stay and eat, travel information, what to see and do, downloadable walks and an interactive map • An increasing number of businesses are achieving Green Tourism Business Scheme awards

Opportunities • There are significant opportunities within the AONB to develop the area as a Nature Tourism destination. Almost 90% of respondents in the Morecambe Bay Visitor Survey said they were interested in visiting places where they can see and/or experience wildlife; however, only 55% visited a nature attraction or nature rich place on their visit. Red deer, birds and otters are the most popular wildlife that people would like to see but many people are also interested in seeing butterflies, orchids and wild flowers. • NIA, H2H and CCF funding has been secured to support development of sustainable tourism in the Morecambe Bay area. • Development of the England Coast Path, a new National Trail, which will pass through the AONB, provides further opportunities for enhancing the visitor economy. Ensuring that visitor impacts are minimised will be crucial.

5.2.3.2 Recreational pressure Facts and challenges

Managing impacts of tourism growth Visitor numbers are expected to rise in the AONB over the coming years, particularly in the coastal zone with the development of the England Coast Path. Whilst recognising the essential role that tourism plays in the local economy, the potential impacts of large numbers of visitors include physical and noise disturbance of wildlife by people and dogs, erosion and damage through trampling, damage to roadside verges due to car parking, litter and dog fouling. There are also potential physical and landscape impacts on the coastal area from an enlarged, more substantial Coast Path.

The growth of tourism brings pressures for the development of new facilities such as car parks and the expansion of caravan sites and can lead to increased traffic and parking on rural roads and in

46 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 96 villages. Such growth needs careful management to minimise impacts on landscape character and tranquillity. Parking is already an issue in Arnside and at other key sites and the limited nature of official parking within the whole AONB needs to be addressed.

There are some changes occurring in the types of recreational activity people engage in within the AONB. Jet skis are occasionally used on the estuary on a high tide, motorbikes are sometimes used on the foreshore and mountain bikes are sometimes used on footpaths. The level of such activity is not being monitored but disturbance to wildlife, damage to habitats and impacts on tranquillity can result if levels increase and are not carefully managed.

Development and management of sustainable forms of tourism and the promotion of quiet recreation should remain a priority.

Litter Litter can cause harm to both terrestrial and marine species by causing external injury or, if accidentally ingested, suffocation or starvation. Litter can last for long periods of time before degrading and toxic elements can leach into the soil and the aquatic environment. Litter also detracts from the quality of the landscape. Along the Morecambe Bay coast marine-litter is an ongoing issue.

Key recent activity and successes • Completion of the Morecambe Bay Visitor Survey • Coastal Communities Scheme ‘700 days to transform the Bay’ aims to develop Morecambe Bay as a sustainable tourism destination • Regular litter picks along the AONB coast by volunteers • Love Your Beach Coordinator recently appointed for Morecambe Bay • Morecambe Bay wader roost study carried out 2013

Opportunities • The development of a sustainable visitor economy strategy for the AONB linking with wider sustainable tourism initiatives and delivery will help support the local tourism industry whilst ensuring that growth happens in a way which conserves and enhances the special qualities of the AONB. • Preparation by SLDC and LCiC of a Local Plan for the AONB provides an opportunity to ensure appropriate tourism development within the AONB. • Continuing to carry out regular litter picks as part of the volunteer programme and the Beach Care Programme will help to manage this issue.

5.2.4 Sustainable communities

5.2.4.1 Low carbon living Facts and challenges Sustainable, low carbon living The adoption of more sustainable lifestyles is essential in helping to manage better the Earth’s natural resources and is a key part of mitigating against climate change. Measures which contribute to more sustainable living and reducing carbon emissions and which should be promoted within the AONB include increased water and energy efficiency, waste minimisation, increased use of sustainable transport and use of appropriate small-scale renewable energy systems.

47 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 97 Although some forms of renewable energy are not appropriate for the AONB, small-scale installations in the right locations will enable the AONB to make a significant contribution to energy reduction targets.

Key recent activity and successes • The AONB Office and Information Centre granted the Gold Award under the Green Tourism Business Scheme. Assessment against a rigorous set of criteria, covered areas such as energy and water efficiency, waste minimisation and recycling, use of local produce, supporting public transport and measures taken to increase biodiversity • AONB Office and Information Centre acting as good practice case study for local residents • The Bittern Countryside Community Interest Company (BCCIC), as part of their Low Carbon Initiative, is delivering a series of solar photo-voltaic projects for community buildings in the AONB e.g. at Storth Primary School, Leeds Children’s Holiday Centre • Through SDF funding, Global Link brought their mobile multi-media exhibition about climate change to primary schools in the area and worked with the children on waste reduction, energy saving and renewable energies, transport and food miles, and the importance of buying local produce • In partnership with Cumbria Action for Sustainability, the AONB Team ran a successful Low Carbon Living Conference for local residents • Publication of renewable energy advice leaflets by the Bittern Countryside Community Interest Company • Completion of the AONB Low Carbon Landscape project • ‘Living sustainably’ section developed as part of the ‘Enhance’ area of the AONB website

Opportunities • All members of society need to be involved in developing practical solutions to reducing carbon emissions: from renewable energy and low carbon technologies; to behavioural and lifestyles changes; to better management of our landscapes and natural resources. We all have a part to play in tackling climate change and ensuring our environment and communities are resilient and adapt to the challenges ahead • The Low Carbon Landscape project identified a range of both cultural and natural opportunities within the AONB for achieving a low carbon landscape including the high percentage of home ownership making it easier to implement low carbon technologies that benefit individual households, good potential to increase the number of people who work from home, an existing network of public transport with good potential to improve connections; the variety of habitats within the AONB which provide an opportunity for the land itself to be used as a tool for carbon sequestration (ie. soaking up and storing carbon), the AONB has considerable expanses of woodland which can be developed as a sustainable resource (cross reference with 5.2.2.2 above), and the potential to increase small-scale renewable energy generation (microgeneration) at the level of individual households and communities.

5.2.4.2 Sustainable and integrated transport Facts and challenges

Sustainable and integrated transport for visitors and local people

48 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 98 The majority of visitors to the AONB and Morecambe Bay area arrive by private car 24 . Once in the area, around half of visitors continue to use their own vehicle to travel around with only a very small proportion, less than 5%, using trains, buses and bicycles. There is clearly scope to encourage the use of sustainable transport options such as public transport, cycling and walking as alternative means of getting to and from the AONB and travelling around and enjoying the special qualities of the AONB.

Access to and from the AONB by public transport is good. The Furness line crosses the area and there are stations at both Arnside and Silverdale and nearby at Carnforth. This line provides good connections to the wider region with direct services to Manchester. Passenger numbers at all three stations have increased over the past five years – by 27% at Carnforth, 23% at Silverdale and 10% at Arnside 25 . The Carnforth Connect initiative provides a local bus service from Carnforth Station to Yealand Redmayne and the Silverdale Shuttle provides a link between the railway station and the village. There are also regular bus services into the AONB from Kendal and Lancaster.

Travel by bus within the AONB can be difficult with some lack of coordination of services between the Lancashire and Cumbria parts of the AONB and infrequent services. There is no bus service between Arnside and Silverdale. Bus and train timetables are not fully integrated and not all trains stop at both stations.

Information on public transport routes and train and bus times needs to be widely available.

The Furness Line Community Rail Partnership (CRP) aims to increase the use of train services, develop integrated transport links from stations, improve station facilities and bring benefits to businesses and communities.

Key recent activity and successes • Establishment and successful activity of the Furness Line Community Rail Partnership (CRP) • Public transport promoted in all AONB communications • Poster campaign developed with TransPennine Express to promote AONB • Wildlife and Woodland Festival events linked to public transport wherever possible • Morecambe Bay Cycle Way feasibility study completed led by Sustrans to include route through key AONB villages and funding approved for delivery of this through CCF scheme

Opportunities • Developing and promoting the railway as a key public transport link is included as part of the H2H and CCF projects. • Working with CRP to support future electrification of this valuable main line with interregional services will reduce carbon emissions and increase capacity and quality of train travel around the Bay and into the AONB. • The development of a footpath and cycleway link from Arnside to Grange along the viaduct would enhance the sustainable transport network to and from the AONB.

5.2.4.3 Community and culture

Facts and challenges

24 Morecambe Bay Visitor Survey 25 Furness and Lakes Line Community Rail Partnership and Office of Rail Regulation. The impact of the 16 week disruption because of the rebuilding of the Kent Viaduct at Arnside needs to be taken into account in the Arnside figures for 2011/12

49 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 99 Vibrant communities Sustaining the vibrant communities of the AONB and retaining a feeling of shared identity is very important. There is a concentration of local societies and groups that share interests in the special qualities of the AONB. Awareness of the designation in the local community is considered to be high, although there are still residents who know little about the area and its protected landscape status. Supporting the community to take part in managing and making decisions about the future conservation and enhancement of the area is essential in building sustainability of the AONB Partnership

Key recent activity and successes • Parish Council representation on AONB Executive Committee • Support for community groups and societies

Opportunities • There are numerous opportunities to support the area’s local groups and societies enabling people to meet, talk and share experiences of the area and for local communities to become involved in decision-making in the area. Vibrant, active and engaged communities are at the heart of delivering the AONB Management Plan

50 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 100 The following objectives will contribute to achieving a th riving sustainable economy and vibrant communities:

Development management Objective 10 : Implement a development planning approach that delivers services, infrastructure and affordable housing to meet local community need whilst conserving and enhancing landscape character and the special qualities of the AONB

Supporting rural growth and livelihoods Objective 11 : Maximise opportunities for the AONB’s designation, special qualities and management to both drive and support sustainable rural economic growth

Objective 12 : Support and encourage sustainable production and use of local products, especially those linked to natural beauty

Objective 13 : Provide opportunities to access training and employment and build the skills base in sectors related to the purposes of designation such as land management and tourism

Objective 14 : Actively support landowners and managers to sustainably manage the landscape, delivering environmental and economic benefits for themselves and the wider community

Objective 15 : Encourage infrastructure improvements to achieve high(er) speed Broadband and mobile phone signal coverage for the whole of the AONB without a significant adverse impact on natural beauty

Sustainable visitor economy Objective 16 : Develop the AONB and Morecambe Bay area as a sustainable tourism destination where visitors can have high quality experiences of nature, culture and quiet recreation, and tourism contributes to the conservation of the area’s special qualities

Objective 17 : Coordinate action to minimise both terrestrial and marine litter

Objective 18 : Monitor and manage recreational pressure to avoid and/or reduce detrimental impacts on the special qualities of the AONB

Sustainable communities Objective 19 : Support local communities in moving towards sustainable low carbon living

Objective 20 : Increase opportunities for visitors and local people to maximise their use of sustainable and integrated transport

Objective 21: Foster community vibrancy and culture linked to the AONB’s strong sense of place

51 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 101 Consultation Question E : What comments do you have on the ‘sustainable economy and communities’ section? What would you add or change?

5.3 A strong connection between people and the landscape These are the subjects considered in this section:

Enjoying and understanding • Effective communication • Education and learning • Health and wellbeing • Maintaining and improving access • Safe and responsible access

Taking action • Community involvement

5.3.1 Enjoying and understanding

5.3.1.1 Effective communication Facts and challenges

Communicating effectively about the AONB, its special qualities and their value to society and how to look after them Improving awareness and understanding of the special qualities of the AONB and helping people to understand the benefits (ecosystem services) provided by the landscape will help people better understand the importance of effective management of the area and lead to greater appreciation and enjoyment of the special qualities of the AONB and action to conserve it. The opportunity to access information about the AONB should be available to all.

