Draft Structure For National Park Management Plan

Working in Partnership: A Management Plan for the Lake District 2010 - 2015Contents Executive SummaryForeword  By Lord Clarke of Windermere and Richard Leafe1 Background1.1 The 2030 vision for the Lake District National Park 1.2 Special Qualities of the Lake District National Park 1.3 The purpose of this Plan2 Managing the Lake District 2010 - 20152.1 Current drivers for change 2.2 Delivery Aims and performance indicators 2.3 Using the action plan3 Issues and Actions3.1 Landscape, Biodiversity and Ecosystem Services 3.2 Cultural Heritage and Built Environment 3.3 Farming and Forestry 3.4 Access and Outdoor Recreation 3.5 Sustainable Tourism and Visitor Facilities 3.6 Supporting Communities 3.7 Housing 3.8 Employment and Business 3.9 Climate Change 3.10 TransportAnnexes Glossary and list of acronyms  Statement of outstanding universal value (OUV)  Snapshot of Park  Park Profile  Links to other plans  Relevant policies – LDF  Map showing locally-distinctive actions 1 1 – Background1.1 The 2030 vision for the Lake District National ParkThe Vision for the Lake District National Park is to be an inspirational example of sustainable development in action. Working together for a prosperous economy, vibrant communities and world class visitor experiences - and all sustaining the spectacular landscape, its wildlife and cultural heritage.We will see: A prosperous economy – Businesses will locate in the National Park because they value the quality of opportunity, environment and lifestyle it offers – many will draw on a strong connection to the landscape. Entrepreneurial spirit will be nurtured across all sectors and traditional industries maintained to ensure a diverse economy.  World class visitor experiences – High quality and unique experiences for visitors within a stunning and globally significant landscape. These will be experiences that compete with the best in the international market. Vibrant communities – People successfully living, working and relaxing within upland, valley and lakeside places where distinctive local character is maintained and celebrated.  A spectacular landscape – A landscape which provides an irreplaceable source of inspiration, whose benefits to people and wildlife are valued and improved. A landscape whose natural and cultural resources are assets to be managed and used wisely for future generations.1.2 Special Qualities of the Lake District National ParkThe special qualities distinguish the National Parks from each other and from other parts of the country. It is essential that we are clear what these special qualities are, so we can continue to give them the highest level of protection. Consultation on the Lake District National Park Management Plan in 1997 and World Heritage Site proposals in 2002 identified a number of characteristics that make the Lake District National Park unique. These are:  Complex Geology  Diverse Landscape  Concentration of Common Land  Unique Mosaic of Lakes, Tarns and Rivers  Wealth of Habitats and Wildlife  Extensive Semi-Natural Woodlands  History of Tourism and Outdoor Activities  Opportunities for Quiet Enjoyment  Open Nature of the Fells  Rich Archaeology  Distinctive Settlement Character  Celebrated Social and Cultural HeritageThe Lake District National Park is on the Government’s tentative list of World Heritage Site nominations. The nomination falls in the 'Cultural Landscape' category and stems from the final point in the list of special qualities, celebrated social and cultural heritage. The statement of Outstanding Universal Value is in Annex x.2 Complex Geology The distinctiveness and rarity of the Lake District’s geology and geomorphology are amongst its special features. Its rocks provide a dramatic record of nearly 500 million years of the earth’s history. Within today’s picturesque and tranquil scenery we can see evidence of colliding continents, some of the most violent volcanic activity ever to affect the British Isles, deep oceans, tropical seas, and kilometre-thick ice sheets. The area has the largest and deepest lakes and highest peaks in England. Its rock sequence, which shows a variety of distinct and different climate regimes, makes a significant contribution to our understanding of past climates. Diverse Landscape The area’s imposing natural landforms are overlaid by thousands of years of human activity. There is a clear pattern of land use and development of enclosure, which is dictated by the topography and characterised by in-bye, in-take, out-gang and fell. The mix of lakes, farmland, fell, woodland and settlement gives each valley a visual and cultural distinctiveness of its own. These contribute to the quality of the National Park as a whole. The National Park attracted the attention of the Picturesque and Romantic Movement. The development of designed landscapes, eighteenth and nineteenth century landscape gardens, and exotic planting, are amongst its distinctive landscape features, especially on the Windermere to Derwent Water axis. Concentration of Common Land The Lake District National Park has the largest concentration of common land in Britain, and possibly Western Europe, with a continuing tradition of collective management. This is characterised by landlords’ flocks, hefted livestock, communal gathers, and the use of traditional breeds, including Herdwick sheep and fell ponies. Unique Mosaic of Lakes, Tarns and Rivers The National Park has an infinite variety of becks, rivers, lakes and tarns. They are nationally important, in part because of their water quality, range of habitats, and species such as vendace, salmon, charr, crayfish, and schelly. The plants and animals they support depend on differences in water chemistry and, in particular, nutrient levels. Nutrient-poor lakes, such as Wastwater, contrast with more nutrient-rich lakes like Esthwaite Water. The lakes and tarns provide a unique record of climate and environmental change through their waters and sediments. Enhanced by mountains, woodlands and farmed landscapes, they give the Lake District a quality of scenery and recreational resource found nowhere else in England. Wealth of Habitats and Wildlife A combination of varied geology, land use, altitude and climate supports a wide range of habitats and species in the Lake District National Park, of national and international importance. The Lake District is unique in England for its abundant and varied freshwater habitats. It has more ancient semi-natural woodland than most parts of the U.K. Other key habitats include mires, species-rich hay meadows, limestone pavement, upland heath, screes and arctic-alpine communities, lakeshore wetlands, estuary, coastal heath and dunes. Several of these important habitats, such as lowland raised mires, upland peat bogs and woodlands, play an important role in helping to reduce greenhouse gas emissions by 'locking-in' vast quantities of carbon.Extensive Semi-Natural Woodlands The semi-natural woodlands add texture, colour and variety to the landscape. They also provide a home for native animals and plants, and define the character of many valleys in the Lake District. The high rainfall in the core of the National Park favours woodlands rich in Atlantic mosses and liverworts, ferns and lichens. The limestone on the fringes of the National Park also supports distinctive woodland types. The presence of wood pasture, pollards and old coppice woodland forms part of the rich cultural heritage of the National Park. 3 History of Tourism and Outdoor Activities The diverse landscapes provide opportunities for a wide range of land and water sporting and recreational activities. The National Park has the highest concentration of outdoor activity centres in the U.K. It is the birthplace of mountaineering and there is a tradition of unrestricted access to the fells together with an extensive network of public rights of way. The area has long been popular with tourists. Its history of recreational walking can be traced through the ‘viewing stations’ or woodland clearings of the late eighteenth century, to Wordsworth’s ‘Guide to the Lakes’, and the guides of more recent writers including Wainwright. Public transport includes passenger launches and steamers on the larger lakes – a unique resource in inland England and Wales. The area has one of the most diverse ranges of tourist facilities, attractions and accommodation in the country. Opportunities for Quiet Enjoyment The tranquillity of the fells, valleys and lakes gives a sense of space and freedom. There is an opportunity for spiritual refreshment: a release from the pressures of modern day life and a contrast to the noise and busyness experienced elsewhere. These are all vital components of the concept of quiet enjoyment and can be found in many places across the whole of the National Park. Open Nature of the Fells The relatively open character of the uplands, and the lack of modern development, is especially important. To walk freely across the fells, or climb their crags, is liberating and gives a sense of discovery. There is a feeling of wildness, offering personal challenges for some and impressive open views for everyone. To many people the Lake District is a safe place: it is possible to feel remote, yet know that the nearest settlement is never far away.Rich Archaeology There have been people in the Lake District since the end of the last ice age and the landscape reflects a long history of settlement with many traces of prehistoric and medieval field systems. The underlying geology has influenced and determined our use of the land, and provided the source of stone tools, building materials and a host of minerals. Internationally important archaeological monuments include stone circles, axe production sites, Roman roads and forts and charcoal blast furnaces. The high rainfall has assisted the production of water power, as a prime source of energy and crucial for the mining, gunpowder and wood processing industries. These industries have helped to shape the landscape. Distinctive Settlement Character The architecture of the Lake District National Park varies from the traditional to more formal design. Local materials, including different types of slate, are a common link between contrasting styles. Finishes such as lime wash, and the use of sandstone, granite and limestone for detail, add variety and interest. Many towns, villages and hamlets have a distinctive combination of buildings and open spaces. Dry-stone walls and hedgerows form a visual and historic link between settlement and countryside. Local building practices are reflected in chimneys, windows and walling, and in structures such as hogg houses, peat houses, packhorse bridges and bank barns. Despite the distinctive local vernacular, the Lake District also contains some fine examples of villa architecture, a style which epitomises an era striving for grandeur, wealth and quality of life following city based industrialisation in places such as Manchester and the arrival of the railway into the Lake District in the mid 19th century. Celebrated Social and Cultural Heritage The character of the National Park is inseparable from the personalities, lifestyles and traditions of its people. It includes those who worked the land, hewed its rock and helped to shape the landscape, to the writers and environmentalists, such as Wordsworth and Rawnsley, who campaigned for landscape protection in its own right. The National Trust and movement for National Parks in England and Wales have their roots here and this has had an 4 international influence on the development of the conservation movement. It is therefore true to say that the Lake District has always been at the forefront of understanding on environmental sustainability. Lake District landscape has influenced the work of artists such as Turner, Heaton Cooper and Kurt Schwitters, and inspired the Romantic poets including Wordsworth, Coleridge and De Quincey. It is associated, through Ruskin, with the ‘Arts and Craft Movement’. Its social history has been immortalised in the works of Hugh Walpole and Norman Nicholson. Well-known authors of children’s fiction include Arthur Ransome and Beatrix Potter. The area has its own dialects and distinctive sports such as hound trailing, fell running, and Cumberland and Westmorland wrestling. There are indigenous breeds of sheep and local crafts and foods, all celebrated at local valley shows and now more widely. 1.3 The purpose of this PlanThis Management Plan: is the over-arching strategic document for the National Park – central to the future of the Park co-ordinates and integrates other plans, strategies and actions in the National Park, where they affect the Park purposes and duties sets the Vision and outcomes for the National Park, which will guide the future of the Park over the next 20 – 30 years indicates how the National Park purposes and associated duties will be delivered through sustainable development sets the framework for all policy and activity of the Lake District National Park Authority.The importance of this Management Plan has been increased dramatically given the aspirations and vision of the LDNPA and partners. Ambitions for a world class visitor experience and a World Heritage Site, underline the Lake District’s importance and brings it into even greater prominence at the international scale. Whilst these ambitions are correctly set high it also means there is ‘further to fall’ if this status is matched by future approaches to management and challenges. The statutory purposes of all National Parks in England and Wales are: To conserve and enhance the natural beauty, wildlife and cultural heritage of National Parks; and  To promote opportunities for the understanding and enjoyment of the special qualities of the National Parks by the public.In any National Park, it is crucial that all partners and stakeholders, not just the National Park Authority, know how they will work to achieve these purposes. In the Lake District National Park, partners and stakeholders recognised that there was no shared commitment. There was nothing that could bind all our different agendas together. In 2006 the Lake District National Park Authority therefore took the lead to bring people and organisations together to agree a new Vision for the National Park 2006-2030, and the Lake District National Park Partnership was established.5 It is this Vision that has been agreed as the mechanism to bring together everyone to achieve the purposes of the National Park. It is this Vision that guided the review of this Management Plan and development policies and plans within the Local Development Framework.The Lake District National Park Partnership are the owners of the Management Plan and