A Shared Vision for the Future

The Community Strategy for South Lakeland 2004 - 2024

SOUTH LAKELAND STRATEGIC PARTNERSHIP Acknowledgement We would like to thank all those who have been involved in the development of this Strategy. This includes representatives on the Community Conference, those who attended special events and focus groups and the Members of the Task Groups. We will contact those who contributed to explain how their views were included in the Strategy.

Published in May 2004 Printed in 11pt font for maximum clarity Designed and Printed by Badger Press Ltd., Bowness-on-Windermere, Cumbria Contents Foreword 3

Introduction 4

South Lakeland Profile 7

A Shared Vision for South Lakeland 10

Plans and Planning Processes 13

Priority Issues 16

Health and Well-being 18

Jobs, Skills and Regeneration 23

Affordable Housing 28

Accessible Transport 32

A Quality Environment 36

Cross-cutting Themes 40

Making it Happen 47

Glossary 49

1 The Shared Vision

South Lakeland’s distinctive character, environment and location will continue to be important in providing opportunities for people who choose the district as a place to live, work and visit. These major assets will be safeguarded, social needs will be addressed and other issues which affect the quality of life of the district will be tackled whilst a successful local economy is developed and sustained.

2 We want South Lakeland to have a quality of life second to none in a way which makes a positive contribution to both sustainable lifestyles and development. South Lakeland is a naturally attractive area for people to live, work in and enjoy. However there is much to do to ensure it is the place we want it to be in 2024. Many residents live in locations which are remote from some services. Foreword Significant differences in wealth and poverty can exist side by side in some by Chairman of the places. These factors present particular problems for an area like South Lakeland Strategic South Lakeland. This is the first Community Strategy for the area and Partnership its focus is on seeking to alleviate these problems. This Strategy cements a new commitment to partnership working. We are confident that by engaging our community and all its diversity, and focussing on what matters we can make a difference to improving the lives of people in South Lakeland now and into the future. This Strategy focuses on the priority issues at the present time. It does not attempt to cover everything. It recognises some significant areas of work are already being progressed and these will need to be integrated into the process. Detailed action plans will set out what will be done over the next three to five years and who will be leading on this work. The action plans will be regularly reviewed and rolled forward to cover future years, as will the Strategy itself. The Community Strategy will be a significant factor in pursuing funding opportunities, in developing related strategies and enhancing partnership working. This realisation is reflected in a clear commitment to working towards the shared long-term vision being set out. Colin Hodgson - Chairman South Lakeland Strategic Partnership

3 What is the Community Strategy? The purpose of the Community Strategy is to improve the economic, social and environmental well-being of South Lakeland in a sustainable way by highlighting the key issues of the quality of life of the district and by seeking ways of working together to tackle them. The Local Government Act 2000 requires local authorities to Introduction produce a Community Strategy to ensure all appropriate agencies work together to improve the quality of life in South Lakeland. The aim is to: • provide one single strategy for our area which other plans need to fit

• make local people central to what the strategy says identifying their aspirations, needs and priorities

• provide better joined up working and more effective community involvement

Why do we need the Strategy? This Strategy will change the way service providers have previously worked. Individual organisations and agencies have tended to produce strategies on their own. There have been some successes but this approach has led to a narrower focus and, at best, only partial solutions to problems. The Community Strategy heralds a new way of working. The concept is simple. Firstly, the main issues have been identified. The actions to be taken are then specified and who should be involved identified. In this way duplication can be reduced and greater success achieved. It will not be possible for the strategy to solve everyone’s problems in one go. The strength of this first strategy is that it is already developing a co-ordinating role pulling together different partnerships and beginning the process of more effective engagement with the community. The

4 many strategies and plans which A clear purpose already exist need an overarching The need for a Community Strategy is framework within which to operate. clearly recognised by the Partnership The strategy will provide this including and all members are committed to for the emerging planning process making it a success. The Strategy will known as Local Development encourage people to think longer-term Frameworks. and see the big picture for South Lakeland. It makes choices, and provides direction and focus for How has the Strategy partnership working and allocation of been prepared? resources. It pulls together strands of This Strategy has been prepared by a many existing strategies to give them partnership of local organisations from coherence and a framework within the public, voluntary and business which they can work. Finally it gives sectors known as the South Lakeland people a clear picture of what action Strategic Partnership. The organisations will be taken and enables them to who represent the community on the hold the lead agencies to account. Partnership are set out at the end of To summarise this strategy will set out: this strategy. However this executive A long term vision for the area; group is only part of the structure. • where do we want to be in Multi-agency task groups underpin the 20 years time work of the Partnership and the Community Conference. • The mechanism for producing The starting point for the Strategy was regular shorter term action plans a Community Conference held in for priorities over the next 3-5 years March 2002 which sought to gather information on the main issues, needs • Evidence of a shared and trends in the district. Following a commitment from all partners second Community Conference in to the implementation of the October 2003 the Partnership has proposals through agreed prepared a strategy which focuses on objectives a set of agreed priority issues. • Arrangements to monitor progress and report regularly to the Involving the community on how we are doing. Community For the Strategy to work it must embrace people’s aspirations and A Sustainable concerns across the whole community. The diversity of local Approach communities is recognised as a great The Strategy must contribute to the strength The final Strategy is based on achievement of sustainable extensive community consultation, development. In recognition of this an including discussion forums, events independent team has undertaken a and the citizen’s panel ‘Community sustainability appraisal of the Strategy. Voice’, as well as other relevant The assessment was generallly consultation undertaken by specific positive. However there were some organisations over the last few years. improvements required, some have Local people were asked for their been included in the revised Strategy, views on the key issues and what they others will be addressed in the action thought should be done. The plans. Work will continue to ensure comments received have been taken that the principles of sustainability are into account in the strategy, which will considered at all stages of the continue to evolve. Strategy’s implementation.

5 Future developments The development of the Strategy and the process for its delivery has been valuable and will make a difference to the people of South Lakeland. There is some uncertainty as to how this process will continue if the Government’s proposals for elected regional government go ahead. These proposals could involve the creation of a new unitary local authority with responsibilities over a greater geographical area than South Lakeland. The interests of people in South Lakeland will need to continue to be protected and championed. It is suggested that there could be a role for the existing South Lakeland Strategic Partnership within any unitary structure that is created. In this way this Strategy can provide continuity for the area.

6 Location South Lakeland is a large area covering some 600 square miles, embracing a wide variety of landscapes, including some of the most beautiful and spectacular scenery in the country. The quality landscape includes mountains, fells, lakes, tarns, valleys, pastureland, estuary and coastline. Large parts fall within two National Parks, the Lake District and the Yorkshire Dales. There South is a link between the quality of the environment and the economy of the area. By most national, regional and Lakeland county standards South Lakeland continues to be perceived as a relatively prosperous, healthy and Profile attractive area in which to live, work and visit.

People The resident population is 102,346 [2001 Census], but this is increased very considerably by visitors to the district from all over Britain and abroad. Currently, over a quarter [27%] of the South Lakeland population is over 60 years old compared to the national average of 21%. This group contributes to the community in many ways. They support local businesses and provide experience and expertise through community and voluntary activities. However, the consequence of the trend is the population of working age and the proportion of young people is smaller than elsewhere. The population predictions suggest that the population will continue to grow but this will largely be as a result of ‘in-migration’. If these in-migrants are predominantly from older age groups this could produce a further shift in balance towards an increasing elderly population. Already 18.6% of South Lakeland’s resident population is retired compared with just 13.6% in England and Wales. South Lakeland has low numbers of ethnic minority groups, although this is increased by visitors to the area. However the Partnership recognises