Residents and visitors need high quality information and interpretation in a range of formats about the special qualities of the area and opportunities for enjoyment such as walking, cycling and bird watching to enable them to make the most of what the area has to offer and to enable them to help support its conservation.

Key recent activity and successes • AONB Communications Strategy developed • AONB website redesigned, providing a comprehensive resource for communities, partners and visitors • AONB office developed as an information centre • Waymarker, the AONB e newsletter, produced every 2 months • Biennial AONB Apple Days held. Around 1000 visitors came to the last Apple Day celebrating the orchards of the AONB, the wildlife they support and the associated local produce and products • Wildlife and Woodland Festivals organised and promoted by AONB Partnership in 2012 and 2013 • Bay Discovery Day organised by AONB Partnership in 2011 • AONB Discover guide updated, AONB Butterfly Guide produced, downloadable routecards available on website

52 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 102 • Keer to Kent magazine published three times a year by the Landscape Trust and annual programme of events organised for both members and the public • Production by BCCIC of AONB Atlases and Guides to the flora of the AONB supported by SDF • Arnside Youth Group ’40 Views’ project supported by SDF aimed at introducing local children to the local landscape • Annual events programmes delivered by many partner organisations • Annual AONB Conference held • Development and delivery of a wide range of educational opportunities for schools and other groups within the area including education programme at RSPB Leighton Moss, educational visits to Warton Crag Local Nature Reserve, feasibility work for development of a Forest Schools programme • Delivery of a programme of community education through the NIA project

Opportunities • The growth and variety in electronic media will continue to present many opportunities for presenting information and in helping to reach new audiences. • There are opportunities to further develop the AONB website to provide additional information on the special qualities and how to enjoy them and also about the benefits (ecosystem services) that they provide for different audiences. • The AONB landscape, with its wide range of biodiversity, geodiversity and excellent access, provides a wealth of opportunities for events and educational visits.

5.3.1.2 Education and learning Facts and challenges

Life long learning Whilst education is often associated with schools, colleges and universities, learning is really a life- long process. The AONB has huge potential as an educational and lifelong learning resource which has yet to be fully realised but there are constraints to delivery which include available sites, trained leaders and sufficient funding resources. The range of educational activity already facilitated and/or delivered by the AONB Team is broad:

• working with local Primary Schools by hosting educational visits • providing opportunities for participation in practical countryside management activities • supporting work experience placements within the AONB Team for Year 10/11 students • enhancing University field trips to the AONB with lectures and presentations • organising training events to promote rural skills and good practice land management • specialist subject talks to local groups and societies • responding to research queries from graduate and post graduate students • promoting site study visits for both amateur and professional audiences • working with local bodies such as the Westmorland Geological Society to develop interpretive material and articles for the AONB Landscape Trust journal • encouraging interest in the AONB by members of organisations such as U3A • delivering the AONB Landscape Trust annual walks and talks programme

Key recent activity and successes • Continuing links with the Department of Geography and Planning at the University of Liverpool, supporting annual field trips with talks to student groups on protected landscapes, legislation, AONB Management Plans and the importance of the AONB designation

53 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 103 • Established links with local primary schools, providing an artist in residence to participate in classroom sessions with children on environmental art projects in the run up to both the AONB Apple Days and the Bay Discovery Day • Delivered an annual talks, walks, training and events programme

Opportunities • Extending work with local primary and secondary schools, colleges, universities and other groups • Using AONB events and educational visits to encourage participation and engagement by young people, helping develop their voice in setting future policy for conserving and enhancing the AONB • Developing an AONB Forest Schools programme in conjunction with existing school programmes in term time or as stand alone activities during holiday times • Working with universities to facilitate high quality research in the area

5.3.1.3 Health and wellbeing Facts and challenges

Encouraging healthy lifestyles Better health and wellbeing are two of the major social and economic benefits that can be secured through good management of the natural environment. Active outdoor activity such as walking, running, cycling, and conservation work, has been shown 26 to benefit both mental as well as physical health and well being. Good access to the countryside is key to delivering these benefits and the AONB offers a range of opportunities through Public Rights of Way, access land, other paths and coastal access and also through the AONB Volunteer Programme, and the volunteer activities run by the Landscape Trust and other partners (see section on Community involvement below). Opportunities to enjoy the countryside are one of the special qualities of the AONB.

Key recent activity and successes • ‘Enjoy’ area of the website developed including ‘AONB Active’ page promoting cycling in the AONB and wider area and ‘Walks’ page with downloadable walks • Very successful volunteer programme being delivered by AONB Team providing opportunities for local people to engage in practical conservation management tasks • Over 500 people took part in the AONB Walking Festival in 2012 • Walking for Health initiative delivered at RSPB Leighton Moss

Opportunities • The AONB Partnership is very well placed to contribute to public health and well being through its work to conserve and enhance the natural environment of the AONB and through the management and promotion of opportunities to access and enjoy it. • There are opportunities to engage with the health and well-being agendas promoted by Government and to build new partnerships with the health sector during the lifetime of the Management Plan.

26 Mind: (2007) Ecotherapy: The green agenda for mental health .

54 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 104 5.3.1.4 Maintaining and improving access Facts and challenges

Maintaining and improving access There is an extensive network of over 120km of public rights of way (PRoW) within the AONB including footpaths, bridleways, over 8km of permissive routes and 18km of easy access walks. Significant areas of the AONB are also openly accessible to the public such as Local Nature Reserves, National Nature Reserves and National Trust-owned land. The outstanding level of access within the AONB is one of the special qualities of the area. Retaining this high quality access network and ensuring that it is maintained and promoted will ensure that residents and visitors can continue to access and enjoy the area fully.

The contribution of the PRoW network to the local economy should be recognised and appropriate resources allocated to their maintenance and development.

Rights of Way should be easy to use by all legal users and, wherever reasonable, access should be available to people with a wide range of mobility difficulties.

Delivery of the England Coast Path, as this is rolled out to north Lancashire and south Cumbria, whilst ensuring no adverse impact on the special qualities of the coastal area of the AONB will be a key priority over the Management Plan period.

Increasing access for all Encouraging access to and improving the opportunities for people with disabilities and improving the quality and enjoyment of the recreational experience for all should be a priority.

Key recent activity and successes • AONB volunteers carried out ongoing footpath maintenance work and access improvements • Signage project delivered to increase awareness of AONB designation and promote the Countryside Code • Purchase of a Tramper for hire supported by SDF • Provision of wardening service at Warton Crag and Trowbarrow Local Nature Reserves (LNR) by LCiC

Opportunities • The Coastal Access scheme will provide opportunities to enhance coastal access within the AONB in a sustainable way that is not detrimental to the special qualities of the AONB. • The development of a footpath and cycleway link from Arnside to Grange across the viaduct would provide a key strategic access link and a significant new visitor attraction • There are some opportunities to extend access for disabled users, horse riding and cycling in ways that are not detrimental to the special qualities of the AONB.

5.3.1.5 Safe and responsible access Facts and challenges Safe access The coastal area of the AONB can be dangerous with shifting quicksands and fast running tides. Information regarding safe access on the coast needs to be widely available and widely promoted. Increased coastal access and the loss of salt marsh along the AONB coast due to natural erosion is likely to lead to increased risk of more people using the intertidal sandflats for recreation.

55 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 105 Away from the coast and on the AONB’s network of rural roads, the impact of increasing visitor numbers and increasing volume and speed of road traffic on road safety needs to be managed.

Responsible access Encouraging responsible use of the countryside is a priority. The potential exists for conflict between public access to the countryside, particularly with dogs, and other land uses such as sheep and cattle grazing of farmland, which is so important both for the rural economy and wildlife on sensitive sites protected for their biodiversity value. Access to particular areas, such as Warton Saltmarsh, needs to be restricted at certain times to avoid disturbance to breeding and roosting birds.

Key recent activity and successes • Bay Discovery Day held by AONB Partnership included presence of Arnside Coastguard and a mud rescue demonstration • Morecambe Bay safety leaflet part funded by SDF distributed widely in local outlets and to all local schools in conjunction with Arnside Coastguard • Coastal safety information included in ‘Enjoy’ area of the website • Safety on the Sands campaign promoted by the Westmorland Gazette and supported by SLDC, LCiC, Bay Search and Rescue, Ulverston Inshore Rescue and the Maritime and Coastguard Agency • Increased promotion of Countryside Code in all relevant communications

Opportunities • The Countryside Code offers a nationally recognised framework with which to promote responsible use of the countryside on sensitive signage and in communications and publicity materials. • In developing and implementing coastal access every opportunity should be taken to promote safety on the sands

5.3.2 Taking action

5.3.2.1 Community involvement Facts and challenges

Community involvement in the conservation and enhancement of the AONB The positive role played by the AONB volunteers, the Arnside & Silverdale AONB Landscape Trust, National Trust, the Wildlife Trusts, RSPB, Butterfly Conservation and other partners in supporting conservation management work on a voluntary basis provides an important focus for community involvement in the conservation and enhancement of the AONB. Wherever possible opportunities for people to get involved, learn about and actively participate in the conservation of the area should be supported, expanded and widely promoted. Numerous community-led groups and societies such as Arnside and District Natural History Society and the Mourholme Society play an important in providing opportunities to learn about and understand the area.

Arnside & Silverdale AONB Landscape Trust The Arnside & Silverdale AONB Landscape Trust remains a crucial source of support for the management of the AONB. A registered charity with over 800 members, the Trust plays an important role in raising awareness of and achieving conservation of the area. The Trust owns two nature reserves within the AONB and manages both for conservation interest. A third reserve has recently been purchased. The Trust also publishes the Keer to Kent magazine and organises a wide ranging annual events programme both of which are instrumental in helping the public understand more about the AONB and the importance of managing it well.

56 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 106 Bittern Countryside Community Interest Company The Bittern CCIC carries out various activities that benefit the environment and local communities in and around the AONB. The CCIC is a social enterprise that seeks to promote a more sustainable future by delivering a programme of community based sustainable development initiatives with local communities, businesses and agencies active in and around the AONB.

Key recent activity and successes • Running of a successful AONB Volunteer Programme providing opportunities to engage in practical conservation management tasks, monitoring, administration and event support amounting to thousands of hours of volunteer time every year dedicated to achieving AONB objectives • Volunteer programmes run by partner organisations • Comprehensive annual programme of events delivered by the AONB Landscape Trust • AONB Landscape Trust Reserve Management Group established • Successful delivery of BCCIC projects such as the AONB Atlases and Guides to the flora of the AONB, and installation of solar panels at Storth School and the Leeds Children Holiday Centre under the Low Carbon initiative • Community Engagement officer appointed through NIA and Community Officer engaged through H2H • Successful delivery through NIA of Arnside Big Volunteer Day and Arnside Bioblitz • Good participation in consultation of AONB Outline Plan Proposals

Opportunities • There is tremendous scope for local people to take an active role in conserving the character of the AONB and there are many local groups across the AONB which come together as communities of place or interest. Where these are connected to the purposes of the AONB designation, every effort should be made to build capacity of and support for these organisations and to work collaboratively to develop appropriate initiatives and projects. • Further opportunities exist to establish and support community-led volunteer groups to take action to conserve and enhance key sites. • Encouraging community participation in decision making about the AONB offers and opportunity to strengthen involvement and community ownership.