have overseen and inputted to its production. They have reviewed the content of the Plan as it has been developed at key stages. The terms of reference of The Lake District National Park Partnership are to:1. Develop, agree, and continuously review, a vision for the Lake District National Park by engaging others;2. Develop, agree and monitor a delivery plan for the vision for the National Park by establishing clear roles for members of the partnership and other organisations;3. Provide strategic advice and recommendations to the National Park Authority in the creation, monitoring and review of policies for developing and managing the National Park and any issues related to its future. This will include the Lake District National Park Management Plan, the Local Development Framework, and the State of Park Report.The members of the Partnership are currently:Action with Communities in Cumbria Environment Agency (ACT( Forestry Commission Allerdale Borough Council Friends of the Lake District Copeland Borough Council Government Office North West Country Land and Business Lake District National Park Authority Association National Farmers' Union Cumbria Association of Local National Trust Councils Natural England Cumbria County Council North West Development Agency Cumbria Tourism RSPB Cumbria Vision Rural Regeneration Cumbria Cumbria Wildlife Trust South Lakeland District Council Eden District Council English HeritageIn May 2009 Lake District National Park Partnership meeting, partner organisations and respective individuals were highlighted as leads for each of the four elements of the National Park Vision:  Prosperous Economy – Cumbria Vision  World Class Visitor Attraction – Cumbria Tourism  Spectacular Landscape – Natural England  Vibrant Communities – Cumbria Association of Local Councils / Voluntary Action Cumbria 6 2 Managing the Lake District 2010 – 20152.1 Current drivers for changeTo be inserted2.2 Delivery aims and long term indicators of successThe Lake District National Park Partnership have agreed 24 delivery aims to help us achieve the Vision. These help structure the direction for the next five years of activity. However in terms of their delivery, they need to be realised through shorter term, and measurable actions that can be delivered over a five year period (the lifetime of this Management Plan). These actions will help us start moving our long term indicators of success in the right direction, working towards our Vision for the National Park.Targets for the long term indicators of success will be set after public consultation7 A prosperous economyThe outcome: Businesses will locate in the National Park because they value the quality of opportunity, environment and lifestyle it offers – many will draw on a strong connection to the landscape. Entrepreneurial spirit will be nurtured across all sectors and traditional industries maintained to ensure a diverse economy.The long term indicators of success will be:Targets will be set after public consultation 1 An increase in new business registration rate2 An increase in the percentage of small businesses in an area showing employment growth3 An increase in the median earnings of employees in the area4 An increase in the percentage of planning applicants satisfied with the service received5 An increase in the amount of additional employment floorspace availableKey delivery aims are:1 Adopt a proactive, consistent and inclusive approach to planning.2 Connect the special qualities of the National Park, including landscape features and cultural heritage, to the economy through imaginative approaches, including use of traditional skills.3 Maximise the opportunities for the National Park to support the regeneration of Cumbria and wider regional or national initiatives.4 Actively support land managers in the task of sustainably managing the landscape: delivering environmental and economic benefits for themselves and the wider community.5 Promote growth of an integrated economy which nurtures vibrant, diverse and high value businesses and enables them to meet market demands, such as use of low-carbon and digital technologies.6 Encourage small businesses and entrepreneurial aspirations to develop alongside the appropriate supportive infrastructure they need.8 World class visitor experiencesThe outcome: High quality and unique experiences for visitors within a stunning and globally significant landscape. Experiences that compete with the best in the international market.The long term indicators of success will be:Targets will be set after public consultation 1 An increase in the percentage of visitors rating their overall level of satisfaction with their visit as very good2 An increase in the percentage of visitors who return to the National Park3 An increase in the average length of stay4 An increase in the percentage of visitors using public transport during their visit5 An increase in the percentage of accommodation providers in an accredited schemeKey delivery aims are:1 Promote a welcoming National Park for all, which encourages people to visit again.2 Enhance the quality and diversity of the visitor's experience through improvements to accommodation, attractions and visitor facilities.3 Encourage opportunities for sustainable tourism, such as visitors staying longer, spending more on local goods and services and using public transport.4 Celebrate what is special about the Lake District by promoting its rich cultural heritage, local traditions and products.5 Making the most of the landscape and nature as the backdrop for outdoor leisure experiences for all, from relaxing and tranquil to adventurous and exhilarating.6 Engender pride and responsibility, securing the long term sustainability of the special qualities of the National Park.9 Vibrant communitiesThe outcome: People successfully living, working and relaxing within upland, valley and lakeside places where distinctive local character is maintained and celebrated.The long term indicators of success will be:Targets will be set after public consultation 1 An increase in percentage of residents who are satisfied with their local area2 An increase in the percentage of residents who feel they can influence decisions in their locality3 An increase in the percentage of residents who feel that they belong to their neighbourhood4 An increase in the number of affordable homes delivered5 An increase in access to services and facilities by public transport, walking and cyclingKey delivery aims are:1 Develop housing and employment opportunities that enable people to live and work in the community.2 Ensure effective access to a broad range of life long learning opportunities.3 Enable communities to influence and work with others to support the retention of local services and ensure access to essential services, such as health, childcare and support for the elderly. 4 Provide an integrated transport network which offers attractive alternatives to the car.5 Help people within the National Park have a sense of belonging and pride, understanding the distinctiveness and cultural heritage of their area and contributing to its future well- being. 6 Involve communities, particularly children and young people, to help develop communities which are sustainable for future generations.10 Spectacular landscapeThe outcome: A landscape which provides an irreplaceable source of inspiration, whose benefits to people and wildlife are valued and improved. A landscape whose natural and cultural resources are assets to be managed and used wisely for future generations.The long term indicators of success will be:Targets will be set after public consultation 1 Reduce per capita CO2 emissions 2 Improve local biodiversity – by increasing the proportion of local sites where positive conservation management has been or is being implemented3 An increase in the percentage of sites of special scientific interest in favourable or recovering condition4 An increase in the percentage and area of land in agri-environment schemes5 An increase in the percentage of total length of public rights of way which are easy to use by members of the public6 Water quality indicator – to be developed7 Cultural heritage indicator – to be developedKey delivery aims are:1 Ensure change strengthens the character of the Lake District's landscapes, whilst sustaining natural resources.2 Protect and restore natural water features through whole catchment management.3 Create a joined up approach to manage and enhance cultural and natural features, habitats and wildlife.4 Mitigate against climate change in line with national carbon budgets and develop strategies and actions to adapt to climate change.5 Improve the quality of the built environment, promoting innovative, high quality and sustainable design which takes inspiration from its surroundings.6 Enable people to connect with nature and landscape - by improving access, understanding, enjoyment, education and health.11 2.3 Using the action planThe final part of the document presents the Action Plan. The Action Plan is structured by topic. Each topic has a summary of the key challenges and opportunities, current management arrangements and actions to be delivered in the next five years. We recognise that actions may be relevant to several topics but to keep this document as short as possible we have only recorded each action once, under a particular topic. We have cross-referenced other relevant actions at the bottom of each table.This cross referencing will be done once actions all drafted so can number.Each action has a deadline, anticipated costs, outputs and a lead organisation. Some actions are specific to an area and these are shown on a map in Annex ?We will update this Action Plan annually, so there is an emphasis on which actions we will complete in the first year. 12 3 Issues and actionsGaps to be worked on including access, education and understanding, biodiversityWe will also cross reference actions to delivery aims and other topics as appropriate3.1 Landscape, biodiversity and ecosystem servicesChallenges and opportunitiesEngland’s National Parks are largely upland in nature and as such Management Plans should give particular thought to how to promote the sustainable management of the uplands. In turn, the Management Plan needs to consider how these changes will be responded to, both to mitigate the effects of climate change and to illustrate more sustainable and energy efficient ways of living. The National Park’s exceptional landscape was the principal reason for its designation. A complex geology formed from millions of years of lifting, folding and volcanic activity forms the basis of the dramatic landform we see today. This has been subsequently shaped by repeated glaciations and, more recently, by human activity.From the first forest clearings in Neolithic times there is much evidence of past industry, such as mining, quarrying and forestry, based on natural resources.Rapid agricultural expansion in the late 17th and 18th centuries - ‘the great rebuilding’ period - was when the characteristic Lake District farmhouses with ‘inbye’ fields of improved pasture in the valley bottoms, ‘intakes’ of semi-improved land on the fell sides, and rough grazing above the fell wall were created. Building materials were won locally from quarries and woodlands and created a strong sense of identity and sense of place still very much intact today.In the 18th and 19th centuries the development of the Romantic and Picturesque movements evolved into the early tourism industry. This attracted an inward migration of wealthy entrepreneurs. The large houses and villas, designed landscapes and parks and gardens that characterise some parts of the National Park, date to this period.The landscape continues to evolve with climate change, agriculture, forestry and other land management practices, as well as development, affecting its quality and character. In the National Park, changes have varied in scale and impact, from reservoirs and road schemes to single structures such as wind turbines.All this landscape change has brought its challenges: poor design, for example, can introduce a suburban element inappropriate in a rural setting; small changes in sensitive locations, such as installation of telecommunications masts, can easily spoil the scene; inappropriate or excessive lighting, and the cumulative impact of lighting, can deny us views of the night sky.Last but not least, central to the landscape is of course water management of river basins and the lakes themselves. Water quality has been declining, for example due to pollution, erosion, use of detergents and this has impacted upon bathing, safety and perhaps most importantly, the image of a world class area, especially when this is associated with the namesake ‘lakes’. Recent projects have been instigated to address this issue and these have provided community and holistic benefits. One such project, delivered using Heritage Lottery Funding, has been Bassenthwaite Reflections. This has been welcomed by the community and deemed a success, as well as providing a number of interesting lessons to learn from. Due to its 13 success a second ‘Reflections’ project has been instigated for the Lake Windermere catchment, which includes the lakes of Esthwaite, Rydal and Grasmere as well as the Langdale Valley. 