7 that it is important to identify and meet with 1.3% unemployed in January their needs as they often lack 2003. In some parts of the area organised representation. under-employment is an issue. However, research carried out by Inequalities and Sheffield Hallam University in 2002 shows that the level of unemployment Accessibility may be higher than the headline There are many factors which figure. When people included in the influence peoples’ sense of well-being. official claimant count are combined These include income, work, stress, with the large numbers of those where we live, lifestyle choices and diverted into other benefits, and those age. These determinants of health are out of the benefits system altogether, referred to in greater detail in the the real level of unemployment would Health and Well-being section. have been 5.4% compared with the Research commissioned by the official figure of 1.5% at that time. Cumbria Rural Partnership, (April 2003) does suggest that within The relatively positive picture provided communities in South Lakeland there by the formal statistics for employment are a number of vulnerable groups at is also undermined when the number risk of a lower level of well-being and and type of job losses since 1997 are that this is in part due to geographical analysed. The total number of jobs location. Rural areas have witnessed lost in South Lakeland since that time the loss of services such as Post is 2971. These have largely been Offices and banks which may have higher qualified and paid jobs in larger been considered as cornerstones of a companies and have involved closure community. There is also a concern at of plants or offices in the area. the potential risk to general practice However, the numbers officially health services in small rural registered as unemployed suggest communities. However, there is a that those affected are either dropping culture of self help in small local out of the labour market, entering self- communities and this needs to be employment or are taking lower paid built on by this Strategy. jobs. This could be resulting in a deterioration in the choice and quality South Lakeland does not have of employment in the district. significant levels of deprivation in terms of traditional analysis based on electoral wards. This may actually hide localised concentrations of Housing deprivation. A new method of South Lakeland continues to be research developed by the Centre for attractive to second and holiday home Regional Economic Development at owners as well as those prepared to Northumbria University into rural commute to work in the larger disadvantage uses ‘bundles’ of conurbations. This influx of more indicators. This produces a very affluent residents has an impact on different picture with the significance the ability of local, and in particular of employment quality and access to young, people to get on, or move up, services highlighted more. The the housing ladder and continue to research shows there are different live and work in their communities. forms of disadvantage at different Escalating house prices are a key locations in the area. This will have concern. Average house prices in the implications for the implementation of District are particularly high compared this Strategy. to the rest of Cumbria and the North West Region as a whole. Average Employment house prices rose to £136,612 in the South Lakeland has one of the lowest third quarter of 2002, representing an unemployment statistics in the country increase of 15.6% in just 6 months.

8 South Lakeland has some of the Monitoring Change lowest wage rates in the country with An important role for the Partnership average earnings of £16,600 per year. will be to monitor the trends and The recent Housing Needs Survey maintain a regular profile. This will shows 28% of households have help to determine whether the actions incomes below £10,000, with 60% in the Strategy are having an impact. earning under £20,000 which is well It will also ensure the process of below the national average of £23,000. determining actions is flexible to Most newly forming households have changing needs. incomes below the threshold required to afford the average price of even the cheapest terraced housing. The rural and National Park areas have exceptionally high housing needs, reflecting their higher housing costs and the limited stock of rented accommodation. Someone on average earnings in South Lakeland would have to be able to secure a mortgage equal to 8.2 times their earnings. This equates to the situation in many parts of the south east of England. The ‘affordability gap’ is widening for local people. Until recently Government guidance at a national and regional level has restricted opportunities to get to grips with the issue of affordable housing for local people. However, reforms to the planning system should enable a more pro-active approach to be adopted.

Potential Impact on Communities Whilst there is currently no other documented evidence, it is possible that the population statistics are beginning to show the impact on local communities of limited employment options, low earnings, limited access to employment, lack of rural transport, students leaving home to attend further education and a lack of affordable housing for low income households, particularly for young persons and single families. Should these trends continue the effects will not only diminish the future viability of the local economy but the sustainability of local communities in South Lakeland. These issues are key to the work underpinning this Strategy.

9 South Lakeland in the year 2024 will inevitably be a different place from today but it will have built its success on the fundamental strengths of the area. As a place attracting people to live, work and visit it will be thriving and confident of its future in providing employment, services and cultural and leisure opportunities. The continuity with its past will be evident. This is particularly the case in respect of its heritage, centred on market towns A Shared and the quality of the environment itself in the surrounding rural and coastal areas. These will help ensure Vision for South Lakeland’s distinctiveness and edge over many other areas. In this Strategy we are seeking ways South to address social needs, maintain a successful economy and at the same time safeguard the environment and Lakeland use natural resources wisely. In doing this we can help to achieve the long term aim of sustainable development. The World Summit on Sustainable Development, held in September 2002, highlighted the importance of taking action at all levels, from local to international.

The Shared Vision South Lakeland’s distinctive character, environment and location will continue to be important in providing opportunities for people who choose the district as a place to live, work and visit. These major assets will be safeguarded, social needs will be addressed and other issues which affect the quality of life of the district will be tackled whilst a successful local economy is developed and sustained.

10 The quality of life many people experience today in South Lakeland is acknowledged. However not all people are able to claim those benefits. To maintain a high level for those who have it, whilst enhancing it for those who are not in that enviable position, a number of aspirations have been identified as a set of visions. Priority Issues

A Vision for Improving Health All individuals and communities in South Lakeland will be enabled and encouraged to achieve optimal health and well-being. Priority will be given to improving equity of access to the resources needed by rural residents to develop and sustain good health, and key health improvement issues for older people, children and young people.

A Vision for Jobs, Skills and Regeneration A healthy and diverse economy which promotes enterprise and innovation, builds on its environmental strengths, maintains a highly-skilled and educated workforce and contributes to the high quality of life of the area.

A Vision for Affordable Housing All residents should be able to access and/or retain good quality affordable homes suited to their needs. Recognising the high incidence of low incomes against high house prices, the priority must be the provision of affordable housing to rent although affordable home ownership initiatives will also be pursued.

A Vision for Transport South Lakeland’s communities will have access to work, services and leisure by safer, more sustainable and affordable transport options, particularly through the development of public and community transport.

A Vision for Quality Environment The rich natural, built and heritage environment of South Lakeland is sustained and wherever possible enhanced for its own sake and for the residents and visitors to the area. People will have a greater understanding of the relevant issues and will benefit from opportunities for increased contact with nature and find a sense of place and belonging.

11 Cross-cutting Themes

A Vision for Community Involvement The community in South Lakeland will play a positive role in informing and influencing the processes which determine how decisions are made and how resources are used. In particular ways will be found to enable young people, people with disabilities and minority groups to become more involved.

A Vision for Culture To make South Lakeland a place where culture and creativity are highly valued, enabling them to play a pivotal and dynamic role in enriching all aspects of social, economic and community life and to reveal the unique character and potential of the area for the benefit of local people and visitors.

A Vision for Crime and Disorder Reduction South Lakeland will remain a safe and secure place to live, work and learn without fear of crime and disorder.

12 Managing the Complexity of Plans A number of the issues raised in this Strategy will be referred to in other plans and strategies. Crime reduction, for example, will be one of the central themes of the South Lakeland Crime & Disorder Reduction Strategy. It is not the intention to simply duplicate them in this Strategy, although there is a need to ensure they are integrated and complimentary. Plans and To avoid simple duplication, we will decide whether an issue requires a Planning partnership approach. If so, we will determine whether there is an existing strategy or partnership that could Processes address the issue instead and consider how the South Lakeland Strategic Partnership could add value to the existing work. Government’s proposals to rationalise the number of statutory plans which local authorities are required to produce is welcomed. Some of these plans are being increasingly aligned with the Community Strategy. Sustainability, biodiversity, culture and supporting people are all issues which will need to be integrated into the Community Strategy. In other service areas, rationalisation to produce a single plan, rather than several different plans as at present, are being promoted (e.g. Education Plan, Local Delivery Plan for health services).

Funding Opportunities The Strategic Partnership will use the results of consultation to develop actions to address the priorities which have been identified. This approach of working through the Community Strategy and the Partnership will lend considerable weight to applications to various funding bodies.

The Regional and Sub-Regional Context The North West Development Agency’s Regional Economic Strategy (RES) seeks to transform the region

13 through Business Development, The link between the RES and the Regeneration, Skills and Employment, Community Strategy will be the Sub- Infrastructure and Image. The delivery Regional Strategy being produced by of the RES will be facilitated through the Cumbria Strategic Partnership. delegation to sub-regional and local providers as appropriate. The action At the District-wide Level plans produced as a result of this Within South Lakeland there are a Strategy will need to ensure that number of developments which relevant projects are aligned to the underpin the Community Strategy. RES to be able to secure as much The Market Towns Initiatives in funding for them as possible. Ulverston and the Lakes, the However, due to the nature of the increasing number of Parish Plans and problems of the area many of the the ongoing work of local agencies actions which will be set out will not through their planning processes can be perceived to be priorities in the all contribute to achieving the shared regional context and as such will not vision at a local level. attract such funding.