57 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 107 The following objectives will help contribute to achieving a strong connection between people and the landscape:

Enjoying and understanding Objective 22 : Provide high quality information and communications to enable people to enjoy and understand the special qualities of the AONB and the work of the AONB Partnership

Objective 23 : Provide a series of opportunities for people to enjoy, learn about and celebrate the AONB’s special qualities in a sustainable way

Objective 24 : Maintain, improve and promote access and quiet recreational opportunities in a sustainable way for a diverse range of people

Objective 25 : Encourage and promote responsible and safe enjoyment of the coast and countryside

Taking action Objective 26 : Support and build the capacity of community-led organisations which directly support the conservation of the AONB

Objective 27 : Provide a series of opportunities for people to volunteer and get actively involved in looking after and supporting the conservation of the AONB’s special qualities

Consultation Q uestion F : What comments do you have on the ‘connecting people and the landscape’ section? What would you add or change?

6 Delivering the Plan In order to achieve the objectives stated in Section 5 a series of actions is presented in the Delivery Plan below.

The Delivery Plan sets out: • the objectives • actions to achieve each objective • initial lead organisation(s) that will begin to make things happen • the partners who will be involved • the timescale for implementation • a priority level – 1 high, 2 medium or 3 lower

The Delivery Plan will present the initial actions proposed but it will be reviewed annually. The annual review will reflect progress towards achievement of the objectives and allow for the insertion of new actions which might implement the objectives more fully, or add weight to what has already been achieved.

58 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 108 Delivery plan

An outstanding landscape rich in wildlife and culture Landscape and seascape

Objective 1: Conserve, enhance and improve understanding of landscape and seascape character and features which contribute to the special qualities and setting of Arnside & Silverdale AONB

Page 109 Actions to achieve this: Lead Partners Timescale Priority partner(s) 1.1 Ensure all development management decisions relating to proposals within the AONB and LA ASAONB 2014-19 1 those beyond the boundary which could impact on the setting and views out from the AONB, seek to reinforce landscape character and conserve biodiversity having regard to the AONB Management Plan, Arnside & Silverdale Landscape and Seascape Character Assessment and the Morecambe Bay Limestones National Character Area

1.2 As a companion document to the AONB Management Plan, prepare and adopt a dedicated LCiC ASAONB By Jan 1 Local Plan for the Arnside & Silverdale AONB that has the AONB designation and purpose at it’s SLDC PCs 2016 heart and that fulfils the obligations relating to AONBs as set out in the National Planning Policy Framework (see section 1.9 for more detail of what the Local Plan will seek to achieve)

1.3 Ensure the national importance of the AONB landscape is recognised and policies to ensure ASAONB Partners 2014-19 1 the conservation and enhancement of the area are included in new and reviewed plans and policies relevant to the area

59 Arnside & Silverdale AONB Management Plan (Consultation Draft) 1.4 Ensure proposals for National Grid’s new power infrastructure seek to minimise impacts on NG ASAONB 2014-19 1 the setting and views from the AONB through continued engagement of the Stakeholder LA Reference Group NE

1.5 Seek to minimise the landscape impacts including cumulative impacts of large scale LA ASAONB 2014-19 1 renewable energy proposals and national infrastructure projects, by providing appropriate NE guidance (e.g. county landscape strategies and wind energy guidance) and through development management decisions. Ensure planning guidance provided to developers and others, demonstrates compliance with CRoW Act Section 85 duty.

1.6 Wind energy applications that affect the AONB or its setting are required to demonstrate that LA ASAONB 2014-19 1 the Landscape and Visual Impact Assessments have used the best available data and NE

Page 110 information and taken full account of the provisions of the National Planning Policy Framework regarding AONB’s and National Parks. Seek to ensure that visualisation work that supports such applications is submitted in accordance with the requirements of the Highland Council’s (Scotland) ‘Visualisation Standards for Wind Energy Developments’ May 2013 (or later revised version).

1.7 Publish and adopt the Cumulative Landscape & Visual Impact of Vertical Infrastructure – CCC ASAONB 2014 1 Assessment & Guidelines LCC

1.8 Support the conservation of characteristic landscape features such as in-field trees, ASAONB Owners 2014-19 1 hedgerows, drystone walls, ponds and limekilns through development management and agri- LA environment schemes NE

1.9 Maintain the existing scale and pattern of the landscape with its characteristic mosaic of low ASAONB Owners 2014-19 1 limestone hills, woodlands, wetlands and mosses, pastures, limestones pavements, coastal cliffs LA and intertidal flats through development management and land management schemes NE

1.10 Establish a programme of sustainable hedgerow management and new hedgerow planting ASAONB Owners 2015 1

1.11 Secure agri-environment transition funding for the AONB and NIA and influence targeting of NE ASAONB 2014 1

60 Arnside & Silverdale AONB Management Plan (Consultation Draft) new environmental land management scheme funding at delivery of AONB and NIA objectives LNP

1.12 Ensure agriculture and forestry continue to contribute positively to conservation of the NE ASAONB 2014-19 1 AONB’s special qualities by providing bespoke advice and hands on support to farmers and land Partners managers to promote and encourage uptake of environment and land management grant schemes 1.13 Promote the importance of good soil management for carbon storage and water quality, NE 2014-19 1 ensuring this resource protection is given priority within agri-environment schemes

1.14 Identify and progress further suitable sites for inclusion within the Undergrounding for Visual ENW ASAONB 2014-19 2 Amenity programme

1.15 Produce a biennial State of the AONB report ASAONB 2015 1

Page 111 1.16 Review and update the AONB Landscape and Seascape Character Assessment ASAONB 2014 1

1.17 Develop guidance on management of rural roads, highway improvement schemes, signage ASAONB 2015 2 and street furniture appropriate to the AONB landscape LA

1.18 Develop and deliver an enhanced programme of landscape monitoring linked to ASAONB 2014-19 1 management plan indicators

61 Arnside & Silverdale AONB Management Plan (Consultation Draft) Objective 2: Deliver Integrated Coastal Zone Management within Morecambe Bay, ensuring conservation and enhancement of the natural beauty of the AONB coast

Actions to achieve this: Lead Partners Timescale Priority partner(s) 2.1 Ensure the North West Marine Plan takes account of the AONB Management Plan MMO ASAONB 2014-19 2

2.2 Continue to engage with coastal fora such as North West Coastal Forum, Morecambe Bay ASAONB 2014-19 2

Page 112 Partnership and PISCES

2.3 Engage in the development of any coastal zone management and flood risk strategies or ASAONB LA 2014-19 1 coastal defence strategies which are developed as part of delivery of Shoreline Management Plan 2

2.4 Engage in any realignment and habitat creation or other studies as part of delivery of ASAONB LA 2014-19 1 Shoreline Management Plan 2

Objective 3: Understand and plan for the impacts of climate change on the special qualities of the AONB and deliver appropriate actions to mitigate against and adapt to these impacts

Actions to achieve this: Lead Partners Timescale Priority partner(s) 3.1 Complete a climate change adaptation plan to inform landscape management decisions ASAONB 2015 2

62 Arnside & Silverdale AONB Management Plan (Consultation Draft) NE 3.2 Complete Coastal Biodiversity and Ecosystem Services (CBESS) project NE 2014-15 2

3.3 Deliver appropriate land management related adaptation and mitigation actions ASAONB NE 2015-19 1

Biodiversity and geodiversity

Objective 4: Enhance, restore and improve understanding of ecological networks at a landscape scale within the AONB and across the wider Morecambe Bay area Page 113

Actions to achieve this: Lead Partners Timescale Priority partner(s) 4.1 Successfully deliver the Morecambe Bay Limestones & Wetlands Nature Improvement Area ASAONB LNP Until 1 programme 2015

4.2 Successfully deliver the Morecambe Bay Source to Sea programme funded by Environment RSPB LNP Until 1 Agency’s Catchment Restoration Fund 2015

4.3 Successfully deliver the natural heritage elements of the Headlands to Headspace MBP LNP 2014-19 1 Landscape Partnership Scheme funded by the Heritage Lottery Fund

4.4 Develop and deliver a series of new landscape scale projects to further improve and connect LNP 2014-19 1 ecological networks across the Morecambe Bay area

4.5 Develop a Morecambe Bay approach to biodiversity offsetting, securing planning gain and LNP 2016 2

63 Arnside & Silverdale AONB Management Plan (Consultation Draft) payments for ecosystem services

4.6 Complete ecological network connectivity study for the Morecambe Bay area Forest NE 2014 1 Research LNP

Objective 5: Make a significant contribution to Biodiversity 2020 outcomes by delivering conservation, enhancement, restoration and connectivity of the AONB’s characteristic mosaic of habitats including woodlands, grasslands, and coastal and freshwater wetlands and taking targeted action for key priority species Page 114 Actions to achieve this: Lead Partners Timescale Priority partner(s) 5.1 Ensure that any plans, projects and actions take into account the conservation objectives of NE All 2014-19 1 European designated sites within and adjacent to the area

5.2 Carry out condition monitoring of the AONB’s SSSIs and ensure 100% are in favourable or NE ASAONB 2014-19 1 recovering condition by 2019 Owners

5.3 Ensure appropriate action is taken to bring those SSSIs that are currently in recovering NE ASAONB 2014-19 1 condition into favourable condition, so that at least 90% of SSSIs are in favourable condition by Owners 2019

5.4 Carry out condition monitoring of the AONB’s County Wildlife Sites and aim to deliver ASAONB Owners 2014-19 1 positive management on all sites by 2019 by providing bespoke advice and support, negotiating LA management agreements and securing agri-environment or other grants

5.5 Carry out research into connectivity that is applicable to the intimate scale of the AONB LNP ASAONB 2015 1 landscape 5.6 Establish a project to encourage the sensitive management of roadside trees and vegetation LA ASAONB 2017 2

64 Arnside & Silverdale AONB Management Plan (Consultation Draft) to enhance the wildlife and landscape value of verges and highway margins PC

5.7 Produce good practice guidelines for owners of small plots of land and paddocks to reduce ASAONB LA 2017 3 adverse landscape and habitat impacts caused by the keeping of horses

5.8 Deliver enhancement of priority woodland habitats by encouraging uptake of woodland grant FC Owners 2014-19 1 schemes with priority given to ancient semi-natural woodlands, woodlands which provide links between semi-natural habitats and woodlands known to support key butterfly populations

5.9 Restore plantations on ancient woodland sites (PAWs) FC Owners 2014-19 1

5.10 Expand the current programme of coppice management working with the local Coppice CC ASAONB 2014-19 1 Cooperative Owners 5.11 Implement the Arnside and Silverdale Woodlands Forest Design Plan FC ASAONB 2014-19 1 Page 115

5.12 Retain, improve and expand areas of priority grassland habitat including calcareous ASAONB 2014-19 1 grassland, hay meadows and other areas of herb-rich pasture within and around the AONB

5.13 Implement conservation grazing on appropriate sites to manage areas of calcareous MBCG Partners 2014-19 1 grassland, hay meadows and other areas of herb-rich pasture by supporting the continuation of the Morecambe Bay Conservation Grazing Co. and other appropriate initiatives

5.14 Retain, improve and expand priority freshwater wetland habitats including wet grassland, RSPB ASAONB 2014-19 1 moss and fenland, and reedbed within and around the AONB in particular the programme of reedbed enhancement at Leighton Moss