2010, Year 1 of the Management Plan, is the International Year of Biodiversity. Some of the National Park’s special qualities reflect the importance of its diverse flora, fauna and landforms: a complex geology; unique mosaic of lakes, tarns and rivers; and wealth of habitats and wildlife. The National Park has an impressive extent of international, national, and locally designated areas - from Ramsars, Special Protection Areas and Special Areas of Conservation to local wildlife sites and regionally important geological/geomorphological sites. It includes, for example, over 36,000 hectares of European designated sites, nearly 41,000 hectares of Sites of Special Scientific Interest and over 14,000 hectares of local wildlife sites. There is a significant proportion of ancient semi-natural woodland compared to elsewhere in the UK. Woodland pasture and ancient trees, including pollarded trees in fields, are particularly important local landscape features.The National Park is also an important refuge for a number of species that are declining in the rest of the UK and in Europe. There are 16 European protected species, and of the priority species and habitats listed in the UK Biodiversity Action Plan, 173 species and 35 habitats are found here.There are important habitats and species across the whole of the National Park, not just within the 25 percent that has a conservation designation. And networks of healthy habitats, or green infrastructure, not only allow species to move more easily but also make the landscape more adaptable to change. This will become increasingly important with climate change. Well managed peat bogs, for example, are valuable for biodiversity and absorbing and storing carbon.The European Habitats Forum, a coalition of conservation networks across the European Union, has recently asked Heads of Government to commit to a new 2020 target that aims for the recovery of characteristic species and habitats and well-functioning ecosystems, and achieves synergies between sustaining biodiversity and mitigating and adapting to climate change.Habitats provide many of the goods and services essential for social and economic well-being: clean air and water, high quality foods, and products from woods and trees. These ecosystem services are an important reason to protect and enhance species, habitats and habitat networks. Many businesses, especially the tourism industry, rely on a high quality environment, and the richness of the natural resource attracts investment into the area.The way we use, manage and develop land has a significant impact on wildlife. The number and extent of designated sites should not make us complacent. There has been considerable decline across the UK of some habitats and species since the 1940s. Not all Sites of Special Scientific Interest in the National Park are in favourable condition, and some areas are badly degraded.ActionsFurther work is needed on actions to address biodiversity, such as links with Cumbria Biodiversity Action Plan14 R Action Action Lead Deliver Measures of success ef Comple Organisat y Aims te By ion (Bold) Met and Partners 1 Develop a joined-up approach to our green infrastructure by: a Agreeing a green ? CCC infrastructure strategy for CumbriaWe need to ensure that we retain a network of natural environments and green spaces for social, environmental and economic benefits. This will include allotments and village greens. b Mapping ecosystem services Natural PE4 GIS layer map of in the National Park England SL1 ecosystem services in the CCC SL3 National Park produced by A GIS layer of ecosystem LDNPA ? services will help identify Forestry opportunities to deliver social, Commissi environmental and economic on benefits. Environme nt Agency 2 Undertake projects on a landscape-scale by:We will look at environmental, social and economic benefits when assessing landscape- scale projects. a Adopting the Landscape 2011 LDNPA To be developed - Number Character Assessment as a Natural of changes inconsistent Supplementary Planning England and consistent with Document National defined landscape Trust character We recognise there are Forestry different distinctive areas in the Commissi National Park and we need to on take account of landscape English character to guide development Heritage and land use change to protect areas of high sensitivity.15 R Action Action Lead Deliver Measures of success ef Comple Organisat y Aims te By ion (Bold) Met and Partners b Integrating information to 2011 LDNPA give clear evidence base: English Heritage We will integrate GIS layers to ensure that we have a clear evidence base for landscape character and historic landscape characterisation. This will be used with GIS layers on designated wildlife and geological sites and ecosystem services. c Improving water quality of Environm Windermere through the ent Windermere Catchment Agency Restoration Programme LDNPA Natural We will work to: England United  improve the water Utilities quality and protect National the natural ecology Trust of the catchment and Cumbria its lakes Tourism Forestry  increase Commissi environmental on awareness amongst SLDC resident and visitor communities by providing opportunities to celebrate and enjoy what is special about Windermere and its catchment.  ensure that improvements to lakes and landscape in the catchment support a healthy local economy.16 R Action Action Lead Deliver Measures of success ef Comple Organisat y Aims te By ion (Bold) Met and Partners d Improving water quality of Bassenthwaite through the Bassenthwaite Lake Restoration Programme e Mapping the Vital Uplands for Natural Complete Bassenthwaite Bassenthwaite England Vital Uplands pilot by ? LDNPA Bassenthwaite Vital Uplands is Environme one of three national pilot nt Agency studies of the benefits the environment provides, including carbon storage, water, biodiversity, livestock production, timber, tourism and cultural heritage. This project is within the Bassenthwaite Lake Restoration Programme f Piloting a valley management LDNPA Water quality of Ullswater plan for Ullswater Natural England Develop Valley Land Use We will pilot a valley-planning Forestry Plan for Ullswater by ? approach at Ullswater, working Commissi with the local community, to on develop solutions to land and National water management at a valley Trust scale. Friends of the Lake District ACT RSPB g Improving water quality in United Haweswater and Thirlmere Utilities through SCAMP (Sustainable RSPB Catchment Management Programme) h Wilding Ennerdale National Trust Through the Wild Ennerdale United project we are allowing Utilities Ennerdale to evolve as a wild Forestry valley relying on natural Commissi processes to shape its on landscape and ecology17 R Action Action Lead Deliver Measures of success ef Comple Organisat y Aims te By ion (Bold) Met and Partners 3 Improve the condition of designated wildlife and geological sites by: a Ratifying county wildlife sites CWT % of ratified local wildlife LDNPA sites in the National Park We need a sound evidence District base to ensure that we are Councils protecting the best sites for Local Sites wildlife in the National Park. Partnershi Retaining existing sites in good p condition will help retain carbon, and improving them should improve carbon storage. b Assessing the impacts of Cumbria climate change on Cumbria Biodiversi Biodiversity Action Plan ty species and habitats Partnersh ip We need to identify whether the Natural species and habitats in England Cumbria Biodiversity Action Plan are resilient to the effects of climate change to help us make decisions based on this evidence. c Restoring blanket bogs and 2014 CWT SL1 mires Natural SL3 England SL4 We will restore blanket bogs LDNPA and mires in the National Park to capture carbon and improve biodiversity. d Undertaking projects on CWT % of ratified local wildlife individual habitats Natural sites in the National Park England We will undertake projects to LDNPA improve habitats, subject to funding. Current projects include one on haymeadows and another on wetlands. Potential future projects include woodlands and blanket bogs.18 R Action Action Lead Deliver Measures of success ef Comple Organisat y Aims te By ion (Bold) Met and Partners 4 Develop a woodland strategy 2013 Forestry SL3 Area and % of land in and delivery plan Commissi SL4 Woodland Grant Schemes on SL1 To reflect the importance of our LDNPA SL6 Area of woodland in the woodland assets in relation to Natural PE4 National Park?? – is this use for carbon storage, England, PE2 recorded somewhere recreation, energy use and for Friends of furniture or building. the Lake District Cumbria Woodland s5 Holistic delivery of the Rural Development Programme in the National Park by: a Maximising spend on agri- Natural environment schemes England Forestry We will work to ensure that we Commissi maximise the amount spent in on the National Park on agri- LDNPA environment and forestry National schemes in the National Park, Trust to help farmers manage the Cumbria land sustainably. Wildlife Trust b Delivering agri-environment Natural Staff trained to provide and forestry schemes England advice on Environmental Forestry Stewardship Schemes We will work with land Commissi by ? managers to maximise the on benefits to the environment LDNPA ELMS indicators – length through Environmental National of stone walls etc Stewardship and Woodland Trust Grant Schemes. This will help Cumbria protect and improve Wildlife biodiversity, landscape, water Trust quality, cultural heritage, access and minimise the impacts of climate change.19 R Action Action Lead Deliver Measures of success ef Comple Organisat y Aims te By ion (Bold) Met and Partners c Working towards sustainable 2013 land management in the futureThe Rural Development Programme runs until 2013, so we need to prepare ourselves by lobbying for continued funding on a valley-based approach. 6 Raise awareness of biodiversity in the National Park by: a Promoting 2010 as the Year 2010 LDNPP SL6 of BiodiversityWe will have an item related to biodiversity at all our meetings during 2010. b Running the Access to LDNPA SL6 Nature project CCC Cumbria We will run this project to work NHS with young people in West Cumbria highlighted as areas of deprivation to provide opportunities to access and enjoy the National Park. c Running the Flora of the Fells 2010 Friends of SL6 To run x events as part of project the Lake Flora of the Fells project District CWT Number of people NT attending Flora of the Fells Tourism events a and Conservati on Partnershi p Natural England LDNPA ACT RSPB20 3.2 Cultural heritage and built environment Challenges and opportunitiesThe Lake District is one of the richest cultural landscapes in England. It has been inhabited by humans for around 14,000 years, and the spectacular archaeological heritage of the area is one of the special qualities of the National Park. Notable remains include Neolithic stone circles and axe factories, Bronze Age fields and settlements, Roman forts and roads, Norse ecclesiastical sculpture, medieval abbeys and an important industrial legacy of mines, quarries and smelting sites. The vernacular architecture of farms and villages is also of special note and includes many features unique to the area. The wider landscape is also of great antiquity as the majority of the walled field systems in the valleys had their origins in the early medieval period. Most of the farming landscape of scattered farms, enclosed in-bye land, and unenclosed common grazing on the fells was established by the end of the 18th century and remains substantially intact. The Lake District landscape, together with its local traditions and particular social development inspired Romantic poets and artists such as Wordsworth, Coleridge and Turner and battles over its protection led directly to the development of the modern conservation movement and the National Trust. This gives the Lake District an international significance which is being addressed through the current bid for World Heritage Site inscription.Over 14,000 individual sites are recorded in the Lake District Historic Environment Record, of which 275 are designated as Scheduled Monuments, 1740 Listed Buildings, 9 Registered Parks and Gardens and one is part of Hadrian’s Wall World Heritage Site. The government has proposed major changes to heritage protection legislation through a heritage protection reform process. If this is implemented it will have major implications for the system of designating historic assets and consents procedures.The recent Scheduled Monuments at Risk Survey carried out by English Heritage, assisted by the LDNPA, has identified that 65 Scheduled Monuments in the Lake District are at High Risk, the highest number in the North West Region, an additional 37 are at medium risk and 170 at Low Risk.The historic environment is fragile and requires management and protection to avoid damage. This must be based on sound information derived from survey and assessment, and the LDNPA maintains the Lake District Historic Environment Record for this purpose. This also includes the results of the Lake District Historic Landscape Characterisation project.Conservation issues include: Damage to archaeological sites through bracken and scrub growth and other natural agencies such as animal burrowing;  Poor agricultural management;  The results of extreme weather events, including flooding;  Lack of archaeological information for some areas of the National Park (only 20% of National Park has been surveyed);  Development proposals;  Deterioration of industrial remains through lack of maintenance;  Deterioration of walls and agricultural buildings through lack of investment;Issues affecting local cultural heritage and traditions include: Loss of knowledge and continuity of practice through reduction in local farming communities; 21  Loss of local traditional skills;  Need to record information from older generations (oral history etc)  Recognition of lesser-known or appreciated aspects of cultural heritage eg. local tradition of wooden boats;The LDNPA works with partners through the Lake District Historic Environment Advisory Group to identify and coordinate the implementation of historic environment work in the National Park. The HEAG agrees and monitors the Lake District Historic Environment Strategy and advices the Lake District Partnership on historic environment matters, including policy. Many archaeological conservation problems are avoided through the early provision of advice and information. This includes pre-application advice through the development control process and the provision of information through outreach projects such as the recently completed Access to Archaeology and Ring Cairns to Reservoirs projects. These often rely on Heritage Lottery funding for implementation.Bracken and scrub growth, animal damage, poor agricultural practice, mitigation of the effects of extreme weather events and conservation of industrial sites can be tackled through agri- environment grant schemes and the ELMS project where sites fall within agreement areas. Some issues may require joint action and funding with partners, including English Heritage, the National Trust, United Utilities, Forestry Commission and others.If the Lake District is inscribed as a World Heritage Site this will provide further requirements and opportunities for conservation, management and interpretation of the cultural landscape and local cultural heritage.Development that achieves design excellence, that is of the right type, and in the right location, should add to the existing high quality natural and built environment. National and regional design policies, such as those in the Regional Development Principles, aim to secure high quality design. We want to establish a reputation for design that inspires people to live, work and enjoy the National Park.Often good quality design isn’t adhered to because of the high short term costs, which are not considered against the economic benefits of good design, an extended lifetime and robustness. Design is about much more than how a building or place looks. We are aiming for developments where inspirational