How the community planning process can operate at different levels:

Market Towns Parish Initiatives Plans

LDF, Agency Plans and Strategies S y ou eg th at C La Str y um kelan nity eg br d Commu at ia C l Str ounty Sub Regiona

14 How Community Strategies at different levels fit together:

For small geographic areas: In a town or Market Towns Initiatives at Parish level and Parish Plans

Address strategic Across the district, district-wide concerns involving strategic with partner agencies: partners South Lakeland Community Strategy

Address strategic countywide concerns County-wide with partner agencies: Cumbria Sub-Regional Strategy

Links with Planning wide-ranging visions and strategies for Systems and the Emerging spatial development, which will be Local Development easier to keep up-to-date and will have a greater focus on delivery. Frameworks Integral to the new planning system There exists within Cumbria a two-tier is a more transparent and inclusive development plan consisting of the approach to planning with better Cumbria-wide Joint Structure Plan and community involvement. the corresponding Local Plans prepared at a local authority level. However, the LDF can only deliver These development plans are at those aspirations and needs that can varying stages of review and continue be delivered within the planning to remain valid until they are slowly framework that is available at the time. replaced by the new planning system. The new planning system will be more As part of the LDF the Local Planning about ‘spatial’ planning and new Authorities will be required to produce Regional Spatial Strategies will a Statement of Community replace the existing Structure Plans. Involvement. The LDF will need to have a strong link with the Community The fundamental reform of the Strategy. Both seek to identify the planning system through the Planning communities needs and aspirations and Compulsory Purchase Act 2004 and both will set agendas for the will require the production of Local implementation of those needs. Rather Development Frameworks (LDF). This than duplicate work the intention is for applies to South Lakeland District both to work in symbiosis. The Council, the Lake District National Community Strategy will key into the Park Authority and the Yorkshire Dales community needs and the LDF will National Park Authority for their deliver land-use aspects of the respective areas of responsibility. Community Strategy. Both plans will The new approach to development need to share a vision and share planning will provide clearer and more information and research.

15 Working Together to address Priorities Public agencies, businesses and the voluntary sectors all have established plans and priorities. They will continue to deliver services and new projects that address a whole range of issues, whether or not they have been identified in the Community Strategy. What the Community Strategy seeks to do is to focus everyone’s attention on some key issues and, by working Priority together, provide greater scope to improve the quality of life of the District.

Issues Consultation with the Community Research and consultation undertaken have highlighted a number of key issues relating to the current quality of life in South Lakeland which need to be addressed. Two Community Conferences were held in March 2002 and October 2003 to give community representatives the opportunity to discuss the issues and contribute to the process of determining priorities. The feedback from the most recent of these events and the formal consultation process have resulted in modifications and improvements to the Strategy to reflect clear concerns and desires.

Priority Issues The issues currently of greatest concern and which are highlighted in the following sections of this Strategy are: ■ the need to promote health and well-being ■ providing jobs and the relevant skills and regeneration of the local economy ■ the lack of affordable housing ■ accessible services in rural areas through public transport ■ a whole range of environmental issues such as wildlife diversity, the built environment, climate change, access to the countryside and reducing and recycling.

16 Cross-cutting Themes be applied to ensure those actions There are other areas identified contribute to the achievement of through consultation which are very sustainable development. The action important to the quality of life and plans will be monitored quarterly and impact on all the Priority Issues. reviewed annually and progress These are addressed in the reported widely. Cross-cutting Themes section of the strategy. These will ensure: ■ the community is properly involved and engaged in the process of how to improve services ■ cultural activities are valued and developed ■ community safety is maintained and enhanced ■ the particular needs of children and young people are met.

Targeting our Actions In looking at the Priority Issues of concern the Partnership will demonstrate through the action plans how these are addressed. An underlying theme is how to remove rural isolation and ensure that people are not disadvantaged because of where they live. A key element of the action plans will be to identify where initiatives can be delivered in the communities themselves. The Strategy will be responsive to changes in public concerns over time and will need to be flexible to these changes through consultation and engagement.

How we will Implement the Strategy Each of the following sections illustrates the reasons why the particular priority has been included within the Strategy and identifies aims which will produce direct benefits to the community. Specific actions to achieve those benefits are also identified. Multi-agency task groups, will develop and review the action Plans showing specific tasks, clear short, medium and longer term targets and measures of progress. A sustainability assessment process will

17 Health and Well-being

18 What are the Issues? Good health is not just about physical health. It is also understood as a person’s feeling of well-being, linked to their ability to participate in society and the community around them, and to access the facilities and resources which they need to be able to develop and stay healthy.

The following diagram shows the wide range of factors that make and keep us healthy. To improve health, multi-component strategies are needed which link together the work of many agencies.

ultural and ic, c env om iro n ng and worki n co Livi ditio ng m e con ns en - t io Work Unemployment a c environmental l o mun c s com ity o l d n Water and n a n e Sanitation d r a t l w i e Education a o t n i lifesty i c l le r Health o e a k o u fa s care n G S id c services v t i o

Agriculture d r

s and food n production I Housing

Age, sex and constitutional factors Dahlgren G & Whitehead M Taken from the Acheson Report

Community and hospital based health services in South Lakeland are undergoing progressive modernisation and development within the NHS Local Delivery Plan. Whilst this agenda makes some contribution to improving health for people in South Lakeland, the focus for improving health and well-being in this Community Strategy is to address local priority issues of social participation and access to resources and opportunities that help people achieve better health, through the unique partnership opportunities which the Strategic Partnership offers.

On the whole, the population of South Lakeland enjoys good health. Overall life expectancy for both men and women is slightly higher than the national average, and other health measures such as death rates from cancer and coronary heart disease and the number of teenage pregnancies are below average levels. Within this general profile of good health it is recognised that some individuals and groups are vulnerable to experiencing poorer health, due to factors such as poverty, poor housing and poor access to jobs and services. It is important therefore that health improvement strategies include a focus on South Lakeland’s pockets of deprivation, which are known locally, but are not apparent within formal statistics, as well as particular groups of people who are vulnerable to experiencing poorer health because they experience unequal access to the resources needed for good health.

19 A Vision for Improving Health

All individuals and communities in South Lakeland will be enabled and encouraged to achieve optimal health and well-being. Priority will be given to improving equity of access to the resources needed by rural residents to develop and sustain good health, and key health improvement issues for older people, children and young people.

All the objectives for achieving better quality of life in South Lakeland progressed though the Strategic Partnership as a whole are linked to improving health and well-being. The proposed actions will also require close linking with the other thematic areas such as transport, community involvement, housing, crime, and jobs, skills and regeneration.

The voluntary sector, through providing a diverse range of activities and services, as well as opportunities for people to participate in the community, have an important role in developing health in South Lakeland.

What we want to see to improve health and well-being

1. Better health equity Access to services (including health services) are an important and integral part of supporting healthy communities, but isolated communities may struggle to access some of those key services that influence the wider determinants of health which directly impact on health and well-being. Partnership working with voluntary and community groups is an essential part of developing action to address these issues.

Health Equity Audit is an important means of tackling inequalities in health which is now being adopted within health service planning and can be applied to the wider determinants of health. It is a practical process which enables partners to assess areas of concern for health inequities for defined groups or communities, develop plans of action, and to evaluate the effectiveness of actions on reducing inequity. It is a flexible methodology which can be adapted to incorporate formal research techniques, simple data collection and community appraisal approaches.

Actions 1. To make use of Health Equity Audit to improve equity of access for priority groups within South Lakeland e.g. rural residents, in agreement with key partners. 2. To support voluntary and community groups in South Lakeland to develop their potential to support vulnerable and isolated people and promote community participation.

20 2. Better support for healthy living Ensuring that everyone in the community is supported to have healthy lifestyles is an important contribution to developing health. Priority measures to reduce rates of cancer and coronary heart disease include supporting smokers to quit, reducing exposure to second hand smoke, ensuring people can access a range of opportunities to be physically active (which also improves mental health), and enjoy healthy food. Supporting people in developing good mental health is an important contribution to health and well-being.

Actions 1. To develop local action to reduce exposure to second hand smoke and support smokers to quit, within the framework of the Morecambe Bay Tobacco Alliance. 2. Develop opportunities for active living (with particular focus on residents of rural communities), making the most of South Lakeland’s natural environment. 3. Develop and support initiatives which promote access to healthy affordable food, particularly in ways which promote sustainability, for South Lakeland residents.