5.15 Conserve and enhance priority coastal habitats including saltmarsh, coastal and floodplain ASAONB Partners 2014-19 1 grazing marsh and maritime cliffs and slopes and mudflats

5.16 Deliver the Morecambe Bay European Marine Site Management Scheme Action Plan NE EA 2014-19 1 (2012-2015) and successor plans and implement relevant fishing orders to effectively manage MBP shellfishing activity in Morecambe Bay and ensure potential impacts on the AONB are NWIFCA

65 Arnside & Silverdale AONB Management Plan (Consultation Draft) minimised.

5.17 Promote connectivity by retaining and enhancing other areas of habitat to provide linkages, ASAONB Partners 2014-19 1 corridors and stepping stones in the landscape

5.18 Develop new opportunities to enhance, restore and connect priority habitats NE Partners 2015-16 2 LNP 5.19 Carry out regular deer census counts and implement an appropriate deer management plan DI Owners 2014-19 2 through the work of the Deer Initiative and Arnside and Burton Deer Management Group ABDMG

5.20 Support and implement appropriate Species Recovery Programmes e.g. Lady’s-slipper NE 2014-19 1 orchid, following good practice guidance for species release and (re)introduction Page 116 5.21 Develop and deliver a significant new funded programme of woodland management at BC FC 2015-19 1 target sites to conserve High Brown Fritillary and Pearl-bordered Fritillary butterflies ASAONB LNP 5.22 Develop new opportunities for projects which take specific targeted action to benefit priority ASAONB Others 2015-19 1 species

5.23 Develop and support conservation and research initiatives with a focus on NERC section 41 NE Others 2015-19 1 priority species

5.24 Monitor red squirrel sightings RSNE ASAONB 2014-19 3

5.25 Develop and support the apiary at Yealand Redmayne LBA ASAONB 2014-19 2

5.26 Develop and deliver an enhanced programme of monitoring where the need is identified ASAONB Partners 2014-19 1

5.27 Develop a list of species characteristic to the AONB to include nationally and locally ASAONB Record 2016 3 important species and relevant management actions to benefit them centres

5.28 Support the continued work of biological records centres LA NE 2014-19

66 Arnside & Silverdale AONB Management Plan (Consultation Draft) Objective 6: Prevent introduction of, halt the spread of and where appropriate eradicate, invasive non-native species and plant diseases

Actions to achieve this: Lead Partners Timescale Priority partner(s) 6.1 Develop programmes of activity to encourage eradication of Himalayan Balsam, Japanese EA NE 2014 2 Knotweed and other INNS within the AONB as part of wider initiatives SCRT LRT 6.2 Establish a programme to report, monitor and raise awareness of INNS within the AONB ASAONB SCRT 2015 2

Page 117 6.3 Implement a programme to eradicate cotoneaster and buddleia on coastal margins as part of MBP ASAONB 2014-5 1 H2H NE

6.4 Protect and monitor tree health with a focus on Chalara and Phytothphora through FC 2014-19 1 implementation of tree surveys and disease action plans

6.5 Follow good practice guidance for species release and (re)introduction NE 2014-19 1

6.6 Contribute to grey squirrel control only in accordance with recognised red squirrel RSNE 2014-19 3 conservation strategy and guidance from the Red Squirrels Northern England partnership

67 Arnside & Silverdale AONB Management Plan (Consultation Draft) Objective 7: Make a significant contribution to delivery of the Water Framework Directive by improving water quality in and around the AONB and Morecambe Bay

Actions to achieve this: Lead Partners Timescale Priority partner(s) 7.1 Deliver the agreed Diffuse Water Pollution Plan for the Leighton Moss and Hawes Water NE LHE 2015-19 1 catchment EA ASAONB RSPB

7.2 Deliver the Morecambe Bay Source to Sea programme funded by Environment Agency’s RSPB LNP Until 1 Page 118 Catchment Restoration Fund 2015

7.3 Implement the Catchment Sensitive Farming initiative within the AONB NE 2014-19 1 EA 7.4 Investigate water quality issues on Leighton Beck EA 2014-19 1

7.5 Expand and improve programme of water quality monitoring in and around the AONB under EA 2014-19 1 the requirements of the WFD enabling appropriate measures to be defined and delivered to RT meet WFD targets

7.6 Develop new opportunities to tackle issues of point source pollution from the outflow of EA 2014-19 1 effluent from septic tanks and diffuse groundwater pollution due to agricultural activity and other RT forms of nitrogen enrichment

7.7 Carry out measures to ensure beaches around Morecambe Bay achieve new EU bathing MBP EA 2014-15 1 water standards through successful delivery of the Love my Beach programme

7.8 Deliver improved standards of water quality for all river catchments that feed into the Bay EA 2014-19 1 ensuring that River Basin Management Plans reflect the importance of the estuaries and the Bay RT

68 Arnside & Silverdale AONB Management Plan (Consultation Draft) as designated wildlife sites

Objective 8: Conserve geodiversity and increase awareness and understanding of how it has led to the evolution of the AONB’s distinctive landscape and biodiversity

Actions to achieve this: Lead Partners Timescale Priority partner(s) 8.1 Carry out condition monitoring of the AONB’s geological SSSIs and ensure all are NE Owners 2014-19 1 maintained in favourable condition Page 119 8.2 Ensure conservation of statutory (SAC, SSSI, LNR, LPO) and non statutory (LGS) sites of NE Owners 2014-19 1 geological and geomorphological value through development management and appropriate land ASAONB management

8.3 Ensure effective monitoring and enforcement of Limestone Pavement Orders LA 2014-19 1

8.4 Publish a Geodiversity Action Plan for the AONB and develop a new geodiversity project to ASAONB GLancs 2015 2 contribute to its implementation CGeo NW Geo

69 Arnside & Silverdale AONB Management Plan (Consultation Draft) Historic landscape

Objective 9: Conserve, enhance and improve understanding of historic landscape character and features and the area’s cultural heritage

Actions to achieve this: Lead Partners Timescale Priority partner(s) 9.1 Reduce the overall number of heritage assets that are ‘at risk’ or vulnerable of becoming so EH Owners 2014-19 1

Page 120 9.2 Implement Conservation Area Management Plans and research and designate new LCiC PC 2014-19 2 Conservation Areas, with Arnside as a priority SLDC

9.3 Safeguard the long-term future of industrial archaeology and industrial heritage sites and ASAONB 2014-19 2 features within the AONB and develop interpretation on the AONB’s industrial archaeology

9.4 Develop and deliver small-scale restoration projects that conserve and enhance features ASAONB 2014-19 2 such as ponds, wells, lime kilns and other distinctive heritage features (and features within the walls such as water troughs, bee boles, deer leaps) that make a special contribution to the cultural heritage and historic environment

9.5 Ensure the conservation and protection of Scheduled Ancient Monuments and other EH 2014-19 1 designated heritage assets in the AONB in line with conservation objectives and secure appropriate local management for example through management agreements

9.6 Develop new opportunities to improve the condition of listed buildings, in particular to EH LA 2015-19 2 consider new Heritage Partnership Agreements as appropriate ASAONB

9.7 Encourage the conservation and restoration of existing orchards ASAONB 2014-19 1

70 Arnside & Silverdale AONB Management Plan (Consultation Draft) 9.8 Develop an orchard project that identifies appropriate sites for planting, including new and ASAONB 2015 2 derelict sites and raises awareness of the conservation and importance of orchards

9.9 Conserve and enhance the form and character of the historic field patterns, particularly in the LA 2014-19 2 vicinity of Beetham, Hale, the Yealands and Warton through development management and ASAONB agri-environment schemes

9.10 Continue to provide advice and practical support to land managers and others to achieve ASAONB 2014-19 1 positive management and better understanding of the historic landscape and cultural heritage of NE the AONB through agri-environment schemes

9.11 Carry out further research into historic designed landscapes ASAONB 2015 2

9.12 Support research into the archaeology and history of the AONB ASAONB 2014-19 2 Page 121 9.13 Encourage the retention and appropriate management of parkland. Provide advice on EH ASAONB 2014-19 1 conserving and enhancing parkland, including succession management, avoiding damaging LA agricultural activity, improving biodiversity and parkland restoration

9.14 Encourage the conservation and management of veteran and specimen trees and clumps LA ASAONB 2014-19 1 of trees (and succession planning and planting for mature and veteran trees), to maintain and enhance the distinctive character of parkland and other locally important landscapes

9.15 Encourage the retention and appropriate management of historic designed landscapes LA ASAONB 2014-19 1 such as Mawson gardens and other significant historic designed landscapes/gardens and the conservation and restoration of their design integrity and built features

9.16 Work with SLDC and LCiC in the preparation of their Local Heritage Lists to ensure that LCiC CCC 2016-19 2 sites of importance within the AONB are recognised and recorded SLDC LCC ASAONB 9.17 Identify and assist community groups in preserving written, oral, illustrative and ASAONB 2014-19 2 photographic records to better preserve and share the cultural heritage of the AONB as part of RSPB

71 Arnside & Silverdale AONB Management Plan (Consultation Draft) Leighton Moss 50 th anniversary project

9.18 Complete national archaeological identification survey work EH 2014-15 1

A thriving sustainable economy and vibrant communities Development management Page 122

Objective 10: Implement a development planning approach that delivers services, infrastructure and affordable housing to meet local community need whilst conserving and enhancing landscape character and the special qualities of the AONB

Actions to achieve this: Lead Partners Timescale Priority partner(s) 10.1 As a companion document to the AONB Management Plan, prepare and adopt a dedicated LCiC ASAONB 2016 1 Local Plan for the Arnside & Silverdale AONB that has the AONB designation and purpose at it’s SLDC PC heart and that fulfils the obligations relating to AONBs as set out in the National Planning Policy Framework (see section 1.9 for more detail of what the Local Plan will seek to achieve)

10.2 Develop and adopt a Design Guide for the AONB LA ASAONB 2

10.3 Carry out a new affordable housing needs survey LA PC 1

72 Arnside & Silverdale AONB Management Plan (Consultation Draft)

10.4 Ensure all development management decisions relating to proposals within the AONB and LA PC 2014-19 1 those beyond the boundary which could impact on the setting and views out from the AONB, ASAONB seek to reinforce landscape character and conserve biodiversity having regard to the AONB Management Plan, Arnside & Silverdale Landscape and Seascape Character Assessment and the Morecambe Bay Limestones National Character Area

10.5 Ensure appropriate enforcement of planning decisions and conditions LA PC 2014- 1 ASAONB 2019

Supporting rural growth and livelihoods Page 123

Objective 11: Maximise opportunities for the AONB’s designation, special qualities and management to both drive and support sustainable rural economic growth

Actions to achieve this: Lead Partners Timescale Priority partner(s) 11.1 Support the development and activities of local business hubs and clusters such as Arnside ASAONB 2014-19 1 Business and the Community Group

11.2 Actively engage with Cumbria and Lancashire Local Economic Partnerships to develop new LNP ASAONB 2014-19 1 opportunities to facilitate growth linked to the natural environment LEP

11.3 Investigate potential to set up a small grants fund/ loan scheme to support local businesses ASAONB LT 2014-19 1 that directly conserve and enhance and/or facilitate quiet enjoyment of the area CIC 11.4 Encourage local businesses and individuals to access high quality business development ASAONB 2014-19 2 advice and start-up grants and loans by signposting to relevant agencies and facilitating links