design ensures that the development contributes to a sense of local identity and that incorporates sustainable development principles. Design should reflect the townscape, public realm and wider landscape, as well as complementing neighbouring buildings. It should also be the basis for durable and flexible developments that can adapt to climate change and to changes in social and economic conditions. Maintenance of developments contributes to their durability, and we can influence this key element by encouraging high quality design. We will work with developers to meet our aims for design.The National Park’s built environment is a central part of our cultural heritage, cultural landscape and sense of identity. The availability of local materials has been fundamental in creating this local vernacular. We are keen to maintain and strengthen these distinctive characteristics, and this relies on a reliable source of local material. We are therefore not basing our starting point for future mineral extraction purely on economics.In terms of minerals, the Cumbrian Fells have provided access to rare minerals such as copper and lead for centuries, bringing local prosperity and leaving a visible and important mineral heritage across the area. Mining of rare minerals has ceased and mineral extraction now focuses on the area’s underlying geology. There are nine active building stone and slate quarries operating in the National Park and two active, and one inactive, crushed rock quarries. Traditionally, development within the National Park has sourced building materials 22 locally. This self sufficiency meets Government’s goals for sustainable development. We have not identified any significant problems with the current supply levels of building stone or slate.The LDNPA has been undertaking a comprehensive assessment of its Conservation Area’s in terms of producing appraisals and management plans. This is a highly useful process in terms of understanding and managing what we have, but only in the settlements with such designations. There is therefore the need / opportunities to undertake an appraisal of all settlements without Conservation Area designations to understand their needs and priorities. Community led planning, as touched on within the Vibrant Communities Action Plan, is an excellent way to do this. The built environment is a particular theme that generates interest from local communities, as has been witnessed in recent years through the many public realm enhancement schemes and Masterplans in places such as Windermere, Waterhead and Bowness Bay and the Glebe. We will use the Lake District LCA and the Building in Context toolkit (produced by CABE and English Heritage) to assess the design of development proposals. In order to continue to achieve design excellence, we will encourage and collaborate in design review when appropriate.World Heritage site status should not be seen as a restriction to new development. Contrary to much negative opinion, it should encourage the best in contemporary design and sustainability in practice – providing stunning buildings and associated public realm of a quality appropriate to match the outstanding universal value of the landscape.ActionsRef. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 1 Revise and implement the 2010 LDNPA SL3 To agree a revised Lake District Historic English SL1 Historic Environment Environment Strategy Heritage Strategy by December National 2010. Our Historic Environment Trust Strategy gives guidelines CWAAS and actions on archaeological sites, historic buildings and settlements and historic elements of the landscape.2 Maintain and enhance the Historic Environment by: a Keeping the Historic LDNPA Scheduled Ancient Environment Record up to National Monuments are date Trust resurveyed by 2014. English We need to maintain an Heritage accurate evidence base of our historic environment23 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners b Undertaking a condition LDNPA Register of listed survey of listed buildings English buildings at risk in the Heritage National Park available We need an up to date by ? picture of the condition of listed buildings in the National Park. c Delivering conservation Natural Achieve ELMS historic work through the Rural England environment targets Development Programme English in England. Heritage % of scheduled LDNPA monuments ‘rescued’ See action (X under during the year landscape) on RDPE.We will target a proportion of conservation schemes to improve our historic environment.3 Celebrate our cultural heritage by: a Developing and delivering Cumbria projects that maintain and Tourism enhance cultural heritage National Trust Potential projects include: Littoral Arts  a community project in Trust Ravenglass looking at LDNPA the Roman Fort and Bath house  bringing life to Thomas West viewing stations  improving historic gardens at Monk Coniston and Tarn Hows  enhancing Beatrix Potter properties  Kurt Schwitters Merz Barn project  Hadrian's Wall.24 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners b Supporting festivals and eventsWe will support events relating to the indigenous cultural heritage of the Lake District.4 Manage and conservation LDNPA areas by: a Completing conservation 2012 100% of conservation area appraisals and areas have up to date management plans (less than 10 years old) character appraisals by In consultation with local 2012. people we will complete conservation area appraisals and management plans for all the conservation areas in the National Park. b Implementing conservation area management plans c Designating a new conservation area in Windermere 5 Improve the public realm 2011 by:We will develop a prioritised public realm investment framework for the Lake District, in light of a Co-ordinating investment LDNPA in the public realm NWDA District We will develop a public Councils realm investment framework Parish in light of work already Councils underway to improve the SLDT public realm at Bowness, Cumbria Windermere and Ambleside. Tourism Delivery Boards25 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners b Encouraging use of local LDNPA materials CCC District We will to broaden the Councils accepted materials palette for public realm and development schemes, to increase the extent of local materials, making schemes locally distinctive c Working with SLDC SL5 Funding bids submitted communities on SLDT for public realm improving the public CCC improvements realm NWDA Funding obtained for Potential projects include: public realm  Ellerthwaite Square, improvements Windermere  Ambleside Town Centre  Hawkshead  Wasdale 6 Improve the quality of LSL5 design in the National Park by: a Continuing the design 2010 LDNPA programme NWDAWe will hold a range of events for architects, specialists, and staff to learn about, debate and discuss design themes. b Using the regional design Housing quality – building panel for life assessments (LDF H7) We will use the design panel to encourage high quality sustainable design in the National Park26 3.3 Farming and forestryChallenges and opportunitiesFarming is integral to the National Park landscape, primarily upland family farms. Farming and land management have created many of the Lake District’s unique experiences, which contribute to the visitor experience: distinctive high quality produce; the character of the cultural landscape and its biodiversity; and farm woodlands. The future viability of farming in the area is intrinsically linked with the continued provision of these products and land management services.In 2008, there were over 1200 active farms in the National Park. In Cumbria, agriculture (including forestry and fishing) directly employs around 13,000 people. Its indirect contribution to other sectors is higher, such as agricultural engineering, construction, transport, and food processing. Much of Cumbria’s agricultural land is designated as a Less Favoured Area (LFA) and is characterised by extensive beef and sheep production. Farming has experienced a marked recovery in fortune recently, however, farm incomes in LFA regions remain low. Overall income for grazing livestock farms within the LFA in 2008/09 was £17,100. Given the positive outlook for the red meat sector at present, it is critical to recognise the potential, dramatic effect currency fluctuations can have on export trade and support payments. Currency trends have helped agriculture, making competing imports more expensive and increasing the value of support payments (made in Euros). However, this means that as the sterling strengthens following recovery in the wider economy, downward pressure on farm incomes may return. There is further uncertainty given that agricultural policy and its support systems are set to change from 2013, with ongoing debate as to how Common Agricultural Policy reform should evolve.Agriculture is characterised by an ageing workforce, largely as a result of the low wage available when compared to income available by gaining employment in other industries. The problem is even more acute in LFA areas and farms in the National Park share the challenge of attracting young people into the industry. Issues surrounding housing availability and affordability only serve to intensify the barriers to new entrants. The strong linkages with farming, food production and tourism provide a readily-identifiable value chain for farmers in the National Park. Yet the opportunity need not be confined to markets in and around the Lake District (which are likely to be seasonal in nature). Consumer interest in foods with provenance has fared well through the recession and as a nationally recognised region the Lake District, has the potential to ‘export’ high quality foods to wider, national and international, markets.In terms of forestry, the Lake District features two world-class forest parks in Whinlatter and Grizedale, which in addition to the business of forestry also offer sanctuaries for the arts, adventure and general recreation. These forest parks also provides visitors with a range of attractions, which include marked walking trails, cycling routes and sculptures in a beautiful woodland setting. Located within Grizedale forest is a theatre, which hosts a variety of events including dance, classical, jazz, drama, folk and variety concerts. The gallery houses a range of art works, sculptures and craft exhibitions; as well as a paint studio.Maintaining traditional skills is extremely important for the Lake District National Park as they not only add local distinctiveness and a sense of place to the area and for those visiting, they also provide intrinsic links to the areas cultural heritage and evolution, as well as providing economic and sustainable benefits. Recent Management Arrangements 27 The below to be structured as follows: Research – identifying the issues  Policy  Partnership working  Promoting of sustainability  Current Management Key Driver Actions  Recent SuccessesFinancial support for farming within the LDNP and for woodland and forestry - Agri- environment support, Woodland Support GrantSharing understanding about the future of farming, Examples include the publication of Upland Vision by Natural England Partnership working - recent establishment of the Partnership’s Farming Sub group, Environmental Land Management Service Pilot – (facts and figs from Sam Lumb), Wild EnnerdaleActionsRef. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 1 Encourage local food 2013 Cumbria VE3  Number of production by introducing Tourism VE4 businesses 'Taste Cumbria' Food North PE4 participating in West 'Taste Cumbria' We will work with local food Rural  Net farm income and drink producers and Developme (Defra Farm tourism businesses to nt Business Survey) develop closer links, helping Programm  Average spend per local businesses source e for visitor per day more local produce and a England 'Taste' accreditation (RDPE) scheme. NWDA Cumbria Farmers Network Cumbria Vision North West Upland Farming Forum Members – producers and consumer businesses28 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 2 Improve communication with farming community by: a Providing signposting 2011? LDNPA SL1 Roll forward and expand service for land Natural SL3 the pilot Environmental managers/farmers England PE4 Land Management Environme Service with a new To co-ordinate provision of nt Agency partnership team advice to farmers by having Forestry between National Trust a joined up approach, Commissio and LDNP “ELMS2” from through the Environmental n April 2010 . Land Management Service, National In January 2011 review with advisers able to Trust the successes of ELMS2 signpost to business advice NFU to see if it merits being on social, environmental CLA rolled forward for the next and economic opportunities. United financial year Utilities 40 HLS agreements facilitated by the ELMS2 team by March 2011 b Remaining abreast of 2011 NFU PE4 Annual report presented farming and common land LDNPP SL1 to the Partnership at its issues Cumbria SL3 meeting in Autumn 2010 Federation Number of people living We will be updated annually of in the National Park on farming in the Lake Commoner employed in farming District to ensure that we s (Defra Agricultural have relevant information Survey) and consider appropriate actions, particularly as hill Farm Size (Defra farming is likely to be Agricultural Survey) affected by changes to the Common Agricultural Policy. Net farm income (Defra Farm Business Survey) c Working with farmers to LDNPA PE4 Explore the merits of Identify and resolve Hill establishing a new issues Farming Farming and Forestry Gathering Task Force group with We will work with the ACT linkages to the LDNP farming community to try Services and reduce the barriers, for example in relation to planning, succession planning, farm diversification and rights of way and access land.29 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 3 Encourage appropriate 2011 NFU Convene a Seeing is farm diversification Believing day for the Partnership to We will promote successful demonstrate successful farm diversification schemes farm diversification within to share good practice. the Park4 Provide opportunities to develop skills a Establish Hill Farming 2014 ACT PE2  Funding bid submitted Heritage Skills Centre Hill PE4 to HLF in 2010 Farming  Funding secured from An ambition to develop a Gathering HLF and partners sustainable Hill Farming University  Centre established by Heritage Skills Centre within of Cumbria 2014 a working upland farm in Commoner  Number of people Cumbria which protects and s' undertaking courses communicates the value of Federation our hill farming heritage, NFU providing an exhibition and North West activity programme. Upland Farming Forum b Develop a voucher Fells and PE2 scheme for training Dales PE4 courses Leader Action To include a voucher Group scheme for those involved NFU in land management to use on relevant courses. 