3. Children to be ensured of a healthy start in life and young people, especially those in rural areas, to have access to resources and opportunities for health The new Children’s Bill provides a legislative basis for a long term programme of change for developing more effective and accessible services which are focused around the needs of children, young people and their families. The Children and Young People’s Task Group will lead on examining the Bill’s directives and overseeing local implementation, through the development of initiatives such as Children’s Centres. The Health and Well-being Task Group will work closely with the Children and Young People’s Task Group, and will focus on the health promotion aspects of children’s general health and well-being, by supporting them in enjoying good physical and mental health and living a healthy lifestyle. The actions included in this section reflect the issues which children and young people in South Lakeland have identified as their key priority issues. Children and young people in rural areas are concerned about the current level of access to opportunities to develop healthy living, and this will be an important consideration in progressing all the objectives.

Actions 1. Through the Cumbria Healthy Schools Initiative, work with partners to address priority health issues for young people in South Lakeland: mental health (stress and bullying), access to contraception (especially in rural areas), and drug and alcohol issues. 2. Identify opportunities for the participation of children and young people in leisure and physical activities and the arts, with a particular emphasis on rurally isolated young people. 3. Pursue initiatives which reduce the extent of preventable injury (particularly motor vehicle related) among young people.

21 4. Older people to be able to stay active, independent and healthy for as long as possible South Lakeland has a higher than average population of people over the age of 65. Between the years 1996-2021 the proportion of those aged 65-74 is expected to increase by 39.4% and those aged over 75 by 31.4%. To address the implications of this trend on our communities and the subsequent capacity of existing services to meet the needs of an ageing population will require considerable planning and joined up responses. In addition, there is a need to ensure that many older people living alone do not become socially isolated, particularly in rural areas, and that there are opportunities to harness the wealth of skills that they can contribute to the well-being of the community. The focus for promoting health and well-being for older people is to ensure that they are supported in remaining fully active in social and community life for as long as possible.

Actions 1. Work with older people, voluntary organisations and statutory agencies to identify mechanisms which promote access and active participation in the arts, leisure, education and physical activity for all older people. 2. Promote opportunities for active participation by older people in social and community activities, including making the best use of their skills in voluntary sector organisations, and identification and facilitation of inter-generational initiatives. 3. Increase the range of choices of housing and care options available to older persons; where possible in acknowledgement of their individual needs and preferences. 4. Co-ordinate the recruitment and retention of volunteers and other people involved in caring. 5. Increase the knowledge and skills of front-line staff in all South Lakeland housing, care and health services in dealing with dementia and reducing the risk of falls.

22 Jobs, Skills and Regeneration

23 What are the Issues? A wide range of organisations and agencies share the responsibility for supporting and developing the workforce and economy of South Lakeland. Most are national or regional bodies with a remit to focus their efforts on raising standards and creating job opportunities in the more obviously deprived parts of the UK. South Lakeland is rarely classed as a priority area for assistance. Parts of Furness have UK Assisted Area status and although much more of the district remains eligible for European Regional Development Area (ERDF) funding until 2006 the opportunities to draw down these resources are becoming increasingly scarce. We must be alert to assisting opportunities outside the district which have benefits to South Lakeland. In the regional context the North West Development Agency (NWDA) has a funding role in driving forward the regeneration, job creation and skills development agenda – often working through development agencies such as Furness Enterprise and local partnerships. The NWDA’s Regional Economic Strategy, together with guidelines prepared for the new Rural Regeneration Company (RRC) in Cumbria offers clear directions for the Strategic Partnership to follow in seeking to address the economic problems of South Lakeland. The NWDA will look to the Cumbria Sub-Regional Strategy and the South Lakeland Community Strategy to highlight local priorities and opportunities for action, together with a strong commitment by local partners to work towards a shared set of objectives.

A Vision for Jobs, Skills and Regeneration A healthy and diverse economy which promotes enterprise and innovation, builds on its environmental strengths, maintains a highly-skilled and educated workforce and contributes to the high quality of life of the area.

The intention is to reinforce certain areas of activity which are seen to be of particular strategic importance to South Lakeland. What we want to do for Jobs, Skills and Regeneration 1. Develop and Support Business Actions 1. Assist new and indigenous businesses with growth potential and high value, higher wage employment opportunities and support their growth and development with practical advice and financial assistance where necessary. 2. Aim to encourage inward investment and sustainable development by businesses, groups and individuals who share a vision to contribute to the long term well-being of the community. 3. Support and develop cultural and creative industries (with new media and IT as one key ‘cluster’ alongside the visual arts and historic heritage) together with heritage related opportunities for job creation and business expansion. 4. Develop the area’s potential for development of appropriate renewable energy installations and environmental technologies – particularly offshore wind, hydro, pyrolysis etc, together with opportunities arising from biodiversity in South Lakeland.

24 2. Support Agriculture and Rural Diversification Actions 1. Provide ongoing support for farming and food industries through the tracking, branding and promotion of higher value local produce and identification of new marketing opportunities (including those linked to biodiversity and organic farming). 2. Ensure that agricultural practices result in environmental benefits and support the maintenance and enhancement of the countryside.

3. Develop new workforce opportunities capitalising on existing under utilised pools of employment potential Actions 1. Establish centres of excellence in vocational training to support the identified needs of the community. 2. Maximise the chance for residents to benefit from a full range of life long learning opportunities at a local level in order to develop the resource of knowledge and skills in the workforce. 3. Emphasise both the need and the opportunities for providing local training for trades skills to meet pressing local demands and to raise local environmental quality. 4. Increase assistance and training opportunities to encourage existing skilled and older returnees back to work in either a paid or voluntary capacity. 5. Increase the opportunities for appropriate higher education courses such as Outdoor Leisure and Education Management, Environmental Studies, Marketing, Media and Tourism Studies, to encourage graduates to study in the area. 6. Increase the opportunities for graduates studying elsewhere to return to live and work in South Lakeland after qualifying.

4. Focus on the Tourism Sector in South Lakeland as a key sector to deliver employment opportunties and economic growth Actions 1. Raise standards and quality in the tourism industry. 2. Encourage dynamic public/private sector partnerships as a delivery mechanism for a district specific Tourism Strategy complementing and supporting the NWDA’s ‘Tourism Vision for England’s North West’ and CTB’s Destination Management Plans. 3. Prioritise and lobby for Public Realm improvement schemes and visitor services which directly affect quality and accessibility. 4. Coordinate a district wide branding and marketing plan supporting CTB’s Slip Stream Brand ‘Kendal & the South Lakes’. 5. Issue a challenge for public transport organisations to provide a quality of service which will make the development of sustainable traffic solutions more attainable. 6. Explore the opportunity and viability of developing a new leisure village in an appropriate part of the district.

25 5. To support the special development of Market Towns Action 1. Maintain the special role of Market Towns as centres for shopping, local services and community facilities, taking care to retain their distinctiveness and develop their unique selling points whilst maintaining and enhancing their contribution to fostering community well-being.

6. Target Deprivation Action 1. Stimulate regeneration and workforce development in those parts of the District with the most serious deprivation records and where opportunities for environmental enhancement and re-use of brownfield sites exist with East and South Ulverston and Highgate, Kendal requiring early attention.

7. Deliver serviced land and premises for future developments Actions 1. Lobby for change in planning procedures to ensure that future planning decisions support the community’s aspirations and that these are reflected within the Local Development Framework. 2. Improve the range and choice of opportunities for nurturing new businesses and supporting and expanding existing ones through the provision of a range of sites and premises. Where scope exists these should focus on re-using brownfield sites.