73 Arnside & Silverdale AONB Management Plan (Consultation Draft) with advisors

11.5 Develop links with local businesses to encourage mutually beneficial partnerships such as ASAONB 2014-19 2 sponsorship

11.6 Provide information and support to creative, knowledge based business ASAONB 2014-19 2

11.7 Support growth of social enterprises linked to natural beauty which bring ASAONB 2014-19 2 social/environmental benefits

11.8 Support sensitive diversification and reuse of rural buildings to provide LA 2014-19 1 business/employment opportunities Page 124 11.9 Develop a Sense of Place toolkit to assist businesses in harnessing the opportunities ASAONB MBP 2014 1 provided by the unique landscape of the AONB and wider Morecambe Bay area RSPB

11.10 Promote local businesses and use of local services and facilities in all relevant AONB ASAONB 2014-19 1 communications

11.11 Ensure good quality information is available to and distributed to businesses regarding the ASAONB 2014-19 1 special qualities of the AONB and how to enjoy them

74 Arnside & Silverdale AONB Management Plan (Consultation Draft) Objective 12: Support and encourage sustainable production and use of local products, especially those linked to natural beauty

Actions to achieve this: Lead Partners Timescale Priority partner(s) 12.1 Establish and promote a local woodfuel network to enable and encourage residents to ASAONB 2014 1 source high quality locally produced woodfuel

12.2 Develop a local products initiative to encourage production and promotion of local products, ASAONB 2015 1 including coppice products and woodland crafts and locally produced food

12.3 Support arts and crafts businesses to inspire others, contribute to community life and SAAT 2014-19 1 tourism by supporting and promoting the Silverdale & Arnside Arts Trail Page 125

12.4 Encourage businesses which provide educational/knowledge based consultancy ASAONB 2014-19 2

12.5 Promote local Morecambe Bay fishery once the new Fishery Order is in place ASAONB 2015-19 2

12.6 Seek to develop and promote local venison product in collaboration ASAONB 2015-19 3

Objective 13: Provide opportunities to access training and employment and build the skills base in sectors related to the purposes of designation such as land management and tourism

Actions to achieve this: Lead Partners Timescale Priority partner(s) 13.1 Deliver an annual programme of land management and rural skills training and events ASAONB 2014-19 1

13.2 Host training and competition events promoting traditional rural skills such as hedgelaying ASAONB 2014-19 1

75 and drystone walling

13.3 Develop an AONB apprenticeship programme ASAONB LNP 2015-19 2

13.4 Offer internships within the AONB RSPB 2014-19 1

Objective 14: Actively support landowners and managers to sustainably manage the landscape, delivering environmental and economic benefits for themselves and the wider community

Actions to achieve this: Lead Partners Timescale Priority

Page 126 partner(s) 14.1 Provide bespoke advice and practical support to encourage landowners and managers to ASAONB Partners 2015-19 1 apply for grants through the new England land management and other rural development schemes

14.2 Seek to link up fruit growers and suppliers both in and outside the AONB boundary to ASAONB 2014-19 2 develop fruit growing activity

14.3 Deliver a programme of activity to support the local woodfuel economy and establish short FC 2014-19 1 woodfuel supply chains within the AONB, participating in national collaboration project on social ASAONB forestry

Objective 15: Encourage infrastructure improvements to achieve high(er) speed Broadband and mobile phone signal coverage for the whole of the AONB without a significant adverse impact on natural beauty

Actions to achieve this: Lead Partners Timescale Priority partner(s)

76 Arnside & Silverdale AONB Management Plan (Consultation Draft) 15.1 Support the roll-out of high speed broadband, ensuring the sensitive siting of necessary LA ASAONB 2014-19 1 infrastructure

15.2 Support action to improve mobile phone signal within the AONB, ensuring the sensitive LA ASAONB 2014-19 2 siting of necessary infrastructure

Sustainable visitor economy

Objective 16: Develop the AONB and Morecambe Bay area as a sustainable tourism destination where visitors can have high quality experiences of nature, culture and quiet recreation, and tourism contributes to the conservation of the area’s special qualities Page 127 Actions to achieve this: Lead Partners Timescale Priority partner(s) 16.1 Adopt an integrated and strategic approach to the management of sustainable tourism in ASAONB Partners 2014-19 1 the AONB and wider Morecambe Bay area

16.2 Develop and implement a sustainable visitor economy strategy for the AONB as part of the ASAONB 2015 2 wider Morecambe Bay area, to include applying for the European Charter for Sustainable Tourism in Protected Areas

16.3 Develop a web marketing platform to promote sustainable tourism experiences and ASAONB 2015 2 businesses within the AONB

16.4 Carry out a visitor survey every two years LNP 2015,201 2 7 16.5 Provide practical support to enable businesses to achieve the Green Tourism Business ASAONB 2014-19 3 Scheme awards

16.6 Maintain the AONB Partnership’s Green Tourism Business Scheme membership ASAONB 2014-19 2

16.7 Deliver a visitor payback package that enables tourism to benefit communities and ASAONB Partners 2015 1

77 Arnside & Silverdale AONB Management Plan (Consultation Draft) enhancement of the area

16.8 Successfully deliver the 700 days programme, Morecambe Bay’s Coastal Communities MBP Partners 2014-15 1 Fund scheme

16.9 Build capacity of the Morecambe Bay Nature Tourism Network ASAONB 2014-15 1 RSPB 16.10 Develop and promote nature tourism itineraries to facilitate wider enjoyment and ASAONB 2014-15 2 appreciation of the special qualities of the area

16.11 Maintain regular contact with organisations engaged with pre-arrival marketing of the ASAONB 2014-15 2 AONB/Morecambe Bay area, ensuring appropriate promotion of AONB activities and events

16.12 Promote the new England Coast Path and work with tourism businesses to enable them NE 2015-19 2 to benefit from this scheme ASAONB Page 128 16.13 Deliver Headlands 2 Headspace natural ambassadors project MBP 2014-18 1

16.14 Develop a marketing and communications plan for the AONB linking to the emerging wider ASAONB 2014-15 2 Morecambe Bay marketing/branding strategy

16.15 Develop an AONB Visitor Charter ASAONB 2017 3

Objective 17: Coordinate action to minimise both terrestrial and marine litter

Actions to achieve this: Lead Partners Timescale Priority partner(s) 17.1 Carry out monthly litter picks throughout the AONB ASAONB 2014-19 1

17.2 Carry out regular beach cleans and awareness raising through the Beach Care and Love MBP 2014-19 1

78 Arnside & Silverdale AONB Management Plan (Consultation Draft) my Beach programmes

17.3 Act promptly to remove fly tipping LA 2014-19 2

Objective 18: Monitor and manage recreational pressure to avoid and/or reduce detrimental impacts on the special qualities of the AONB

Actions to achieve this: Lead Partners Timescale Priority partner(s) 18.1 Review existing car parking survey data and develop a revised survey programme to better ASAONB 2014 1 target hot spot areas Page 129

18.2 Seek to provide sensitively sited and landscaped new car parking that is supported by the PC ASAONB 2016 2 local community with Arnside as a priority APPT SLDC 18.3 Monitor impacts at key visitor locations and implement appropriate management/mitigation ASAONB 2014-19 1 measures as part of site management plans if necessary Owners

18.4 Complete recreational disturbance study through Coastal Communities Fund project and MBP ASAONB 2014-5 1 implement recommended measures

18.5 Deliver appropriate signage to raise awareness of sensitivity of certain areas/sites so LCC ASAONB 2014-19 2 visitors understand any restrictions in place such as at Warton Saltmarsh RSPB

79 Arnside & Silverdale AONB Management Plan (Consultation Draft) Sustainable communities

Objective 19: Support local communities in moving towards sustainable low carbon living

Actions to achieve this: Lead Partners Timescale Priority partner(s) 19.1 Continue to promote public transport, and link events and activities to public transport ASAONB 2014-19 1 wherever possible

19.2 Promote cycling and walking as alternatives to using private cars wherever possible ASAONB 2014-19 1

Page 130 19.3 Facilitate and support local groups/projects taking action to shift to low carbon and more ASAONB CIC 2014-19 1 sustainable living

19.4 Support small–scale renewable energy generation schemes and local energy conservation ASAONB 2014-19 1 initiatives which are compatible with AONB designation

19.5 Promote energy and water efficiency measures in any new development within the AONB ASAONB 2014-19 1 LA 19.6 Support further community schemes under the Bittern CCIC Solar Panel Initiative CIC 2014-19 1

19.7 Provide support for development of a local community woodfuel initiatives ASAONB 2014-19 1

80 Arnside & Silverdale AONB Management Plan (Consultation Draft) Objective 20: Increase opportunities for visitors and local people to maximise their use of sustainable and integrated transport

Actions to achieve this: Lead Partners Timescale Priority partner(s) 20.1 Implement park and ride schemes for big events e.g. in particular at Leighton Moss RSPB ASAONB 2014-19 1

20.2 Encourage organisers of major public events held in the AONB to establish effective links ASAONB NR 2015-19 2 with the Train Service companies CRP TP

20.3 Expand and develop the network of electric vehicle (both car and bike) charging points and ASAONB 2014-15 2 bike hire facilities

Page 131 20.4 Develop and promote the railway as a key public transport link as part of the H2H and CCF CRP 2014-19 1 projects MBP

20.5 Support the improvement of facilities including disabled access, interpretation and linkages CCC, 2014-19 1 at Arnside, Silverdale and Carnforth Stations LCC, CRP 20.6 Support the future electrification of the Furness Line CRP 2014-19 1

Community and culture

Objective 21: Foster community vibrancy and culture linked to the AONB’s strong sense of place

Actions to achieve this: Lead Partners Timescale Priority partner(s) 21.1 Encourage community participation in decision making by ensuring effective and inclusive ASAONB LA 2015, 18 1 consultation is carried out on all major AONB plans and strategies, in particular the AONB Local PC

81 Arnside & Silverdale AONB Management Plan (Consultation Draft) Plan and the next AONB Management Plan APPT

21.2 Ensure effective community representation on the AONB Executive Committee PC 2014-19 1 ASAONB 21.3 Support community-led groups and societies linked to the AONB’s special qualities such as ASAONB ANHS 2014-19 2 Arnside and District Natural History Society and the Mourholme Society and develop new MS opportunities for collaborative working Others

21.4 Encourage collaborative working between the Parish Councils of the AONB ASAONB PC 2014-19 2

Page 132

82 Arnside & Silverdale AONB Management Plan (Consultation Draft) A strong connection between people and the landscape

Enjoying and understanding

Objective 22: Provide high quality information and communications to enable people to enjoy and understand the special qualities of the AONB and the work of the AONB Partnership

Actions to achieve this: Lead Partners Timescale Priority partner(s) 22.1 Implement a strategic approach to communications linking to the AONB Family brand ASAONB 2014-19 1 ‘Landscape for Life’, reviewing and updating the AONB branding and communications plan every two years Page 133 22.2 Maintain a high quality AONB website as the key information resource for visitors, local ASAONB 2014-19 1 residents, partner organisations and other relevant audiences, ensuring it is accessible, customer focussed, well designed and regularly updated and has interesting and stimulating content