5 Seek to increase the LDNPA / recreational and tourism FC offer and income streams from woodlands within the park by…6 Seek to develop LDNPA / woodlands and timber FC markets as a sustainable renewable resource30 3.4 Access and outdoor recreationFurther work is needed to address access and educationChallenges and opportunitiesThe Lake District is now branded as the Adventure Capital of the UK and the aspiration is to make Cumbria / the Lake District as the first choice UK destination for outdoor sports and adventure and with it more jobs and investment in the industry. With over x miles of rights of way, open access covering % of the total land area, rivers and lakes, the National Park offers something for everyone, from adrenalin sports to quiet enjoyment of a stroll.This wealth of recreational opportunity can help encourage active participation and management and an appreciation of our impact on the landscape. Challenges do however exist in terms of what activity is acceptable in certain locations and where access is enabled. The NPMP therefore seeks to facilitate the development of new outdoor adventure opportunities and add value to Cumbria’s natural assets and rich resource of lakes, mountains, footpaths, bridleways and forests, whilst balancing with the need for tranquillity and protecting the very assets that people enjoy.This topic also includes actions on investment in landscape maintenance, with the aim of attracting further visitors. Growth in this market has the biggest potential impact on the fabric of the landscape and it is imperative that a funding mechanism is found to maintain the resource. Long term funding of the Fix the Fells project is seen by partners as essential, not only for landscape maintenance but also to broaden the outdoor recreation, access and health to its widest sense. There is again a marketing edge to be gained for promoting sustainability in the outdoor market through Adventure Capital as, for example, people can be shown how to enjoy the hills but also to understand that landscape is not free and that they can minimise their impacts and put something back, in the form of visitor payback. However, encouraging more local people to use the fells through this project is also a core aim. Access – to be inserted includes Miles Without Stiles, Access to Nature bid, MOSAIC, Fix the Fells, Local Access Forum, Rights of Way Improvement Plan, Needs and preference survey of lakes, rivers and coastRecent management arrangementsThe below to be structured as follows:  Research – identifying the issues  Policy  Partnership working  Promoting of sustainability  Current Management Key Driver Actions  Recent SuccessesMarketing Given the strength of the outdoor activity market in Cumbria, the Golakes and Lake District Outdoors websites and complementary printed material provide the opportunity to spread visitors geographically. 31 Actions Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners OR1 Coordinated promotion 2012 Cumbria VE5  Successfully complete and marketing of the Tourism Phase 2 of Adventure recreational value of the Capital (expand) Lake District, to improve Private  Submit bid for Phase 3: understanding of its sector Capital programme special qualities Local by ??? Authorities  Partnership explores a Joint promotion of a zoned approach to package of activities to a LDNPA Adventure Capital world-wide market, coupled branding so that in with support and Cumbria particularly sensitive or development of existing and Vision tranquil areas the new outdoor adventure impact of leisure is products and facilities, such NWDA limited and conflict as: reduced FC  Visitor profile by age  Lake District Adventure  Average length of stay Walking Route UU per visitor  Festivals and Events,  Average spend per such as the Kendal University visitor of Cumbria Mountain Film Festival  % of visitors who return to the National Park  Economic value of tourism (in millions)  Number of tourism related jobs  % of visitors doing outdoor activities  Cumbria / Lake District as first choice UK destination for Outdoor Sport and Adventure32 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners OR2 Realise health benefits of LDNPA VE5 % of total length of public active participation Local SL6 rights of way which are Authorities easy to use by members Continue to provide access PCTs of the public to recreation for mental and FLD physical health, through National % self-reported measure footpath restoration projects Trust of health as good or very such as Fix the Fells and ACT good promotion of recreational Friends of activities to visitors and the Lake % of visitors doing potential beneficiaries (eg District outdoor activities through promotion with Cumbria Health Service) Tourism Natural Carry out research which England costs the health benefits WWOOF delivered by the National Park to raise awareness of current benefits delivered to local people and the nation and indicate future potential for further benefits OR3 Access Actions to be Access to Nature drafted Rights of Way flood recoveryELMS2 include access and recreation OR6 Access Actions to be Delivery of ROWIP draftedETC Access Actions to be Byelaw enforcement drafted Lakes33 3.5 Sustainable tourism and visitor facilitiesChallenges and opportunitiesThe big opportunity that is reinforced in the NPMP is the notion of Sustainable Tourism in the Lake District. In seeking to create a world class visitor experience, sustainable tourism is a pre-requisite, quite simply because the process of unsustainable tourism poses the threat of eroding and destroying the asset that makes millions of people visit the Lake District in the first place. This sheer volume and influx of people places intense pressure on the landscape and infrastructure, but is also a key economic driver for the area that in turn helps sustain vibrant communities. The English National Park Authorities Association (ENPAA) has adopted a Position Statement on Sustainable Tourism that includes the following definition:‘any form of development, management or tourist activity which ensures the long-term protection and preservation of natural, cultural and social resources and contributes in a positive and equitable manner to the economic development and well-being of individuals living, working or staying in protected areas.’Targeted industry support is necessary to ensure that the expectations of visitors are met and that the Lake District can compete aggressively with UK and global competition and that the tourism industry plays its part in tackling Climate Change. Visitors are being encouraged to reduce their carbon footprint and we need to assist accommodation and attractions to operate more sustainably. Businesses must do the same to encourage visitors and show their own commitment to the local landscape. For this to happen many within the industry need advice and assistance in sustainable business practice, such as purchasing from local sources and reducing energy usage and waste. Tourism impacts upon the levels of transportation and movement greatly, which in turn can influence quality of experience to a dramatic extent. Therefore measures are needed to support the development of a sustainable transport framework. This section should therefore be read in conjunction with the Transport Framework programme key actions at section X. Future tourism development in the Lake District should ensure a balance between visitor demands and sustaining the cultural landscape(s) that it ultimately trades upon, and must benefit the communities that host it. In particular, while the majority of visitors to the National Park will arrive by private vehicles for the foreseeable future, there must be increased opportunities for people to use practical and enjoyable ways to travel around the National Park while they are here. A key element of this is to focus new tourism development in locations that already have well established sustainable transport options. We have identified these locations as the thirteen rural service centres plus the villages of Ravenglass and Pooley Bridge. We will only permit significant new tourism development in other locations where it improves the transport infrastructure.In order to achieve a world class experience for visitors to the National Park, we need to improve the quality of provision across all types and prices of accommodation and facilities. The National Park must, however, remain accessible and relevant to all in society. It is not only the high star rated hotels that must aspire to offer experiences that compete with the best internationally. Other accommodation and facilities, including guesthouses and camping and caravan sites, should also offer high quality experiences within their own markets.34 The National Park has a distinct seasonal visitor pattern. In recent years however, tourism trends have shown a lengthening tourism season, as visitors are increasingly taking short breaks throughout the year. We recognise the benefits that this trend has for employment and the support of local businesses all year round. But we also need to ensure there is not excessive use of sensitive areas of the National Park, and the value of tranquillity. Our policy therefore balances the benefits with the adverse effects of year round tourism. We will apply it wherever a proposal has a seasonal implication.Finally, adopting sustainable tourism as a brand is key to influencing a vast audience about sustainability generally, particularly given the 8.2 million visitors to the park. This includes the general population and particularly children and young people. This would keep with the ethos of conservation and the value of the environment that the romantic poets and others championed, ultimately creating contemporary interpretation of cultural heritage in the 21st Century. In addition to the sustainable tourism brand, this section of the action plan also considers the individual needs of visitors and the facilities on offer to them. If visitor needs are not met then they will be lost, particularly the higher spending demographic which is desired to help boost the economy. This often relates to the typical practicalities of being on holiday; such as the availability and quality of toilets and information. In terms of facilities, there are two broad levels that need to be considered. These include the basics and essentials such as visitor information and public conveniences through to the quality of the facilities on offer at major tourist attractions or clusters of activity. Operating on the margins of success, many small and medium sized tourism businesses have not been able to invest to update accommodation and the facilities that are the heart of the attraction in line with customer expectations. As a result ‘The Lake District’ has a rather ‘tired and faded’ reputation, which is particularly evident in a number of the core locations, such as Bowness on Windermere or Ambleside. Many businesses have also been reluctant to join the national quality grading scheme because of the initial expense and necessary, on-going investment. The public sector agencies and authorities in Cumbria are also fragmented and under-resourced. This is leading to a gradual disinvestment in services for visitors and local communities alike; (e.g. closure of information centres and public toilets) and a deterioration in the overall condition of the public realm and footpath network in the county. At the same time visitors are paying higher charges for the services that they use (e.g. parking fees and public transport costs) and beginning to question their value for money.This situation is compounded by the continuing growth in competition from destinations elsewhere in the UK and abroad. With affordable flights from across the UK the customer has a much greater choice of destinations, readily accessible information on the web, easier ‘bookability’ and a wide range and quality of accommodation to choose from. At the same time many UK destinations (particularly cities) have a significantly improved product and have invested heavily in contemporary marketing campaigns, festivals and events to attract new visitors. Within the NW Region for example, both Manchester and Liverpool have seen higher levels of growth in visitor volumes and spending over the last 5 years than both rural areas and more ‘traditional’ resorts. This has been fuelled by sizeable public sector supported marketing and image building campaigns. Meanwhile Cumbria has not seen any significant increase in overseas visitors despite a growth in UK inbound passengers of almost 20% over the last 5 years.There have nevertheless been positive signs that the local tourist industry, together with the public sector, is willing to invest and raise the quality of the tourism offer in the County and it is this spirit that the NPMP wishes to nurture and expand. 35 Recent management arrangementsSustainable Tourism is not a new theme for the Lake District and it features prominently in both policy and action plans. There have also been a number of schemes delivered that reflect the recognition of this practice. Research – identifying the issuesThroughout the 21st century to date, much work has been undertaken that has identified the Lake District’s visitor offer and the quality of its core service centres to be ‘tired and faded’ in many instances and in need of rejuvenation. This has been led by the NWDA and titled Lake District Futures. Cumbria Tourism’s Destination Management Plan has a general aspiration to support the tourism industry in Cumbria with the objective: To develop the existing tourism industry in Cumbria to meet the growing needs and expectations of visitors and to provide a high quality supporting infrastructure in the county.PolicySustainable Tourism is cemented in the current and future policy framework in Lake District in a number of ways: The Good Practice Guide on Planning for Tourism supports the principles of sustainable development for tourism  The Department of Culture Media and Sport has published a document: ‘Sustainable Tourism in England: A framework for action’  Policies W6 and W7 of the NW Regional Spatial Strategy have set the overarching framework for sustainable tourism in the North West  The Lake District Core Strategy  LDF Core Strategy Policy CS24: Delivering sustainable tourism  LDF Core Strategy Policies CS04 – CS09 all include sustainable tourism as a core consideration of the distinctive area policies, including the driver project, the Windermere Waterfront Programme. Sustainable Tourism is a driving theme of this. Partnership working Cumbria Tourism Sustainable Tourism Action Plan  Tourism Strategy for Cumbria 2008-18, with sustainable tourism permeating the document  Cumbria Tourism Destination Management Plan, April 2009 – March 2012  These include many actions, such as the Green Tourism Business Scheme, a national accreditation and recognised branding for businesses to strive for and adopt  Roll out of recycling hubs, collections, publicity and facilities which act as a precedent for future coverage across all the National Park’s rural service and village centres as well as core tourist hubs, information centres and car parks.  