8. Harness the full potential of current and proposed programmes Action 1. Promote a policy of ‘joined up thinking’ to develop sustainable long- term and aspirational projects. The Strategic Partnership will focus its efforts on developing and reinforcing a number of key projects and programmes which can contribute most to achieving the longer-term vision for South Lakeland’s economy and workforce. Specifically these are: • Business Development and Grant Support: Increased levels of assistance/support for business start-ups and growth. This will include pump-priming grant assistance and the development of schemes to nurture and develop small companies in new technologies, IT, new media and similar emerging fields. • Market Towns Initiative: Focusing resources and investment from a wide range of agencies in the ‘holistic’ regeneration of South Lakeland’s Market Towns. Initially concentrating on Ulverston/Low Furness and the Lakes Market Towns Initiative this will also lead to the development of a similar programme in Kendal and area specific regeneration programmes in areas such as Kirkland. 26 • Lake District Renaissance: A programme to lift the quality of experience for visitors to the Lake District and sustainable tourism practices – reinforcing high standards of environment, customer service, the visitor experience and value for money. This programme will initially focus on the Windermere/Bowness area and a programme of measures to support the area following the introduction of the 10mph bylaw on Lake Windermere. • South Lakeland Gateway: A strategic development located close to the M6 junction 36 to support the wider rural economy, provide visitor reception and orientation services and encourage visits to the more outlying parts of the District. • Lancaster Canal Restoration: An ambitious scheme to restore the Lancaster Canal from Tewitfield on the Lancashire boundary through to Canal Head in Kendal. Some parts of the route will become a focus for new canal-related development and job creation. It will also attract a significant number of visitors to the area and provide a new leisure resource for South Cumbria and the wider region. • Grange Time and Tide: A major scheme to revitalise the promenade and old pool site at Grange-over-Sands together with complementary measures to restore the town’s fortunes as a ‘classic resort’. • Business Park Development: Bringing forward new quality business parks in Kendal and Ulverston to meet identified needs. This will include a second phase of site servicing at Low Mill Business Park, Ulverston.

27 Affordable Housing

28 What are the Issues? Affordable housing for local people is in very short supply. Recognising this, South Lakeland District Council’s Housing Strategy, opens with the quotation, “The biggest challenge in our district is ensuring the availability of affordable housing”. There are two key influencing factors. The first is low incomes. 28% of households in the district have a gross annual income of less than £10,400. The other is high housing costs. The average property price in South Lakeland has nearly doubled in the last five years; £162,000 in 2003 compared to £86,000 five years ago. The causes of this are varied. South Lakeland is an attractive location. People come to the District to retire, invest in a second/holiday home or move out of North Western cities and commute. There are high land values due to scarcity of sites, land assembly costs, protection of the environment and acceptability to the community. There is a lack of non-residential buildings in areas of identified need that are suitable for conversion and which are likely to secure planning permission. Public subsidy is set at a level which is insufficient to meet building costs, particularly in the National Parks, and the purchase and repair of existing homes. Convergence of Council and Housing Associations on rent levels will lead to increased rents in some areas, with fears regarding the continuing affordability of this sector. Through Right To Buy (RTB) Sales over 50% of council houses have now been sold. Although there are significant levels of homelessness there is limited temporary accommodation. Regional Planning Guidance has set future provision of all new housing in Cumbria and South Lakeland at a low level. This limits the number of new affordable homes that it might be possible to deliver through planning gain. A comparison of the situation with other parts of Cumbria illustrates the problem in South Lakeland. To buy a terraced property in each respective area a purchaser would need to have an income of £12,485 in Barrow, £19,524 in Carlisle and £35,672 in South Lakeland. What is affordable housing? It can be one of the following: • Discounted housing for sale (at prices less than the market would deliver) • Shared ownership/equity • Social rented housing (provided by a local authority or registered social landlord) • Private rented housing (where the District Council has secured nomination rights and rents are set at levels comparable to Registered Social Landlord rents). Public funding for affordable housing will in future be informed by the North West Regional Housing Strategy. It is therefore important that, the Community Strategy is consistent with that document. Links will also need to be established between the Community Strategy and the proposed Local Development Frameworks (LDF) to ensure the LDF’s take account of the Community Strategy priorities. There is abundant fresh evidence of the shortage of affordable housing as demonstrated in recent housing need surveys and village surveys carried out by Cumbria Rural Housing Trust. Most recently, the Cumbria Strategic Partnership has commissioned research, just completed, into the links between affordable

29 housing and economic development. A key finding was that a lack of affordable housing may lead to an out-migration of local workers on lower incomes, particularly young people, and this would lead to skill shortages. In South Lakeland, there has recently been a significant loss of higher paid jobs in the district. This, combined with high house prices, leads to the concern that graduates and young professionals are being forced out of the district. The Housing Needs Survey carried out in 2002 identified that there is a net backlog of households in need in the district of 2722, representing 5.6% of households in the district. 82% of these households are likely to need social rented housing. In addition to this, there are some 2000 households on South Lakeland District Council’s waiting list. The Housing Needs Survey also identifies a number of priority geographic areas for the provision of affordable housing. The key targets of the current Housing Strategy are: • enable 160 – 200 new homes through Registered Social Landlords to 2006 (General Needs and Supported Housing) • enable 120 – 160 affordable homes through use of Renovation Grants to 2006 (General Needs and Supported Housing) • enable 50 privately funded affordable homes through planning mechanisms to 2006 (this target is currently under review). The Partnership recognises that the District Council’s Housing Strategy seeks to tackle the issue of affordable housing. The Partnership’s vision is therefore rooted in that document.

A Vision for Affordable Housing:

All residents should be able to access and/or retain good quality affordable homes suited to their needs. Recognising the high incidence of low incomes against high house prices, the priority must be the provision of affordable housing to rent although affordable home ownership initiatives will also be pursued.

The Partnership is concerned that the Government has not yet responded sufficiently to the problem of the shortage of affordable homes in this district, despite being made aware of the issue over several years. Sustainability is of course a key issue. The above mentioned Housing Strategy and related sub strategies make appropriate references to the need to provide sustainable, energy efficient homes.

What we want to do to help provide affordable housing

1. Make better use of existing housing Actions 1. Gain Government authorisation to charge second homeowners in excess of 100% of the Council Tax in order to raise further funds for affordable housing initiatives.

30 2. Gain exemption from RTB, which has had a devastating effect particularly within the smaller rural communities where replacement is extremely difficult. 3. Gain Government authorisation to implement local thresholds to limit second home ownership where this is counter-productive to sustainable communities.

2. Release land/buildings for affordable housing Actions 1. Statutory agencies/public authorities to release land/buildings for affordable housing, particularly where mutual benefits can be proven. 2. Non-statutory organisations with land holdings, such as the National Trust and the Forestry Commission, to release land for small scale development of affordable housing. 3. The local planning authorities to allocate land for affordable housing. 4. Planning authorities to promote mixed tenure as a means of making development of affordable housing more acceptable. 5. Planning authorities to adopt a more proactive attitude towards affordable housing. 6. Ensure that any farmland or dwellings made available through the decline in rural agriculture is directed to meeting community needs, such as affordable housing; the National Farmers Union and Country Landowners Association will be asked to consider the need for affordable housing when addressing the issue of diversification. 7. Greater use of potential living space over commercial properties, such as shops. 8. Parish councils to assist in identifying sites suitable for affordable housing through the Parish Plans process with the assistance of the local planning authorities.

3. Increase funding for affordable housing Actions 1. Use the funds derived from the increase in second homes tax in South Lakeland for affordable housing in the district. 2. Enable additional affordable housing for local employees, e.g. a Key Worker initiative (to include exploring the possibility of employers playing a role in housing for their workers). 3. Develop and implement a range of affordable home ownership initiatives, such as shared equity schemes. 4. Develop and implement a range of affordable private rented housing initiatives, for example intermediate rented housing.

31 Accessible Transport

32 What are the Issues? As our area is predominantly rural, with a population spread across a large area and in a large number of small market towns, there is a heavy dependence on private transport. This presents both challenges and opportunities. First some facts: • South Lakeland has over 2,200 kilometres of road • More than two in three South Lakeland households have access to a vehicle for private use

• Locally, in the last 20 years, the use of public transport has almost halved • Despite this overall decline in the numbers using buses and trains, many residents still rely heavily on public transport.

By way of a coordinated response to these challenges, a strategy for South Lakeland’s transport has previously been developed in the form of the Local Transport Plan (LTP, 2000). This details the key issues facing the area and the policies and resources in place to meet current and future challenges and includes 18 local targets. From the background analysis and consultation with both individuals and organisations the Strategic Partnership has developed a vision.

A Vision for Transport

South Lakeland’s communities will have access to work, services and leisure by safer, more sustainable and affordable transport options, particularly through the development of public and community transport.

A large number of different agencies are working on a wide range of individual and collective approaches to develop services. The Strategic Partnership will only use its influence where we can make a difference.