22.3 Maintain an active social media presence ASAONB 2014-19 1

22.4 Publish an AONB e-newsletter at least every 2 months ASAONB 2014-19 1

22.5 Produce, promote and distribute a range of interpretative communication materials about ASAONB 2014-19 1 the AONB and its special qualities, including leaflets, banners and an app

22.6 Promote AONB events, activities and stories effectively through the media ASAONB 2014-19 1

22.7 Run a small information centre at the AONB Office to provide face-to-face advice and ASAONB 2014-19 2 information for visitors and local residents

22.8 Deliver talks and presentations as required on the special qualities of the AONB and the ASAONB 2014-19 2 work of the Partnership

83 Arnside & Silverdale AONB Management Plan (Consultation Draft) 22.9 Develop guidance to ensure a consistent approach to communicating about the AONB and ASAONB 2015 2 its special qualities by other bodies

22.10 Work with Sight Advice to ensure that communications tools and materials follow ASAONB 2014 1 accessibility guidelines

22.11 Continue to publish Keer to Kent as a source of information about the AONB and its LT 2014-19 1 special qualities

22.12 Develop interpretation to increase public awareness of the historic environment ASAONB 2015 2

22.13 Ensure interpretative structures are of a high quality, are well maintained, consistent in ASAONB 2014-19 1 approach and reflect the character of the AONB

22.14 Provide high quality information on good practice conservation management techniques ASAONB 2014-19 1 Page 134 and their importance in looking after the special qualities of the AONB

Objective 23: Provide a series of opportunities for people to enjoy, learn about and celebrate the AONB’s special qualities in a sustainable way

Actions to achieve this: Lead Partners Timescale Priority partner(s) 23.1 Offer a high quality annual events programme including guided walks, an annual festival ASAONB Others 2014-19 1 and other events

23.2 Expand the provision of outdoor environmental education for schools and groups ASAONB 2015-19 2

23.3 Develop enhanced links with local schools, colleges and universities, establishing the ASAONB 2014-19 2 AONB as a focus for curriculum based activities and information and facilitating high quality research in the area

23.4 Develop an AONB Forest Schools programme ASAONB 2014-19 1

84 Arnside & Silverdale AONB Management Plan (Consultation Draft) 23.5 Explore opportunities for the AONB to become a resource for teacher training ASAONB 2016 3

23.6 Ensure participation and engagement by young people through AONB events and ASAONB 2014-19 1 educational visits

23.7 Facilitate/support and promote activities in the countryside which promote good health and ASAONB 2014- 2 a sense of wellbeing, such as health walks and conservation volunteering activities, developing 2019 links with the health sector to maximise delivery of health benefits

23.8 Offer work experience placements for students within the AONB Team ASAONB 2014-19 2

23.9 Develop learning area of the AONB website ASAONB 2015 3

23. 10 Deliver projects which interpret and celebrate the special qualities of the AONB ASAONB 2014-19 2 Page 135

Objective 24: Maintain, improve and promote access and quiet recreational opportunities in a sustainable way for a diverse range of people

Actions to achieve this: Lead Partners Timescale Priority partner(s) 24.1 Develop the Arnside viaduct as a strategic cycle/walkway link between Arnside and Sustrans ASAONB 2014-19 2 Grange, securing funding for and carrying out a General Rail Infrastructure Project (GRIP) study ATOG CRP as a first step NR MBP CCC SLDC 24.2 Ensure that the Public Rights of Way network is maintained and managed to a high CCC ASAONB 2014-19 1 standard LCC 24.3 Deliver a new Morecambe Bay Cycle Way through the 700 days scheme and improve MBP ASAONB 2014-19 1 cycling facilities within villages LCC CCC 24.4 Develop new cycle routes and promote as downloadable routecards ASAONB 2015-19 2

85 Arnside & Silverdale AONB Management Plan (Consultation Draft) 24.5 Deliver the England Coast Path within the AONB working with owners and partner NE Owners 2014-19 1 organisations to plan and implement a route which does not have significant detrimental impacts ASAONB on key historic, geological and biodiversity assets

24.6 Provide a wardening services for Trowbarrow and Warton Crag Local Nature Reserves LCiC ASAONB 2014-19 2

24.7 Produce ‘Easy access’ routes as downloadable routecards and promote them clearly ASAONB 2015-18 2

25.8 Explore possibilities to expand the bridleway network in a sensitive way to enhance the ASAONB 2015-18 2 horse riding and off-road cycling experience within the AONB Page 136

Objective 25: Encourage and promote responsible and safe enjoyment of the coast and countryside

Actions to achieve this: Lead Partners Timescale Priority partner(s) 25.1 Promote the Countryside Code by providing appropriate signage and including it in all ASAONB LCC 2014-19 1 relevant AONB publications CCC Owners 25.2 Facilitate roll out of 20mph speed limits within villages whilst ensuring signage is LCC ASAONB 2014-19 2 appropriate to its setting CCC PC

25.3 Encourage dog owners to control their dogs closely and effectively (particularly on the ASAONB LCC 2014-19 1 intertidal zone, salt marsh and farmland) by providing signage and raising awareness of the Owners CCC effects of disturbance of wildlife and farm animals

25.4 Retain the tidal bore warning system at Arnside as an effective warning for people of the SLDC AC 2014-19 1 dangerous fast incoming tide

25.5 Promote coastal safety by ensuring effective signage is in place and projects such as Safer AC ASAONB 2014-19 1 Sands are supported plus coastal safety leaflet for local schoolchildren SLDC

86 Arnside & Silverdale AONB Management Plan (Consultation Draft) Taking action

Objective 26: Support and build the capacity of community-led organisations which directly support the conservation of the AONB

Actions to achieve this: Lead Partners Timescale Priority partner(s) 26.1 Build the capacity of and support for the Arnside & Silverdale AONB Landscape Trust to LT ASAONB 2014-19 1 deliver a programme of conservation management work and awareness raising CIC

26.2 Build the capacity of and support for the Bittern Countryside Community Interest Company CIC ASAONB 2014-19 1 to deliver a programme community based sustainable development work in and around the area LT Page 137

Objective 27: Provide a series of opportunities for people to volunteer and get actively involved in looking after and supporting the conservation of the AONB’s special qualities

Actions to achieve this: Lead Partners Timescale Priority partner(s) 27.1 Run an AONB Volunteer Programme with a focus on an annual programme of weekly ASAONB 2014-19 1 practical tasks which provides a professional service of habitat and access management

27.2 Establish and support community-led volunteer groups which take action to conserve and ASAONB 2014-19 2 enhance key sites

27.3 Provide new opportunities for public involvement in the management of the local historic ASAONB EH 2015 3 environment

27.4 Deliver and promote other volunteering programmes within the AONB led by key partner RSPB ASAONB 2014-19 1

87 Arnside & Silverdale AONB Management Plan (Consultation Draft) organisations BC NT BCV 27.5 Establish a programme to support volunteer involvement in biodiversity and heritage ASAONB Partners 2015 2 monitoring and recording

Consultation Question G: What comments do you have on the actions in the Delivery Plan? What would you add or change? Page 138

88 Arnside & Silverdale AONB Management Plan (Consultation Draft) 6.1 A dynamic and successful partnership Dynamic and successful partnership working is critical to enable delivery of the Management Plan and to create a strong and resilient AONB Partnership. The AONB Team plays an essential role in this process: providing management and leadership; making things happen, translating vision and national policy into local action; stimulating collaboration and delivering results through coordinated action; and providing value for money by accessing funding and resources.

Partners believe that: • the long-term resourcing of the AONB Team is a critical success factor in the delivery of this Management Plan • AONB management structures should be strongly supported by partners and relevant authorities • the statutory requirement to produce Management Plans provides an important opportunity to strengthen partnerships and achieve better outcomes • security and flexibility of funding for AONBs will deliver better outcomes

Implementation of the objectives and actions of this AONB Management Plan needs the support and involvement of many organisations and individuals who play an important role in the future of the area.

7 Monitoring The Management Plan is not an end in itself. Monitoring is required in order to identify whether or not the Plan is achieving the purpose of designation – to conserve and enhance the natural beauty of the AONB.

Monitoring has been undertaken in response to previous AONB Management Plans and this data provides the evidence on which the new Management Plan is based and a baseline for monitoring over the next 5 years.

Monitoring will take two forms:

• Monitoring performance: to establish how well the Partnership is progressing in delivering the Plan’s objectives and actions; and • Monitoring condition: to establish whether the special qualities/features of the AONB are in favourable condition, showing no change or deteriorating and hence whether the aim of conserving and enhancing the AONB is being achieved

Implementation of the Management Plan will be monitored by reviewing progress on actions in the Delivery Plan. An AONB annual report will be produced detailing and evaluating progress in implementing the Plan and summarising achievements of the AONB Partnership.

The monitoring of condition concerns the assessment of changes over time in the characteristics or special qualities that AONB designation is designed to protect. The process of monitoring change should be a simple and effective procedure that makes the best use of data collected by a range of organisations and interest groups. It is important that change in condition is monitored against a baseline set of evidence and there are a number of indicators that could be used to monitor the condition of the AONB for which data is available. As new issues present themselves, new indicators may be needed and an initial baseline will need to be established.

A full list of indicators will appear in the final Management Plan. They will include:

89 Page 139 Indicator Outstanding landscape Landscape and Seascape Environmental Stewardship: % land managed under agri-environment schemes Uptake of ES options - Management and protection of Archaeological/Historic features under ES - Hedgerow and In-Field Trees Managed under ES - Area of woodland managed and created under ES - Low input grassland managed, restored or created under ES % agricultural land under grassland/woodland/arable Livestock numbers English Woodland Grant Schemes: number of agreements/area of land covered Length of hedgerow restored/planted No. of renewable energy schemes within setting of the AONB Length of cable undergrounded Biodiversity and Geodiversity Extent of area within AONB protected by classes of designations, international, national and local Area of sites of Special Scientific Interest (SSSIs) in favourable and recovering condition % Local Sites (wildlife and geological) in positive conservation management Condition of broad habitat within SSSIs S41 priority species present Locally important species present % change in key species distributions/populations eg. butterflies, birds Ecological status of waterbodies within and adjacent to the AONB including the Kent Estuary Extent of priority habitat Area of priority habitat expansion Area of woodland brought into positive management Historic and cultural landscape Number of heritage assets, including the number of listed buildings (including Grade II listed) and structural scheduled monuments, scheduled monuments, registered parks and gardens No. of heritage assets that are ‘at risk’, including buildings at risk (excluding Grade II listed), monuments, registered parks and gardens, conservation areas No. Conservation Area Appraisals in place No. of events organised to promote cultural heritage within the AONB A thriving, sustainable economy and vibrant communities Development management Number of affordable houses/units delivered Delivery of Local Plan for AONB Supporting rural growth and livelihoods Environmental Stewardship: % land managed under agri-environment schemes No. of members of woodfuel initiative Sustainable visitor economy No. of businesses registered with the Green Tourism Business Scheme No. of businesses engaged with the Nature Tourism Business Network Low carbon living No. of renewable energy schemes delivered in the AONB No. of sustainable transport facilities within the AONB – bike hire, electric bike hire, electric car charging points etc. A strong connection between people and the landscape Enjoying and understanding No. unique website hits

90 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 140 Length of public rights of way % AONB classed as ‘accessible natural environment’ No. of educational visits facilitated by the AONB Partnership Taking action No. AONB Landscape Trust members No. of hours worked on conservation management by AONB Partnership volunteers

Consultation Question H : What comments do you have on the draft list of indicators? What would you add or change? If you are suggesting a new indicator, what data could be used and how could it be provided?