None of these proposed actions can be developed without appropriate financial support. This will require a review of partners existing budgets and strong lobbying of government for the necessary support for rural communities. Without radical action to curb the excesses of the car and support community and public transport, it is concluded that success in meeting local transport needs can only be marginal.

33 What we want to do to secure Accessible Transport

1. More reliable and affordable public transport services Actions 1. Lobbying providers to trial incentives which encourage use of public transport e.g. local resident season tickets. 2. Lobbying central government for realistic support to enable the delivery of a safety net of public transport services between larger rural communities.

2. Safe routes for pedestrians and cyclists Actions 1. Provide an all-embracing message on safe pedestrian and cycle routes to school which would be targeted at the children themselves. 2. Encourage people to consider alternative options to the private car including walking and cycling. 3. Promote the development of cycle routes for residents and visitors. 4. Highlight the need for and supporting the development of school based facilities including lockers and secure bike racks in school to encourage more children to walk or cycle. 5. In congested areas lobby for free school buses along the lines of the USA and Australia. 6. Co-ordinate the promotion of road safety and alternative transport in schools. 7. Support greater use of traffic control measures around schools including ‘Clear Way’ orders at certain times of the day. 8. Achieve accident reductions through inter-agency initiatives including campaigns to gather and disseminate information about the problems.

3. A strong community transport network particularly for groups and areas not supported through the public transport network Actions 1. Support the development and coordination of community transport, including, when feasible, utilising partners vehicle fleets for community use. 2. Support dial a Ride schemes (including Rural Wheels). 3. Support coordination of local service providers to develop initiatives similar to the Post Bus to improve community access including health, legal and housing services. 4. Develop shared taxi services as a stimulus to affordable public transport provision.

34 4. Strategic infrastructure improvements Action Strategic lobbying to include: i) The Kendal Northern Relief Road and Kendal Transport Plan ii) Lancaster Canal iii) Strategic cycle routes and a strategic approach to tourist and recreation routes iv) A590 and A595 improvements v) Infrastructure access for the South Lakeland Gateway.

5. A sustainable approach to transport Actions 1. Undertake a strategic review of parking provision for both residents and visitors. 2. Identification of strategic park and ride sites and appropriate local development and management of parking provision in towns and villages.

35 A Quality Environment

36 What are the Issues? In the context of this document, the ‘Environment’ includes the natural (biodiversity and landscape), built (meaning the urban environment, including waste issues) and historic environment (including archaeology and other cultural environmental issues).

South Lakeland includes parts of two National Parks (the Lake District National Park and the Yorkshire Dales National Park), the Arnside and Silverdale Area of Outstanding Natural Beauty (AONB), several candidate Special Areas of Conservation, Sites of Special Scientific Interest and National Nature Reserves. Several organisations in the district have statutory duties relating to these areas, and many also have management plans and strategies associated with them. Other strategies also already exist which relate to issues covered in this section, including the Waste Management Strategy, the Local Development Framework, and the Cumbria Biodiversity Action Plan. Strong links will be made between these existing plans and this Strategy.

The Cumbria Biodiversity Partnership, through the Cumbria Biodiversity Action Plan, aims to ensure that the great variety of wildlife in Cumbria is sustained and, where possible, enhanced. The Strategic Partnership will draw upon the work of the Cumbria Biodiversity Partnership and the equivalent body in the Yorkshire Dales and assist where possible in the delivery of targets set in the Cumbria Biodiversity Action Plan and ‘Nature in the Dales’.

The Strategy is an opportunity for South Lakeland to set out the contribution that we can make locally to issues that affect a wider area, such as pollution, energy use and waste recycling. Using the premise ‘think globally, act locally’, we really can make a difference by how we behave in South Lakeland.

The environment is a significant factor in determining the quality of life for everyone in South Lakeland, particularly considering the distinctive nature of the area.

It provides: • Inspiration, excitement and comfort – a feeling of well-being to assist physical and mental health

• A vivid place in which to learn • Basic life support, maintaining our air, soils, water and climate and limiting adverse effects, such as flooding and pollution

• The essential resources for jobs and support to the local economy • A distinct sense of place and belonging.

It is often perceived that the need to preserve the environmental distinctiveness of South Lakeland acts as a barrier to development. This need not be the case as long as projects and initiatives can be demonstrated to be sustainable and sensitive to environmental concerns. The environment is in fact a significant driver in the local economy, contributing to tourism and attracting investment into the area.

37 A Vision for Quality Environment

The rich natural, built and heritage environment of South Lakeland is sustained and wherever possible enhanced for its own sake and for the residents and visitors to the area. People will have a greater understanding of the relevant issues and will benefit from opportunities for increased contact with nature and find a sense of place and belonging.

This Strategy has been assessed against sustainability criteria, and has been judged to be generally sustainable. A number of the actions have close links to other parts of the Strategy and these will be developed in the action plans.

What we want to do to achieve a quality environment

1. Conserve, enhance and promote the natural, heritage and built environment Actions 1. Work with the other task groups within the Strategic Partnership to take opportunities to enhance biodiversity, built heritage and the public realm in all aspects of the Community Strategy. 2. Increase the number of sites where people can experience nature and heritage. 3. Assist the Cumbria Biodiversity Partnership to implement the Cumbria Biodiversity Action Plan. 4. Create opportunities to use conservation of the environment as a tool to enhance people’s overall quality of life.

2. Recognise the environment as an essential factor in the local economy Actions 1. Promote the benefits of a high quality environment to encourage inward investment and tourism. 2. Address the rural skills shortage, including making appropriate training available and encouraging more people to become involved in this area of work. 3. Encourage farms to maintain viability through appropriate land management, including biodiversity friendly farm businesses. 4. Encourage the use of the environment as an educational resource.

38 3. A clean, green and healthy environment Actions 1. Promote high environmental standards in building and maintenance and in transport plans and policies to reduce energy use and environmental impact and thereby contribute to the battle against climate change. 2. Reduce the environmental impact of waste production, encouraging consumers and businesses to reduce, re-use and re-cycle. 3. Encourage the sustainable use of natural resources 4. Raise awareness of the environmental impact of behaviours such as dropping litter, graffiti, excess noise and light pollution.

4. Better engagement with the community on environmental issues Actions 1. Improve the level of understanding of the public of the relevance of environmental issues to their overall quality of life, including setting up education methods to inform people of how they can make a difference. 2. Encourage businesses, residents and visitors to take responsibility for their own impact on the environment, for example, reducing car use, using recycling facilities, using energy efficient systems in the home and office. 3. Increase community involvement in conservation work.

39 Cross-cutting Themes

40 Whilst the Strategy focuses primarily on the five Priority Issues there are other important cross-cutting themes which need to be integrated into the process. These are: • Community Involvement • Culture • Community Safety • Children & Young People. Each of these has related strategies or statutory requirements. A process of ensuring these are taken into account across all the Priorities is being developed.

Community Involvement What are the Issues? Community engagement lies at the heart of many of the changes now affecting public service. There is an increasing awareness of the need to involve citizens and other stakeholders in decisions that will affect their lives. There are many benefits to be gained from such involvement for both partners and the community. By listening to and working with the community, we can: • Plan and provide suitable and localised services that are tailored to the needs of the community • Empower people to define the vision for their own community and contribute to the achievement of the vision • Provide information and opportunities for residents and visitors, to be better informed • Involve people in monitoring and measuring performance • Encourage local people to become actively involved in the democratic process • Improve relationships between partner agencies and the public • Contribute to capacity building in the community. Partners have developed a variety of methods of engaging the public in discussions and consultation about service provision. These include use of Community Voice (the Citizens Panel), neighbourhood forums, focus groups, parish council meetings, web sites and many others. However it is recognised that improvements could be made to build on the successful ways partners engage with the community. Several issues were identified: • There are too many meetings trying to engage the community. In some cases information is shared between the partners arising from the meetings, however communication between the partners in co-ordinating meetings has been poor. • The results of consultation programmes are not always used or not used effectively. In many cases participants are not informed of the outcome or how their input has affected the final decision.

41 • There is no central point of access to all the services of the partners. Each partner delivers their service through individual service delivery mechanisms that have been established by the respective partners.

• There is no co-ordinated approach to addressing community issues. Each partner delivers a service, which has been guided by custom and practice or formal consultation undertaken with the community by that partner.

• There is a diverse community within South Lakeland that consists of people who are information rich and people who are information poor.

• In many cases partners are struggling to reach the socially isolated groups.

The Strategy recognises many opportunities for developing community engagement.

A Vision for Community Involvement

The community in South Lakeland will play a positive role in informing and influencing the processes which determine how decisions are made and how resources are used. In particular ways will be found to enable young people, people with disabilities and minority groups to become more involved.

What we want to do to improve Community Involvement

1. Community - involvement of communities in service planning and delivery Actions 1. Maximise opportunities for partners to develop effective community involvement. 2. Ensure that partners community involvement work is carried out to agreed standards. 3. Utilise Neighbourhood Forums and other approaches to locality based working to help develop communities across South Lakeland. 4. Support Parish Councils’ ability to involve their local communities 5. Develop joint approaches to ensure potentially excluded groups – including those living in remote locations – are involved in the Partnership’s activities.

42 2. Communication - improve communication methods and identify additional resource opportunities for this work where necessary Actions 1. Improve access to information about services at all levels. 2. Develop methods of communicating and consulting with hard to reach groups. 3. Attract resources available for the development of ICT based information systems, particularly those that are interactive. 4. Use existing forums and public meetings to debate hot topics and issues that are important to the community.

3. Co-ordination - make best use of community resources Actions 1. Develop systems to co-ordinate consultation activities between partners. 2. Establish a system for pooling knowledge and results from consultation programmes. 3. Make more effective use of existing networks of organisations (e.g. voluntary sector) and professionals.

Culture What are the Issues? Culture plays a vital role in our community. In a practical sense it provides jobs, attracts visitors, sustains communities and sponsors investment. On a more spiritual level it adds quality and meaning to our lives – raising aspirations, building confidence and, to a large extent, defining who we are. Cultural issues must be taken into consideration in the preparation of the Community Strategy. South Lakeland District Council has commissioned work on the production of a Cultural Strategy. Work on this Strategy and the Cultural Strategy is being developed in tandem. South Lakeland has a phenomenally rich fund of cultural assets, many of which are under-valued. Realising their application and potential is crucial to the future economic, social and political vitality of an area which once topped England’s quality of life index (University of Strathclyde 1997). ‘Culture’ is an everyday word but its meaning is difficult to pin down. Most often, people identify culture with specific leisure time activities. These include, in particular: • The Arts – performance, drawing, painting, visiting an art exhibition, fashion, learning to dance, playing a musical instrument, going to the theatre or cinema . . . • Heritage – visiting museums, monuments, listed buildings, conservation areas, industrial archaeology . . .

43 • Entertainment – going to the cinema, the pub, clubbing, visiting an amusement arcade, playing bingo, eating out . . . • Sport – football, cricket, sailing, jogging, cycling, angling . . . • Recreation – walking in the Lakes, playing in the park, being a spectator at a sporting event, watching television . . . • Learning – visiting museums and libraries, attending evening classes, home study courses . . . In this sense, culture might be thought of as everything that we don’t have to do in our lives but have to do to feel alive. In short, culture is a quality of life issue. But there is a recognition that culture is simultaneously about something less tangible than this. Culture also underpins identity. It is the way we define ourselves in relation to others – in terms of shared values, practices, understandings and the ways these are expressed. In this sense, culture both reflects diversity and is what binds people together – as a nation, a locality, a community, a group – and it is the central thread linking past, present and future generations. At this level, culture is something that shapes and informs all of our activities, whether in the economic, social or political realms.

The Vision in the Cultural Strategy is: To make South Lakeland a place where culture and creativity are highly valued, enabling them to play a pivotal and dynamic role in enriching all aspects of social, economic and community life and to reveal the unique character and potential of the area for the benefit of local people and visitors.

It has also identified the following aims:- • To develop South Lakeland as a place where residents and visitors have highest quality opportunities to access cultural activities and facilities • To provide opportunities to learn about, share and understand culture • To enable understanding of importance in all sectors and the role cultural industries play • To celebrate the culture of South Lakeland and its wealth of resources The Priority Issues for the Cultural Strategy are: 1. Space for Young People 2. Increasing participation in Physical Activity 3. Community-based Programmes 4. Creative Industries 5. Cultural Tourism 6. Quality of and Access to the Public Realm 7. Celebration of Local Culture. Culture is a theme which cross-cuts the Community Strategy from bottom to top, informing each of the five Priority Issues as well as the other cross-cutting themes. The Cultural Strategy will be developed through an action plan as part of the Community Strategy process to ensure the clear linkages are made.

44 Crime and Disorder Reduction The 1998 Crime and Disorder Act places a statutory responsibility on local authorities, health and the police to work in partnership to reduce crime and disorder in their area. The members of the South Lakeland Crime and Disorder Reduction Partnership (CDRP) work together to tackle crime and disorder in the South Lakeland area. The Partnership has to produce an audit of crime in the area and a crime reduction strategy, stating how it will tackle the identified problems, using the accepted problem solving approach. The Partnership produced its second strategy in 2002, based on the findings of a crime and disorder audit, using data from a number of sources. The Partnership receives funding from central government, the Building Safer Communities Fund, to develop multi agency initiatives aimed at reducing criminal activity in hot spot areas and in line with the strategy. Current projects include enhanced police patrols in 5 hot spot wards for youth and community problems, the employment of a Youth Development Worker through Cumbria Alcohol & Drug Advisory Service (CADAS), a graffiti removal project in partnership with the Youth Offending Team and a contribution to improved lighting schemes in Kendal and Windermere.

The vision in the Crime & Disorder Reduction Strategy is: South Lakeland will remain a safe and secure place to live, work and learn without fear of crime and disorder.

The strategy will run for 3 years, until 2005. Key areas have been targeted through the following aims: 1. To provide the public with reassurance about the level of crime to reduce the fear of crime. 2. To reduce the incidence of anti-social behaviour where identified hot spots of activity occur and address the causes and symptoms through a multi agency approach. 3. To reduce the incidence of burglary and theft where identified hot spots of activity occur and in general to maintain the current low levels of these crimes in the district. 4. To reduce vehicle crime in identified hot spots and sustain low levels of these types of crime generally. 5. To reduce drug use by supporting the Communities Against Drugs initiative through the allocation of specific government funding. In order to achieve the Partnership’s aims, five task groups have developed action plans to tackle vehicle crime, burglary and retail theft, violent crime and the complex key areas of anti social behaviour and drug related crime. The action plans target hot spot areas of activity, based on council ward boundaries and are revised annually, when completed actions are removed. By prioritising and focusing on hot spots, specific problems and closer working between the CDRP, Drug Action Team and other local agencies, the CDRP can effectively deliver actions within local communities. The action plans will be integrated into the Community Strategy process.

45 Children and Young People Although it may seem a truism that young people represent an area’s future, unfortunately for South Lakeland young people are often recognised as our greatest export! This is obviously a significant limitation on the area’s future vitality and is in part a reflection of current limitations in education and employment opportunities here. Remedying some of these limitations and developing compensating advantages is a priority for the Partnership. What is clear from community consultation to date is the need for a strong focus in our action planning on the meeting specific needs of children and young people. The needs of children and young people have been highlighted under the other priority and cross-cutting issues. Nevertheless a new task group will be established specifically charged with coordinating an action plan which ensures delivery of the strategy for children and young people. Cumbria County Council’s Director of Education will lead and support this new group, together with representatives from other sectors represented on the Partnership. There already exist a number of groups, including the South Lakeland Children’s Action Group, which could act as a sounding board for developing a coordinated approach to action planning. These groups will be brought together to establish an action plan for children and young people.

46 Shared Working Arrangements There is much work to do. Some organisations have worked in relative isolation for a long time and do not always have a good track record of being responsive to the needs of the communities they serve. The drafting of a Community Strategy will not change this overnight. As a process, however, it does represent culture change. It is a commitment towards Making it moving from ‘lone working’ into genuine partnership working. It will also encourage us to prioritise work Happen that is more clearly based on the identified needs of the community. A structure is being developed which engages the community through representatives at the Community Conferences and involvement in the task groups.