91 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 141 Glossary of terms

AONB Areas of Outstanding Natural Beauty are areas of high scenic quality that have statutory protection in order to conserve and enhance the natural beauty of their landscapes. AONBs are designated solely for their landscape qualities, for the purpose of conserving and enhancing their natural beauty (which includes landform, geology, plants, animals, landscape features and the history of human settlement over time). Appropriate Within the AONB Management Plan the word “appropriate” is generally used to mean “appropriate to the AONB statutory purpose and designation and the AONB’s special qualities” unless it is being quoted from another source, document or policy statement etc. Biodiversity The variability among living organisms from all sources including, inter alia , terrestrial, marine and other aquatic ecosystems and the ecological complexes of which they are part; this includes diversity within species, between species and of ecosystems. Biomass Biomass is biological material from living, or recently living organisms. In the context of biomass for energy this is most often used to mean plant based material. Buffer zone Areas between core protected areas and the surrounding landscape or seascape which protect the network from potentially damaging external influences and which are essentially transitional areas. Calcareous Mostly or partly composed of calcium carbonate, calcium or limestone Carbon sequestration The process of capture and long-term storage of atmospheric carbon dioxide (CO 2) Carboniferous period Geological time period dated 385 - 300 million years before present Carboniferous limestone Sedimentary rock laid down in a warm tropical sea some 340 - 320 million years ago. Conservation Area (building) Conservation Areas are places of special architectural or historic interest where it is desirable to preserve and enhance the character and appearance of such areas. Catchment Sensitive Farming A joint project between the Environment Agency and Natural England, funded by Defra and the Rural Development Programme for England, Catchment Sensitive Farming delivers practical solutions and targeted support to enable farmers and land managers to take voluntary action to reduce diffuse water pollution from agriculture to protect water bodies and the environment. Corridor Way of maintaining physical linkages between core areas for vital ecological or environmental connectivity. Ecosystem A dynamic complex of plant, animal and microorganism communities and their non-living environment interacting as a functional unit. Ecosystem services The benefits people obtain from ecosystems. These include provisioning services such as food and water; regulating services such as regulation of floods, drought, land degradation, and disease; supporting services such as soil formation and nutrient cycling; and cultural services such as recreational, spiritual, religious and other non-material benefits. Environmental Stewardship Environmental Stewardship is an agri-environment scheme that provides funding to farmers and other land managers in England to deliver effective environmental management on their land

92 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 142 Geodiversity The diversity of minerals, rocks (whether “solid” or ”drift”), fossils, landforms, sediments and soils, together with the natural processes that constitute the Earth’s topography, landscape and the underlying structure. Geology Science of the Earth (and other planets), including origin, structure, composition, development and history (including the development of life), and the processes that have given rise to their present state. Glacial processes The processes of erosion and deposition of land arising from the presence and/or movement of an ice mass on a landscape Green Tourism Business Scheme A national sustainable tourism certification scheme. Karst Water-worn limestone scenery, where erosion has principally occurred through the percolation of ground water and underground streams rather than surface run-off and typically includes the development of limestone pavements and cave systems. Limestone pavement Continuous areas of exposed limestone consisting of rock blocks (clints) interspersed with cracks/clefts (grikes) Local Nature Reserves Land owned by a local authority can be established as a Local Nature Reserve by that local authority in consultation with Natural England. Local Wildlife Sites Commonly known as County Biological Heritage Sites in Lancashire and as County Wildlife Sites in Cumbria, these sites are of local or regional importance for biodiversity. These sites do not enjoy direct statutory protection but are the subject of specific Local Plan policies aimed at ensuring their well-being. Natura 2000 An EU-wide network of nature protection areas established under the 1992 Habitats Directive. The aim of the network is to assure the long-term survival of Europe’s most valuable and threatened species and habitats. It is comprised of Special Areas of Conservation (SAC) designated under the Habitats Directive, and also incorporates Special Protection Areas (SPAs) designated under the 1979 Birds Directive. Nature Improvement Area Nature Improvement Areas (NIAs) were introduced by the Government’s Natural Environment White Paper (2011) to ‘enhance and reconnect nature on a significant scale’ in England. Palaeokarst While "karst" is a general term for geologic features formed by the dissolution of soluble rocks, "paleokarst" is the general term for ancient karst features that have been fossilized or preserved. Priority habitats and species UK BAP priority species and habitats were those that were identified as being the most threatened and requiring conservation action under the UK Biodiversity Action Plan (UK BAP). The original list of UK BAP priority species was created between 1995 and 1999. In 2007, however, a revised list was produced, following a 2-year review of UK BAP processes and priorities, which included a review of the priority species and habitats lists. As a result of new drivers and requirements, the 'UK Post-2010 Biodiversity Framework', published in July 2012, has now succeeded the UK BAP. The UK BAP lists of priority species and habitats remain, however, important and valuable reference sources. Notably, they have been used to help draw up statutory lists of priorities in England. The Natural Environment and Rural Communities (NERC) Act came into force on 1st Oct 2006. Section 41 (S41) of the Act requires the Secretary of State to publish a list of habitats and species which are of principal importance for the conservation of biodiversity in England. Sites of Special Scientific Interest (SSSI) Sites of national importance for their plants, animals, or geological or physiographical features designated by Natural England under the Wildlife and Countryside Act 1981.

93 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 143 Special Areas of Conservation (SACs) Areas that are protected under the EC Habitats Directive. They are sites of community importance for habitats or species listed under the Directive where a ‘favourable conservation status’ is to be maintained or restored. Special Protection Areas (SPAs) Areas that are protected under the EC Birds Directive 1979 for vulnerable species listed on Annex1 of the Directive and also regularly occurring migratory species Stakeholders Those people or organisations which are vital to the success or failure of an organisation or project. Primary stakeholders are those needed for permission, approval, implementation and financial support and also those who are directly affected by the activities of the organisation or project. Secondary stakeholders are those who are indirectly affected. Sustainable Development/growth A widely accepted definition is: ‘development/growth which meets the needs of the present without compromising the ability of future generations to meet their own needs’ Sustainable Development Fund The Arnside & Silverdale AONB Sustainable Development Fund is a local grants scheme, to enable individuals, groups or businesses to deliver projects that will improve the Arnside & Silverdale AONB both now and in the future. The Arnside & Silverdale AONB Sustainable Development Fund is coordinated and managed by the Arnside & Silverdale AONB Partnership. Sustainability The ability to maintain a certain process or state. It is now most frequently used in connection with biological and human systems. In an ecological context, sustainability can be defined as the ability of an ecosystem to maintain ecological processes, functions, biodiversity and productivity into the future

94 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 144 Abbreviations AC Arnside Coastguard ANHS Arnside Natural History Society ASAONB Arnside & Silverdale AONB Team AONB Area of Outstanding Natural Beauty ATOG Arnside To Grange CAP Common Agricultural Policy CCC Cumbria County Council CCF Coastal Communities Fund CIC Bittern Countryside Community Interest Company CFINNS Cumbria Freshwater Invasive Non-Native Species initiative CRF Catchment Restoration Fund CAP Common Agricultural Policy CRP Furness Line Community Rail Partnership Defra Department for Environment, Food and Rural Affairs DWP Plan Diffuse Water Pollution Plan EA Environment Agency EH English Heritage ES Environmental Stewardship EU European Union FC Forestry Commission GTBS Green Tourism Business Scheme HLS Higher Level Stewardship H2H Headlands to Headspace project ICT Information and communications technology INNS Invasive non-native species LA Local Authorities LCC Lancashire County Council LCiC Lancaster City Council LNR Local Nature Reserve LNP Morecambe Bay Local Nature Partnership LT Arnside & Silverdale AONB Landscape Trust Ma (preceded by a number) million years ago MBP Morecambe Bay Partnership NAAONB National Association for Areas of Outstanding Natural Beauty NE Natural England NCA National Character Assessment NNR National Nature Reserve NR Network Rail NT National Trust NWIFCA North Western Inshore Fisheries and Conservation Authority NWGeo NW Geodiversity Partnership Owners Landowners and managers PC Parish Councils PISCES Partnership of Irish Sea Coast & Estuary Strategies PRoW Public Right of Way RDPE Rural Development Programme for England RSPB Royal Society for the Protection of Birds RT Rivers Trusts SAC Special Area of Conservation SLDC South Lakeland District Council SMP2 Shoreline Management Plan 2 SPA Special Protection Area SSSI Site of Special Scientific Interest SU SUSTRANS

95 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 145 ZPVI Zones of Potential Visual Impact

Consultation Question I: Is the glossary sufficiently comprehensive and clear? What would you add or change? Have we missed any abbreviations?

Consultation Question J: W hat other comments do you have?

96 Arnside & Silverdale AONB Management Plan (Consultation Draft) Page 146 Appendix 2: The Submitted Response - Completed consultation response form and additional comments Response form

Arnside & Silverdale AONB Management Plan 2014-19 (Consultation Draft)

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Arnside & Silverdale AONB Draft Management Plan October 2013

Page 147 We welcome your views on the Arnside & Silverdale AONB Draft Management Plan 2014-2019

Question A. The core principles underpin all the different elements of the Management Plan and its implementation. What would you add or change? (see section 1.8)

- In the section dealing with Sustainable Development ~ it might be preferable to refer to ensuring that development is sound in environmental, social and economic terms rather than 'encouraging' any particular type of growth ~ it is important to refer also to meeting housing needs. It is suggested that reference is made to "seeking to meet housing needs" . ~ the final sentence implies that development need not be environmentally sustainable outside of protected landscapes. Perhaps instead this sentence should refer to landscape and special qualities/designation needing to be taken into even greater account in protected landscapes such as the AONB when considering sustainable development and that these are overarching factors in these areas (Sandford Principle?) Thus, the following text is suggested: "Sustainable development means ensuring that development is sound in environmental, social and economic terms; for example, seeking to meet housing needs whilst also developing and maintaining a thriving economy and an inclusive, active society - all without compromising the ability of future generations to do the same. Within a protected landscape such as the AONB, where the special qualities help to support a healthy society and local economy, the landscape and special qualities must be given special consideration and are overarching factors in achieving sustainability".

- 1.8 - Are the Core Principles listed in a particular order? To reflect the rest of the plan and the purpose of the AONB (even if it is not a 'priority order' list), it is suggested that landscape change should come first or second, followed by 'Supporting sustainable land management', then 'Sustainable development', then 'Climate change', 'Community involvement'. Finally, suggest "Accessible to all" rather than "Available to all".

Question B. What recent developments have we missed which are crucial to the conservation and enhancement of the Arnside & Silverdale AONB? (see section 1.11)

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 148 - The prominence given to planning in this early section of the document is welcomed. - 1.9 - It is suggested that references throughout 1.9 to 'legislation' and 'policies' should be extended to read 'planning legislation' and 'planning policies'. - 1.9 third para. - It is suggested that the word 'assessed' is replaced with 'undertaken'. Also, the final sentence of this para. might beneficially be re-worded to read "What constitiutes 'major development' has not been defined and any proposed development considered to be major, taking into account local circumstances, will be assessed on it's own merits". - 1.9 fourth para. - Rather than excluding AONB's from the 'Presumption in favour of sustainable development', it is suggested that reference is instead made to paragraph 14, footnote 9 confirming that in the case of AONBs, when applying the presumption, other policies of the Framework must be taken into account. - In conjunction with LCiC, SLDC have drafted some words to help make clear that the new AONB DPD will be informed by evidence. It is suggested that a new sentence "The plan will be shaped by evidence gathered by the two Local Planning Authorities and the AONB Partnership. This will include evidence on housing needs, landscape and historical character, employment, tourism and services." should be added towards the top of page 10 (section1.9) in the document, following the sentence ending: "….the National Planning Policy Framework". This should help readers realise that the policies of the AONB DPD will be based on the evidence we collect. Section 1.9, paragraph 7: We suggest that a second sentence is added to this paragraph, which reads: "The DPD will be shaped by evidence gathered by the two Local Planning Authorities and the AONB Partnership. This will include evidence on housing needs, landscape and historical character, employment, tourism and services." Section 1.9, paragraph 8, third bullet point: This bullet point speaks only about the identification and delivery of affordable housing. It is suggested that the word 'affordable' should be removed in order to remove any implication that only affordable housing will be delivered or that open market housing will not be permitted. - In the first bullet point in 1.11 add reference to the adoption of the Core Strategy for South Lakeland in October 2010.

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 149 Question C. What natural, cultural or social benefits do you think we have missed, if any? What would you add or change? (see section 3)

- Would welcome more explicit reference to the improtance of soil health; this relates to the soil references in section 5. - Would welcome the addition of a more specific reference to climate change adaptation and mitigation. References to climate regulation and other indirect references are welcomed but adaptation and mitigation are slightly different and are important. This might usefully go in the general text at the start of section 3.

Question D. What comments do you have on the ‘outstanding landscape’ section? What would you add or change? (see section 5.1) Please state relevant sub-section number for each comment.

5.1.1.1 - Facts and Challenges (bottom of page 24): should refer to local as well as national and international designations. 5.1.1.1 - Key recent activity and successes: The LUC document is not yet finalised. It is important that it is finalised before the Management Plan is finalised and also, that it is finalised in time to provide evidence for the AONB DPD. 5.1.1.2 - Reference to Woodland Grant Scheme should refer to 'English' rather than 'England'

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 150 Question E. What comments do you have on the ‘sustainable economy and communities’ section? What would you add or change? (see section 5.2) Please state relevant sub-section number for each comment

5.2.1.1- Commercial Development - 1st sentence. "in nature and appearance" should be moved to follow the word 'appropriate'. 5.2.1.2 First para., final four words - suggest replace 'should be' with 'is'. 5.2.1.2 Retention of Local Services, 3 rd para. - suggest text from 'to maintain' onwards is moved to follow on from the first para. 5.2.1.2 Under 'Opportunities' - suggest addition of reference to the fact that this will support the delivery of new homes in a way that is appropriate to the purpose of the AONB. 5.2.2.1 Include reference under 'key recent activity….' to the commitment to the preparation of a dedicated AONB DPD and also to the fact that this document will include allocations and policies that couold support the delivery of start-up busienss premises. 5.2.4.1 - Under 'Facts and Challenges', the final sentence should read "significant contribution to renewable energy generation" as using renewable energy does not in itself result in reduced energy consumption. 5.2.4.3 - This section seems a bit thin on the ground, with no mention of culutre. Could events (such as Apple Day etc) be mentioned? Increasing community interest in the AONB? p.51 - economy and community objectives - are both 17 and 18 needed? 17 is very specific and actions for this could fall under other objectives.

Question F. What comments do you have on the ‘connecting people and landscape’ section? What would you add or change? (see section 5.3) Please state relevant sub-section number for each comment

5.3.2.1 - Could refer to likely community engagement in the AONB DPD

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 151 Question G. What comments do you have on the actions in the Delivery Plan? What would you add or change? (see section 6) Please state relevant action number for each comment.

- 1.2 and 10.1 - in brackets: refer to paragraph 1.9 rather than section 1.9 - first instinct was to go to 1.9 in the actions. - 1.16 - Is a 2014 review too early given that the document is not yet finalised? - 3.3 Could this action be more specific? Perhaps with examples? - 5.2 Need only refer to the monitoring, bringing them back into favourable condition is covered in 5.3 - 5.17 Refers to 'other areas of habitat' but it is unclear other than what? - 5.25 Suggest expand to become a wider bee/pollination action, better reflecting text earlier in the document e.g. about ecosystem services - 5.27 Include reference to internationally important species as well as local and national - 9.2 Suggest amend text to read 'Develop and implement' rather than just 'Implement'. - 9.4 Suggest include milk stands in the list. These are particularly vulnerable to removal when farms/barns are converted. - 9.5 Suggest check whether the current terminology is still SAMs - there has been some indication that the 'ancient' had been dropped. - 10.2 May form part of 10.1 - 10.3 May be carried out as part of evidence base gathering for 10.1 - 12.6 'Product' should be plural. Is some text missing at the end of this action - in collaboration with whom? - 22.5 Welcome intention to produce an AONB App. - 23.10 Could this action be made more specific? Objective 15 - CCC and LCC might be more appropriate partners for these actions. CCC for example are involved in the superfast broadband rollout for Cumbria. Suggest an action to encourage an interesting in farming (becoming farmers) amongst the younger generation might be worthwhile, perhaps under Objective 13?

Question H. What comments do you have on the draft list of indicators? What would you add or change? If you are suggesting a new indicator, what data could be used and how could it be provided? (see section 7)

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 152 - Regarding the Historic and Cultural Landscape, rather than (or in addition to) Conservation Area Appraisals, suggest the number of Conservation Area Management Plans is monitored. This would better reflect objective 9.2. The data on the numbers of Conservation Area Management Plans will be readily available from LCiC and SLDC.

Observation as much as comment: Monitoring of 'enhancing' element of the AONB purpose will be by monitoring of delivery of actions as well as of features moving from unfavourable into favourable condition.

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 153 Question I. Is the glossary of terms sufficiently comprehensive and clear? What would you add or change? Have we missed any abbreviations?

Some of the abbreviations used for partners in the Delivery Plan are not listed e.g CGeo

Question J. What other comments do you have? Please state relevant section and/or sub- section number for each comment.

Arnside & Silverdale AONB Draft Management Plan October 2013

Page 154 The Council welcomes the opportunity to respond to this important consultation and welcomes the changes made as a result of the Council's response to te earlier consultation on the outline plan. Overall, the Council fully supports the Draft Management Plan and looks forward to working closely with the AONB Unit and partnership to develop the plan further and implement it, including through the preparation of a dedicated AONB Local Plan.

In addition to the comments above relating to the specific consultation questions, the Council has the following general comments; - It has now been agreed between SLDC and LCiC to refer to the new AONB planning document as the Arnside and Silverdale AONB Development Plan Document (AONB DPD). References throughout the Management Plan will need to be amended to account for this change. - It would be helpful for each paragraph to have a number rather than just section/sub-section numbers and headings - difficult to reference when commenting and so may be equally difficult to refer to specific text in the final document - The AONB DPD will cut across many of the topics in section 5. Can the DPD be mentioned in each relevant key activity/opportunities section or perhaps be mentioned with a single reference at the start of section 5? - 1.3 para. 2: suggest insert 'especially' before 'celebrated'. - 1.6 : 'Promoting the sustainable needs' seems like an odd turn of phrase. It might make more sense to refer to "Promoting and supporting sustainable agriculture, forestry and other rural industries". - 1.7: should refer to Habitats Regulations plural rather than singular. - There are several references in the draft plan to the Mourholme Society. It might be useful to include a footnote at the first instance to explain what this group do/who they are.

Further general comments are on a separate sheet as no further text could be entered into this box

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Your response to this consultation needs to be returned by 18th November 2013 .

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Arnside & Silverdale AONB Draft Management Plan October 2013

Page 155 If you do not wish your comments to be included in the report, please indicate here: select

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Arnside & Silverdale AONB Draft Management Plan October 2013

Page 156 Appendix 2: The Submitted Response - Completed consultation response form and additional comments

General comments on Section 5

 In the interests of keeping the document concise, could the key recent activity and successes be summarised in section 1 of the document rather than being listed individually in section 5. Alternatively, could they be integrated within the ‘opportunities’ sections where relevant by referring to building upon them?  Could the objectives be listed at the start of section 5 rather than at the end of each topic? This would help to ensure that the focus is on what we want to achieve, which is what the section is entitled, rather than the supporting information.  The inclusion of a diagram (or some other method) showing how all the topics in section 5 are interlinked might be worthwhile. For example, the climate change issues relate to health and well being etc.  Paragraph beginning ‘For each outcome’: suggest ‘help look after the area is replaced with ‘take care of the area’ to avoid repeating help/helping.  Some of the facts/challenges sections cover similar content as section 2.

Other General comments

 References to the AONB Family in paragraph 1.5 and also section 4 / objective 22; it is not explained explicitly anywhere what the AONB Family is. There are references to the NAAONB and to other AONBs generally but it does not make it clear that these are what is being referred to when the term ‘AONB Family’ is used. Also, a capital ‘F’ is used for ‘Family’ in section 4 but lower case is used in para. 1.5.  P16 para. starting ‘Attractions…’ the word ‘and’ should be removed from before the word ‘draw’  P. 17 final bullet: should refer to ‘Conservation Areas’ rather than ‘Building Conservation Areas’. The words ‘built heritage’ could replace the word ‘historic’ towards the end of the sentence for clarification.  Section 3: the first paragraph of the last sentence doesn’t flow on well from the rest of the paragraph and the sentence itself seems awkward. It is suggested that the second clause of the sentence from ‘and’ onwards be moved to the end of the previous sentence. The final sentence could then read “There is also the potential for the area to provide renewable energy, with careful consideration of the technology and location”.  P.19 Under ‘Genetic Diversity’: Regarding the Lancaster Whitebeam. Suggest this refers to “just one example” rather than “an”. Is there a list of species that are exclusive to the area or are found in a very small number of places/area but that are found in the AONB? The fact that there are such species should have a high profile in the Management Plan.  P.20 under ‘Sense of History’. 2 nd sentence: Suggest that “in the AONB” is added following “human influence”. Also, settlement pattern/character/form should be added to the list of features.  P. 20 Under “Sense of Place”: Should refer to the unique character/characteristics of the area and of the area’s settlements. This is a key element relating to a sense of place.

Page 157  P.20 Under “Knowledge and Education”: Could the first sentence be reworded to reduce the number of instances of the word ‘and’?  At the very end of 1.9, last sentence (page 10), suggest remove the first instance of the word ‘both’ and replace with the word ‘the’.  Section 2, ‘Rare and precious habitats’ – replace the second instance of the word ‘which’ with ‘that’ to avoid repetition  Section 2, p.14, ‘Internationally and nationally important species, second para. – the phrase ‘found in the world only around Morecambe Bay’ seems a bit awkward, suggest this is re- phrased to read “has a worldwide distribution limited to around Morecambe Bay”.  Top of page 15, ‘Rich sense of history’ – ‘Historic heritage’ seems like an odd turn of phrase, suggest it is replaced with ‘heritage’ or ‘The heritage and history’. Also, is Hazelwood Hall in Hyning Park? If not, the word ‘and’ needs to be added between ‘Hazelwood Hall’ and ‘Hyning Park’.  Section 2, Strong Community and culture’ p16, ‘The Queen’s Guide’ should be amended to read ‘A Queen’s Guide’.

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