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47 Action Plans – How you can Implementation, Monitoring get Involved & Review A Community Strategy is self-defining We want to make sure that as – it is a strategy that should be in tune many people as possible are with the needs of our communities. aware of South Lakeland’s As the needs change, so should the Strategy. What are priorities now, Community Strategy and have might not be so in the future. Once the opportunity to become or the content has been agreed and continue to be involved. work on the actions has started, we will review and monitor progress. Please let us have your views on the Strategy. This will help The next step is for the action plans us to improve. to be developed by the various task groups. Approval of the action plans will involve the respective partner organisations to ensure ownership, The strategy can be accessed commitment and resources are on the South Lakeland District secured from those responsible for Council website at delivery for the relevant parts of the www.southlakeland.gov.uk strategy. This ownership will be essential if it is to be achievable. Copies are also available in local The subsequent monitoring and council offices and at libraries evaluation progress on the Strategy and can be requested from will be the responsibility of the South Lakeland District Council. Strategic Partnership which will, in turn, report to the wider ‘Community To obtain a copy, or to express Conference’. The task groups will your views, please contact the carry out detailed monitoring on a Policy and Performance Group quarterly basis with regular reports to at the Partnership particularly where targets are not being met. Community South Lakeland District Council groups and parishes will be engaged South Lakeland House as work progresses, as well as new Kendal groups as they become established. Cumbria LA9 4UF Tracking Progress Telephone: 01539 733333 To ensure we are achieving what we set out to do we will develop or email measures to show how change is [email protected] being achieved. Updates of the South Lakeland Profile will provide base information. We will use ‘Quality of Life’ Indicators to show changes in trends and opinions. We will develop local indicators to help where necessary. The Strategy is part of an evolving process and this work will be ongoing to ensure improvements are made for the benefit of people.

48 Glossary of Terms

Term Description Action Plan Plan of action with details of tasks, targets and milestones Areas of Outstanding Natural Area with special status to conserve and Beauty (AONB) enhance the quality of the landscape Children’s Bill Implements proposals outlined in the green paper, Every Child Matters, published in September 2003 and the linked Next Steps document Children’s Centres Programme providing integrated education, care, family support and health services, determining good outcomes for children and their parents Climate Change Increasing emissions of ‘greenhouse gases’ are accumulating in the atmosphere and contributing to more erratic and extreme weather conditions Community Engagement Involving the public, residents and other local groups in local issues and delivering services Community Strategy A long-term plan for ensuring the social, economic and environmental well being of the area that links together the work and strategies that exist already Community Voice Community Voice is a panel of around 3,500 adult Cumbrian residents who participate in surveys and other research conducted by local authorities Consultation Involvement of the community in the decision making process Creative Industries Those industries which have their origin in individual creativity, skill and talent and which have a potential for wealth and job creation Crime & Disorder Reduction Document describing the priorities of the Crime Strategy and Disorder Reduction Partnership over a three-year period which including targets to reduce crime and disorder Cross-Cutting Issues that would benefit all or most of the Partnership’s activities e.g. involving the community; culture Cultural Strategy A plan to ensure the varied aspects of cultural activity ranging from arts to sports from museums to tourism, parks and recreation are developed and enhanced Cumbria Biodiversity A plan of action for protecting and enhancing Action Plan (CBAP) key habitats and species of animals and plants

49 Cumbria Healthy Over 200 schools are being helped to develop Schools Initiative projects including health education, sex and relationships, drugs education and emotional health and well-being. Many schools have also looked at food and balanced eating, citizenship, safer routes to school, physical activity and school councils Cumbria Strategic Partnership A range of partners from the public, private and voluntary sectors to lead on the development of a Sub Regional Strategy for Cumbria, ensuring that the priorities link with those in the Community Strategies being developed by the four Local Strategic Partnerships Ethnic Minority People from a different culture, religion, or language to the main one in a particular place European Regional The European Regional Development Fund Development Area (ERDF) is one of the four European Union Structural Funds. It assists a wide variety of projects in the least prosperous urban and rural areas Health Equity Audit A process by which local partners systematically review inequities in the causes of ill health, and in access to effective services and their outcomes, for a defined population Housing Needs Survey Survey designed to provide a strategic study of current and future housing needs in the District Housing stock This refers to all housing in the district – both privately owned housing stock and the Council’s properties Housing Strategy A long-term plan for housing, including aims and specific tasks which are required to be carried out Inclusion A process to ensure that everyone, regardless of their background, experiences and circumstances, can gain access to the services and facilities they need to achieve their own potential in life Indigenous rural economy The economic wealth generated by locally based businesses in rural areas Inequalities Gap between the most advantaged and the most disadvantaged Local Development Framework The Local Planning Frameworks will set out the spatial planning strategy for the District, replacing the existing Local Plans Local Transport Plans Actions to reduce the reliance on the motor vehicle and provide more opportunities to travel by alternative modes

50 Market Towns Initiatives Projects funded by the Countryside Agency & North West Development Agency whereby market towns assess their needs and develop an action plan for regeneration Morecambe Bay Morecambe Bay Primary Care Trust’s smoking Tobacco Alliance cessation service has looked to develop smoke free places within public buildings. To achieve this a Tobacco Alliance has been established Neighbourhood Forums Provide communities with a means of influencing how services are delivered locally North West Development Provides strategic leadership, programmes and Agency funding to ensure the sustainable economic development and regeneration of England’s Northwest. Outcome The long-term benefits you want to see created by a strategy or programme e.g. as a result of an initiative affordable housing for local residents has been increased by 10% Parish Plan A local action plan at Parish level that aims to involve the whole community – from the initial village appraisal to making decisions to improve local quality of life Partnership A group of organisations and individuals working together with a common purpose Performance Achieving the agreed needs and objectives of the organisation Performance Indicators Identifies where performance is up to – whether it is weaker, stronger or on target Planning and Compulsory Requires the planning system and planning Purchase Act 2004 practice in England to undergoing the most fundamental reforms for over a decade Public Realm Our streets, squares, roads and parks Pump-Priming Giving small amounts of money to enable organisations to develop proposals with the aim of attracting further funding from external sources Pyrolysis Process of turning organic waste including plastics into a fuel to be burnt Quality of Life Indicators Measure the issues that make South Lakeland a good place to live Regeneration The improvement and development of a geographic or socio-economic area Regional Economic Strategy The Regional Economic Strategy provides the economic development framework for the Northwest

51 Regional Government Refers to an Elected Regional Assembly which would represent the whole region of the North West Resources Money, time, property, people, information and infrastructure Right to Buy (RTB) Tenants right to buy their Council property Rural Regeneration Company Not for profit public company limited by guarantee, created by the North West Development Agency and Cumbria County Council to respond to problems in the rural Cumbrian economy highlighted by the foot and mouth crisis in 2001 Safer Routes to School The identification and improvement of walking and cycling routes to school Site of Special Scientific Sites of national importance for their wildlife Interest (SSSI) habitats, geological features or land forms and with protection in law from adverse development Sustainable Ensuring that all relevant policies are concerned with using or promoting reusable resources and to minimise the impact on the environment. A Sustainability Assessment of the Community Strategy has been carried out Targets The level of performance it is intended to achieve from a particular action UK Assisted Area Status Allows companies in the eligible geographical areas of the UK the opportunity to apply for assistance Unitary authority status Single tier councils which carry out all of the functions of local government, unlike two tier arrangements, as in South Lakeland, where responsibility is split between South Lakeland District Council and Cumbria County Council Waste Management Strategy Framework which incorporates all stakeholders in the waste management process to ensure that the legislative and environmental targets are met

52 Members of South Lakeland Strategic Partnership

Churches Together in Cumbria

Confederation of British Industry

Connexions Cumbria

Crime and Disorder Reduction Partnership

Cumbria Association of Local Councils

Cumbria Constabulary

Cumbria County Council

Cumbria Biodiversity Partnership

Cumbria Police Authority

Kendal Athletics Club

Lake District National Park Authority

Morecambe Bay Hospitals Trust

South Lakeland District Council

South Lakeland Council for Voluntary Service

South Lakeland Local Health Group

Welfare State International

Young Cumbria

Youth Council

53 The strategy can be accessed on the South Lakeland District Council website at www.southlakeland.gov.uk. Copies are also available in local council offices and at libraries and can be requested from South Lakeland District Council. To obtain a copy, or to express your views, please contact the Policy and Performance Group at South Lakeland District Council, South Lakeland House, Kendal, Cumbria, LA9 4UF Telephone: 01539 733333 or email [email protected]

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