Many private sector businesses now recognise the value sustainable and green measures can have for their business and a number of case studies exist. A number are illustrated within the ‘Low Carbon Lake District’ report. Partner agencies, often fronted by LDNPA and Cumbria Tourism in conjunction with the Regional Development Agency, have together and with various partner agencies commissioned numerous Masterplans and public realm enhancement projects in recent years in many of the Rural Service Centres and key visitor facilities. Places like Keswick and 36 Windermere have seen their townscape’s and environment’s improved, helping to address the issue above of being ‘tired and faded’. Many of the other projects are progressing through feasibility towards implementation, although the economic downturn has inevitably had an impact on progress and may further delay construction at the start of the NPMP period.Promoting of sustainability The Lake District Transport Framework includes many proposals that will influence sustainable transport choice for visitors (as well as local people). This has been approved by the LDNPA and is progressing towards inclusion as the Lake District element of the Cumbria Local Transport Plan 3, in 2011.  Individual pilot schemes such as ‘Give the Driver a Break’ have already been delivered.  Sustainable transport also features as a key driver in all of the LDNPA’s Windermere Waterfront Programme  Extensive feasibility work has also been undertaken in looking to restrict the number of private vehicles entering the park, with exploration into peripheral park and ride / sail locations. Current Management key driver actions - Windermere Waterfront Programme – a Cluster of Facilities and ExperiencesThe Windermere Waterfront Programme is the most prominent regeneration project in the Lake District National Park and is seen as a flagship for delivering a world class visitor experience in a cluster of locations in the heart of the Park. Its delivery will ensure that the lake, Windermere, is at the heart of a cohesive destination providing a sustainable, world class visitor experience. It builds on evidence including the RSS, Lake District Economic Futures Policy Statement (NWDA, 2005) and Cumbria Serviced Accommodation Study (Locum Consulting 2008). The vision of the WWP states that “Tourism does not always provide a world class visitor experience to match the spectacular landscape, neither does it serve local needs – particularly around Lake Windermere. We will explore the regeneration of key visitor attractions with an emphasis on sustainable design quality and connectivity of transport modes through the Lake Windermere Waterfront Programme”.The WWP is timely in terms of the necessity to consider environmental best practice, as it presents a great chance through redevelopment and enhancement to build in sustainability during regeneration. This too supports the general sustainable tourism notion considered under that topic and means that the built environment and facilities can respect local cultural heritage as well as having a minimal impact on the landscape.Bowness Bay and the Glebe has been identified as a strategic location to help deliver this enhancement as a flagship scheme of the WWP. We will use a Supplementary Planning Document to implement our planning policies and bring forward the infrastructure necessary to achieve this enhancement.Together, the enhancement and improvement of the key sites (13 in total as listed on the plan) around and related to the lake provide a critical mass of attractions and facilities which have the potential to be a world class destination. Recent Successes / Delivered ActionsIn terms of elsewhere in the National Park, during 2008-09 significant strides have been made in progressing major signature projects in the county; there has been major investment in visitor accommodation via the Tourism Connect programme and improved leisure facilities in 37 Grizedale and Whinlatter Forest Parks. In terms of the public realm, we have seen the enhancement of Derwentwater foreshore and Keswick Town Centre, in addition to improvements at Windermere Crescent Road. It is this spirit and delivery of high quality, yet sustainable facilities, that we wish to continue through the NPMP period. Actions Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST1 Low Carbon Tourism Lake 2011 Cumbria VE3 District Brand Tourism Trademark of brand Carbon Develop and instigate ‘Low Trust Adoption / launch of band Carbon Tourism’ as an Tourism additional brand for the Lake and Web pages on District / County. Conservati sustainable tourism for on visitors developed by As well as this high level Partnershi 2010 (CT, LDNPA) action, various sub actions p exist below. LDNPA Cumbria Tourism Survey FLD results relating to sustainable tourism, i.e. accommodation choice ST1a Develop a user friendly 2010 Cumbria VE3 Launch of toolkit and toolkit for tourism Tourism rollout to all tourism businesses to cut their businesses carbon emissions Small World Consulting ST1b Develop a low carbon 2010 Cumbria VE3 Guide produced holiday guide, based on Tourism research into how green people really want to be and marketed under the banner, ‘we can make your visit as carbon neutral as possible’38 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST1c Food Waste Recycling for 2012 CCC VE3 Introduction of Tourism Businesses LDNPA composters at Brockhole and Ambleside by 2011 Delivery of food waste Cumbria recycling for energy Green Identification and planning schemes for tourism Business permission obtained for businesses, initially piloted Forum further sites (Needs on the Kendal – Keswick smartening up) corridor, with precedents District delivered on LDNPA owned Councils Amount of food waste sites at Brockhole and recycled per annum and Ambleside. Alongside the energy generation identification of initial sites, further sites will be actively explored by LDNPA. ST2 Develop Flagship Cultural 2011 Cumbria VE2, Accommodation Tourism project in the Tourism VE4 occupancy levels heart of the Lake District LDNPA to boost economic SLDC Number of visitors to sustainability of the Park, CREA National Park by linking existing Cumbria facilities and Vision Also numbers of infrastructure in a co- Private community groups ordinated way and Sector involved in events complementing / Lakes strengthening the offer Alive through a new programme of large and small eventsST3 Broaden the quality and distinctiveness of visits, to encourage new visitors, different markets, cultural families and ultimately, more repeat visits.The following two sub actions support this aspiration. 39 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST3a Support and develop skills 2012 University VE1 Number of people in the hospitality sector of completing ‘Welcome to and broaden local Cumbria / Excellence’ customer knowledge in staff to Kendal service training. College % of visitors who return to Cumbria the National Park Tourism % of visitors rating their LDNPA overall level of Business satisfaction with their visit Link to the National Park as ‘very good’ Business Champions Average length of stay Local Day visit to multi night community stay ratio reducesST3b Growth Marketing for 2013 Cumbria VE1, Visitor profile by age Cumbria – Phases 2 and 3 Tourism PE3 % of visitors from under- Deliver Phases 2 and 3 of represented groups the Growth Marketing for (LDNPA collecting for Cumbria campaign; to website, information acquire new visitors and centres, events, retain loyal customers from education) now until the end of March 2013ST4 Deliver comprehensive 2012 Cumbria VE1, Agree network of TICs modern visitor information Tourism / VE2 based on CT’s identified throughout the National TIC Visitor Information Park. Operators programme NWDA Facilitate continued e- tourism development as detailed in Destination Management Plan% score in NWDA mystery shopper for information centres in National ParkDelivery and launch of modernised TIC hubs40 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST5 Explore means of 2012 LDNPA / VE2 By ? Partnership to have expanding visitor pay District explored options for back schemes to further Councils Visitor Pay Back schemes investment in to the to significantly increase tourism product and Private income generation, sustainability of the Sector particularly from day National Park raising visitors, for reinvestment income from visitors in to the tourism offer whilst enhancing the National ParkExplore pilot ‘pay for’ public conveniences at Bowness Bay and the Glebe by 2012ST6 Tourism Connect – Phase 2015 Cumbria VE2 % of accommodation 2 Tourism providers in an NWDA accredited scheme Actively facilitate the ongoing implementation of % of different types of the Tourism Connect accommodation available Accommodation in the National Park Improvement Programme, to raise the quality, Additional employees productivity, environmental performance and interior design standards in Cumbria, sourcing as far as possible local materials and skills. For this to occur, the barriers of initial expense to businesses need addressed41 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST7 Progress the Windermere 2015 LDNPA PE3 Waterfront Programme so NWDA VE2 Funding committed ? that it is on schedule by WWP 2015 to realise the 2025 Steering % of small businesses in vision. Group* an area showing employment growth The individual project (NI172) components of the WWP are outlined below. % of visitors who return to the National Park % of visitors rating their overall level of satisfaction with their visit to the National Park as ‘very good’ ST7a Enhancement of Bowness 2010 LDNPA PE3 Masterplan complete by Bay, including the Glebe (SPD) NWDA VE2 consultants BDP SLDT Ongoing CCC Investigate detailed SLDC costings for preferred Private option Sector WWP Consult on Bowness Bay Steering and the Glebe Group Supplementary Planning Document by July 2010 Adopt SPD by September 2010? Glebe enhancements with communityDelivery body establishedFunding bids submitted by 2011Funding secured by 201242 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST7b Enhancement of 2012 SLDC PE3 Funding agreed by ? to Waterhead, Ambleside SLDT VE2 progress enhancement NWDA scheme to detailed design Cumbria stage Vision CCC Contractor team Wider appointed Project Steering Group WWP Steering GroupST7c Development 600 capacity 2012 Private PE3 Submitted planning new Conference Centre Sector VE2 application determined by LDNPA LDNP by ? WWP Steering Start on site date GroupST7d Redevelop Lake District 2012 LDNPA PE3 New jetty application Visitor Centre at NWDA VE2 submitted to LDNP by Brockhole as an WWP March 2010. exemplary National Park Steering Visitor Centre, Group* Jetty operational by establishing a gateway to March 2011 the National Park and a taster for experiences that Planning application for the National Park offers. new build centre and refurbishment of Brockhole asap Number of visitors to Brockhole National Park Visitor CentreOver x per cent of people surveyed at Brockhole have increased their understanding of what is special about the National Park43 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST7e Redevelop Windermere 2010 Lakeland PE3 Feasibility study complete Steamboat Museum to (study) Arts Trust VE2 celebrate the rare Heritage Public access to lake collection of boats 2014 Lottery shore developed by X Fund WWP Steering Group*ST7d As a precedent for 2011 LDNPA VE2, Feasibility study sustainable transport (study) PE3 completed by March 2011 driven by tourism (Park and ride / sail / walk / 2015 NWDA A branded Park & Ride / cycle), develop a Sail open at 2015 Masterplan and delivery Private strategy for the Southern Sector Increase in passengers to Node of the Windermere Ambleside / Waterhead Waterfront Programme National by boat Trust Delivery of the proposals Increase in bikes on boatsVisitor feedback 4g North basin infrastructure ERDF bid successfulImplementation of ? ST8 Support the phased development of other significant facilities, as follows: ST8a Lowther Castle and 2011 Lowther TBC Construction to Gardens Castle & commence on site by ? Gardens Support major festivals and Trust Number of visitors to annual programme of events Cumbria Lowther Castle currently using the site in Vision short term and overall NWDA progression to project’s aims in longer term 44 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners ST8b Keswick Museum and Art 2010 TBC VE2, Number of Visitors to Gallery VE4 Keswick Museum and Art Gallery An action to deliver the aspiration of bringing the 19th Century Arts & Crafts style building up to modern standards to provide a dynamic new interpretive experience for visitors and residents, relating the story of Keswick and the Northern Lakes and incorporating an Education Centre.ST8c Implement Art Roots 2014 Forestry VE4 Number of visitors to Grizedale Commissi VE2 Grizedale on VE5 CCC SL6 Cumbria Tourism LDNPA SLDC, Private sectorST8d Other Projects45 3.6 Supporting communities Challenges and opportunitiesThe viability and welfare of our communities are the driving force behind striving to achieve vibrant communities in the National Park. ACT has been the driving force behind instigating and monitoring Community Led Plans in the National Park. These are documents prepared and adopted by local communities and provide a growing body of evidence concerning those issues that are of most concern to residents and with which they are most closely engaged. The primary focus of such plans to date has been the day to day issues that impact on local people, and their desire to achieve improvements. An ACT paper reviewing the findings of CLP’s revealed that just over half of all the actions identified (57%) are being or will be progressed by the communities themselves, without external support. This is evidence of a powerful voluntary and community activity that is addressing local needs.However there are a number of areas of concern that communities feel less able to address independently, turning instead to a partnership approach. These fall into two broad categories. The first are those services that are in the control of public partners but which residents clearly find problematic in some way, e.g. highways, some aspects of environmental management. The second category concerns those issues that are more complex and strategic in nature, perhaps involving the need to engage several partners, e.g. affordable housing.Community led planning is a true bottom up approach to identifying and addressing issues within an area and can in the longer term help improve the efficiency of Council and LDNPA resources. However, it must be also borne in mind that ‘bottom up’ and community planning is a resource intensive exercise and so needs matched with suitable funding and staffing if it is to be truly realised. Insert Reference NI4 – community influence planning decision / processCritical to this section is inclusivity, particularly in terms of children and younger people and many of the hard to reach groups, much of whom are critical to the ongoing social sustainability of the National Park. Mention Parish Councils, Investing in Communities projectHowever, whilst planning for the future, communities in the National Park need access to a range of the ‘basic ingredients of communities’ today, such as community facilities and services like village halls, places of worship, garages, post offices, schools, training facilities, healthcare, pubs and shops. These often serve networks of small communities and are essential to enable communities to remain vibrant and sustainable.Many of our communities face difficulties in providing and retaining services and community facilities. The impact of second homes in the National Park means that settlements often have dwindling resident populations. This threatens the viability of local schools, health care and other facilities. A lack of effective public transport makes it difficult for some people to reach services in neighbouring towns or villages.Recent management arrangements To be inserted46 ActionsRef. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners UC1 Partnership Community 2011 LDNPA TBC LDNPP Protocol written Engagement Protocol Community and adopted ACT To enable true ongoing District and Percentage of people who participation in plan and Council feel they can influence decision making, the LDNPP councils decisions in their locality – will develop, adopt and CCC LDNPP key indicator champion specific protocols (CIEP) (Place Survey every 2 for the community to be years) involved in the preparation of all plans, schemes and Overall/general strategies, so that they are satisfaction with local actively engaged from day area – LDNPP key one of a project. This will be indicator (Place Survey based on the CIEP every 2 years) ‘Community Engagement Standards for Cumbria’. Percentage of people who believe people from This will include around 6 different backgrounds get key standards and it is on well together in their imperative that one of these local area – LDNPP key focuses on the engagement indicator (Place survey of young people. every 2 years)Percentage of people who feel that they belong to their neighbourhood (Place Survey every 2 years)Fair treatment by local services (Place Survey every 2 years)UC2 The Partnership will enable the local engagement process, supporting communities through: 47 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners UC2 Local Area Partnerships TBC SLDC / TBC Percentage of people who a CCC feel they can influence To encourage local LDNPA decisions in their locality – involvement, pride and District LDNPP key indicator longer term efficiency, Council’s (Place Survey every 2 through a new locally based years) decision making process, pilot the use of Local Area Reference NI4 Partnerships in the 5 LAP areas of South Lakeland and:  South Copeland  Five Rivers  Melbreak  Derwent Seven  A new pilot in AllerdaleAssess the success of interim pilot scheme and roll out as necessary across whole National ParkEngage with other emerging ‘Locality Working’ in nearby authorities, such as Copeland BCUC2 Investing in Communities TBC LDNPA TBC Business case agreed by b (IIC) District September 2010. Council’s Develop the business case CCC Funding for Investing in to allow ongoing ACT Communities project sustainability and agreed by Autumn 2010 continuation of a programme similar to ‘Investing in % of Parishes covered by Communities’. Community Action Plans updated within the last 3 years48 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners UC2 Comprehensive roll out of 2013 ACT TBC % of Parishes covered by c Community Led Planning CCC Community Action Plans Parish updated within the last 3 Through new and reviewed Councils years plans, support and produce Local up to date community led Communiti Percentage of people who plans for all rural service es feel they can influence centres and villages, to Service decisions in their locality – identify deficiencies in providers LDNPP key indicator service provision. (Place Survey every 2 years)UC2 Resilience Planning TBC LDNPA /  d District Develop measures for Councils / resilience planning in all CCC communities through the Parish Community Led Planning Councils model. UC2 Community led Planning Ongoing CCC  e Database ACT LDNPA The Partnership will have a District commitment to develop and Councils use a model database of community led planning and action, structured across low, medium and high priority scales of intervention. 49 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners UC2f Quality and Sustainable 2015 Parish / TBC  Communities / Parishes Town Councils Build upon the capacity of Town and Parish Council’s to provide leadership within communities, particularly through the ‘Quality Parish’ scheme. As part of this, encourage the development of outward looking Parish Council’s through the development of networks and best practice / knowledge share. By 2015, aim to progress such service centres to a recognised standard for a ‘Sustainable Community’. UC2 Community Land Trusts 2013 Cumbria TBC CLT’s established g Land Facilitate the development Trust Number of affordable and of Community Development / SLDT local needs housing units Trusts to effectively own and Cumbria granted planning manage assets such as key Rural permission per annum services and to identify land Housing for affordable housing. Pilot Trust a CLT in South Lakeland in LDNPA response to opportunities highlighted through the Windermere, Bowness and Troutbeck Bridge Community Plan50 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners UC3 Working with local 2011 Education TBC work with 40 schools by schools 21 March 2011 (20 within LDNPA National Park and 20 Continue the rollout of FSC others in Cumbria) working with local schools in FLD line with the ‘Learning Outside of the Classroom’ manifesto.Start three-year research project to look at the impact of engagement with the LDNP in relation to the behaviour and attitude of pupils focussed on the purpose and special qualities of National Parks. UC4 Sustainable Development 2011 NWDA TBC x amount awarded to Fund CCC projects to support Other sustainable development Increase the capacity of the match Sustainable Development funders Plus multiplier benefit Fund (SDF) through the identification of match X projects linked to funding, based on the model themes in plan established by Yorkshire ForwardUC5 One stop funding 2011 Cumbria TBC Speed of funding application mechanism Funding applications to decision Links Explore and pilot creating Fund Number of applications integrated assessment for grants criteria between all funding organisations in the County, allowing a one stop application process. 51 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners UC6 Allotments, Open Spaces 2012 SLDT TBC By 2015, aim to have SLDC allotment schemes in Deliver allotment and where LDNPA each of the 13 rural possible, combined open service centres and / or, space / community energy where demand and need initiatives, based on the exists. precedent set by Todmorden in Calderdale, in Windermere and Bowness, Ambleside and Staveley, including allowances for interim use of vacant or underused land. UC7 Innovative Service Ongoing Pub is the Number of services in Provision Measures for Hub settlements (reported to Communities in Need LDNPA LDNPP but not sure if this Local data will continue to be Continue to roll out Communiti updated) innovative schemes such as es ‘Pub is the Hub’ projects in areas of need and scope, as identified in the Community Led Plans identified earlier. In the interim, address the gap in service provision through the continued roll out of mobile services such as banks, healthcare and PO’s.UC8 Comprehensive Business 2010 District TBC Business closure figures Rate Relief Councils – are they reducing? Business Ensure comprehensive and Link equal approach to business rate relief and business support throughout the National Park 52 3.7 HousingChallenges and opportunitiesAdequate housing to meet existing and future need is absolutely critical in terms of striving for vibrant and sustainable communities in the Lake District. Not only is this an essential requirement to sustain individual settlements and hamlets, it is also important in terms of preserving the character of places and the ability to retain an indigenous population. An area with a declining local population will lose its local distinctiveness and its links with cultural heritage. The NPMP’s approach to housing is to ensure that communities are maintained as well as supported in all their needs. The LDNPA’s Core Strategy document highlights a lack of affordable housing in the Lake District as the number one complex issue within the National Park, a fact that has been reflected in individual Community Led Plans. Respondents to the Place Survey (2008) stated that affordable decent housing was the top priority in need of improvement in the National Park. As such, the second policy within the emerging Core Strategy is CS02 ‘Achieving vibrant and sustainable settlements in the National Park’. We must also recognise that this affordable housing for all people, including the elderly. Projected figures illustrate that in 10 years time 1 in 4 people in rural areas will be of pensionable age. We need to plan for the impact this may have on our communities and develop an agreed approach to this issue. Currently, many elderly farmers for example have nowhere suitable to retire into. The Lake District Strategic Housing Market Area Assessment (SHMAA, 2009) identified a need for approximately 2,331 affordable housing units until 2011, yet SHMAA supply acknowledges it will always be extremely difficult to allocate sites in the National Park because of its environmental sensitivity. And the high proportion of new dwellings developed through conversions makes a case for including a windfall allowance.There is immense pressure on the existing housing stock in many areas of the National Park. This issue is due in part to the continuing trends of people moving from urban to rural areas for a better lifestyle, and of those buying second homes or homes to be used for holiday letting purposes. Earnings in many of our rural areas are lower than in neighbouring urban areas, due to the reliance on the tourism industry. This makes it difficult for people relying on local wages to compete for housing in an open market. At the same time, some stock of social housing has been bought through the Right to Buy Scheme and there has been limited new provision.These factors have led to a significant increase in the ratio between earnings and house prices across the area. The government recommends that the ideal ratio for income to house price is between 2.9:1 and 3.5:1, depending on whether it is a single income or dual income. In the Central Lakes Housing Market Area this ratio is 13.6:1. As a result, young people and newly formed households cannot afford to buy on the local housing market, and they leave the National Park which is one of the primary issues affecting the vibrancy and sustainability of our communities. In some places this is particularly stark and must be reversed, otherwise the character of settlements being living places for people will be damaged, potentially irreparably.Different issues affect different spatial areas or sub areas, for example the central Lake District sees some of the highest house prices in England, yet lowest wages, so affordability is an issue, whereas in the western part of the park, particularly given the influence of the Energy Coast Masterplan, there is demand for higher specification accommodation. We also cannot escape the very real issue of an ageing population and how homes will be provided for this increased demographic in the future. 53 We must ensure that rural housing provision in the Lake District does not disappear off the Homes and Communities Agency’s agenda. Joint working must be facilitated. This spirit could also be used in terms of encouraging partnership working, helping to ensure that new housing provision meets the ethos of sustainable development in the National Park, as well as respecting local character and distinctiveness in its design and location. This approach could be used to increase land acquisition for example. Recent management arrangements To be insertedActionsRef. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners H1 Approval of Core Strategy 2010 LDNPA TBC Adoption of Core Strategy and Housing SPD and SPD by November Partners 2010An average of at least 60 houses are built each year (NI154)Number of affordable homes delivered H2 Adoption of the Allocation 2012 LDNPA TBC Adopt Site Allocation of of Land DPD Land DPD by April 2012 Local To identify land and community No planning permissions buildings for housing sites. and are granted contrary to stakeholde EA advice on flooding and This should be rs water quality grounds complemented by LDNPP LDF E1 reviewing land they own or are aware of that may be A sufficient land supply suitable for affordable has been identified to housing. meet our housing provision target for the next 15 yearsSupply of ready-to- develop housing sites (NI159)Number of affordable homes delivered – LDNPP key indicator (NI155)54 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners H3 Delivering Sustainable 2011 LDNPA TBC Mandatory requirement Homes in the National HCA for the number of Park Impact schemes meeting Code Housing Level 4 by X The Partnership will lobby the Homes and Housing quality – building Communities Agency (HCA) for life assessments (LDF about the need to recognise H7) the added cost of land for affordable housing in the HCA allocation of Lake District, particularly additional funding given often it is intended on small sites. This is in Satterthwaite and Bootle addition to the extra costs of schemes delivered. delivering a sustainable home. Illustrate through two demonstration projects at Satterthwaite and Bootle. Work with Homes and Communities Agency (HCA) to pilot housing schemes until meet Level 4 of the Code for Sustainable HomesH4 Lobby Central 2011 South TBC Accurate data available Government about the Lakes LSP on % of second homes in issue of second home Parish the four areas of the ownership Council’s National Park Undertake an analysis of % of second homes in the data on second homes to National Park – from raise awareness of extent of census data – reported to issue in the National Park, LDNPP but may not be using the result to lobby the true picture government so a forward framework for action can be 2nd home proportion in developed and adopted. individual communities, such as Chapel Stile55 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners H5 Continuation of Housing 2013 Cumbria TBC An average of at least 60 Needs Surveys Rural houses are built each Housing year (NI154) Complete housing needs Trust surveys to identify need Private Number of housing needs sector surveys completed by X56 3.8 Employment and businessChallenges and opportunitiesA working National Park with strong economic opportunities for its communities is an essential pre-requisite for its future and the sustainability of its core industries and the local population. Farming, forestry and tourism have predominately dominated local employment patterns, in addition to associated businesses such as the retail and food and drink sector. The National Park has an over dependence on the ‘distribution, hotels and restaurants’ sector for employment. Almost 50 percent or more of all economic activity in the National Park area is directly or indirectly linked to tourism. Agriculture remains a significant source of employment (8 percent), but a much less important source of income. Agriculture and tourism are important industries, but we need to diversify into other areas to balance the economy. The state of the economy in the Lake District National Park features prominently in the local press and media. It also finds itself high on the agenda of many partner agencies and members of the National Park Partnership, particularly since the foot and mouth crisis of 2001 that saw the rural economy decimated and underlined the over-reliance in the Lake District upon two primary industries – farming and tourism. Whilst unemployment is negligible the dominance of these two primary industries has resulted in a low wage base across the Park.Diversifying the economic base, with an emphasis on higher paid jobs is desirable. The Lake District National Park Employment Sites and Premises Study (2007) identified a shortage of available employment land as one of the key issues preventing future economic growth. Provision of appropriate new employment and business space is necessary, well related to our rural service centres. Care will be needed in the delivery of new sites, ensuring that the sites are both attractive to new businesses and sensitive to the surrounding landscape and built environment. Additionally, care is needed so that businesses are not displaced from elsewhere, therefore creating issues of vacant and underused sites. The scarcity of appropriate development land also means that the protection of existing employment premises and sites is a required. The importance of the cultural industries benefiting from association with the special qualities of the National Park is only now being recognised. In certain areas, such as Keswick, the largest employer is associated with the cultural sector in its theatre. Increasingly, as technology and communication has improved, the barriers to business location have been broken down. The ‘WHS Status - Is there opportunity for economic gain?’ research outlines the potential growth of the cultural sector and the significant economic benefits that can be realised.We will encourage additional growth in high value economic sectors such as information and communication technology (ICT), and financial services in order to increase the range of employment opportunities available and improve per capita incomes. Future growth is likely to come from the ‘Other services’ and ‘banking, finance and insurance’ sectors. High quality accommodation for smaller businesses within growth sectors, such as knowledge based industries, is recommended as a priority. The National Park as well as celebrating its past must also establish a modern industrial (economic) face.There is widespread recognition of the changing demographic profile of the park .One of the key issues for the park has been the ability to both retain young people in the area and attract others into it. A number of factors have been attributed to this ‘brain drain’, yet one of the most prominent is the low salaries on offer. This compounds the issue of affordability of housing and in turn will influence other key themes prominently, particularly the creation and / or sustaining of vibrant communities. This plan therefore contains an aspiration to increase the average 57 level of earnings throughout the park. The University of Cumbria’s decision made in February 2010 to mothball the Ambleside Campus does however present serious challenges to not only the local community but also the park as a whole. There is a high level of entrepreneurship and home working in the National Park, creating the potential to grow high technology and high skill businesses. With one of the most spectacular landscapes in Britain and the associated quality of life benefits, if increased home working can be facilitated through competitive and comprehensive broadband connections, then business in the park could be grown significantly but in a manner that has reduced impacts such as traffic associated with the daily commute. We have to remember that as well as supporting new business growth through development, there is also a significant cumulative impact to be gained through facilitating home working, enterprise and flexibility in working patterns.At the time of writing the country is still within recession, a fact that has been identified as a key constraint on much of the content of the management plan, particularly in terms of delivery. However, opportunities such as Britain’s Energy Coast and integration with National Park for green and renewable technologies present an obvious opportunity (particularly in linking the economy with the environment in a sustainable manner), as do businesses related to entrepreneurialism and supporting the tourist economy through local foods and produce. Recent management arrangementsThe recent management arrangements with regard to employment and business include:Research – identifying the issues Examples include NWDA Economic Futures work and the Employment Land and Premises Study 2007, which identified the need for additional employment spacePolicy Given the scale of this issue, much work has already been achieved. Policy through the Regional Spatial Strategy seeks to diversify and strengthen the rural economy and this is echoed through LDF Core Strategy Policy CS22: Employment, as well as all the distinctive area policies. Diversifying the economic base of the park and the retention and attraction of younger people has therefore been a strategic driver for action in the Lake District for many years now, to help create a strong economy and retain the feeling of a living, vibrant and working National Park. Individual LDF policies include: LDF Core Strategy Policy CS04: North Distinctive Area (Sustainable Tourism in Keswick and Caldbeck)  LDF Core Strategy Policy CS05: East Distinctive Area (Sustainable Tourism at Pooley Bridge and Lowther Castle)  LDF Core Strategy Policy CS06: West Distinctive Area (Bootle, Gosforth and Ravenglass)  LDF Core Strategy Policy CS07: Central and South East Distinctive Area (Bowness and Windermere, Ambleside, Grasmere)  LDF Core Strategy Policy CS08: Windermere Waterfront Programme  LDF Core Strategy Policy CS09: South Distinctive Area (Coniston, Hawkshead, Lakeside and Backbarrow)  LDF Core Strategy Policy CS22: Employment - This policy seeks to sustain and diversify the economy in the National Park.Other key policies include: 58  RSS Policy RDF2 also recognises the need to diversify the rural economy  Policy EM13 of the Cumbria and Lake District Joint Structure Plan 2001-2016, gives a minimum target of 3 hectares for employment land provision in the National Park.In addition to this strategic approach adopted by the LDNPA and partners, a number of other notable actions illustrate previous and existing management arrangements, are as follows: Partnership working Partners have worked together to create and agree a single vision for the Park. This vision has now been taken through the Cumbrian Economic Plan, and the Eden and South Lakeland Forward Investment Plan 2010 and Energy Coast’s (West Cumbria) Investment Plan 2010.  On a smaller geographic scale partners in the Keswick Business Improvement District have been working together on their town vision.Promoting of sustainability In terms of economic sustainability, planning policies have consistently aimed for employment land retention and organisations such as CREA, Business Link, Rural Regeneration Cumbria (Now Cumbria Vision) have provided business support and grants.  There is also a recognised opportunity for green businesses and the scope of renewable energy, which can help create a theme for future employment and business provision in the National Park. Current Management Key Driver Actions  The LDNPA commissioned an Employment Land and Premises Study, which identified a need for 8.6 ha of employment land between now and 2021. The authority has actively taken this forward by working up the detail of three new business parks to be delivered as priorities, which form the first key action within the Action Plan. These will provide a total of around 3.5 – 4 ha of this overall identified requirement. These are currently at detailed ground investigation stage and will progress to land acquisition and construction as the next phase.  Continuing the roll out of high quality, attractive and sensitively designed business and accommodation on existing or new sites is being actively taken forward at the moment, through the compilation of the Allocation of Land Development Planning Document. This will set the context for future employment land provision and site allocation.  The establishment of two economic Delivery Boards covering the National Park and establishing a National Park Business Task Force to ensure the Authority understands the needs of businesses within/ around the Park.Recent Successes The Blencathra Business Centre is a new, attractively located development, specifically designed to provide light industrial units for new and existing small businesses. It offers a range of office support services for clients of the Centre, together with free business counselling and advice. Staveley Mill Yard in the south of the Park is another example of a scheme that has been delivered in recent years to help broaden the economic base and 59 this was featured as part of the RENEW North West conference in 2004, as a best practice example.Actions Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 1 To increase availability of sites and help diversify the economy by: a Adopting the Allocation of April LDNPA PE1 Approval of Core Strategy Land Development Plan 2012 Local by September 2010 Document community securing intent to allocateWe will identify land for Submission of Allocation business and housing use, of Land DPD to Secretary identifying sites where the of State by ?? This will landscape can include a review of accommodate development existing employment in Rural Service Centres or allocations and include adjacent villages. new allocations.Adoption Site Allocation of Land DPD by April 2012There is 8.6 hectares of employment land available by 2012? Employment Land available by type (LDF BD3)No planning permissions are granted contrary to EA advice on flooding and water quality grounds (LDF E1)Percentage of planning applications approved??60 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners b Developing sites 2013 Invest in PE6 By Summer 2010, Cumbria complete investigations of Facilitate the development LDNPA sites at: of at least three new small Cumbria Keswick and Portinscale scale green Business Parks, Vision (north distinctive area) providing managed Delivery Troutbeck Bridge (central workspace use by 2012. Boards distinctive area ) NWDA Staveley (south distinctive Each development will have CCC area) a Green Travel Plan and will South be marketed to encourage Lakes Three Business Parks are businesses that connect to Developme established by 2013 the special qualities of the nt Trust National Park. Number of new Businesses set up in three new Business Parks.2 Maximise use of existing Business Sites by: a Retaining existing 2010 Cumbria PE3 Agree development briefs employment sites at: Vision PE5 for both of Keswick Pencil  Pencil factory, Keswick VC? Factory and Ambleside  Iron works, LDNPA Campus to secure their Backbarrow continued economic  University of Cumbria, NWDA contribution by March Ambleside campus 2011 University We will ensure these sites of Cumbria Industry classification by are developed appropriately, type for business and District educational use. Councils Employment Land available by type (LDF These are major sites in the BD3) National Park and impact on the vibrancy of the local communities. 61 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners b Develop Windermere and 2013 SLDT / BID organisation Bowness Business SLDC established by 2010 Improvement District (BID) Cumbria Fells & X Number of businesses Deliver a business led BID- Dales joining BID by 2012 style Business & Tourism RDPE Improvement District for Local Total amount of Bowness and Windermere, Action floorspace for town centre creating a strong positive Group uses (LDF BD4) generic brand for these Lakes places, celebrating local Hospitality distinctiveness and ensuring Associatio onward funding for positive, n business-driven economic Windermer and social outputs. This e & should build on the learning Bowness at Keswick, the first rural Chamber Business Improvement of Trade District in the country. Private Sector Specialist advice from Keswick representat ive 3 Ensure we have a good digital infrastructure for businesses to operate effectively by: a Lobbying to ensure that 2012 Cumbria PE5 rural communities have Vision Partnership to explore the good mobile and possibility of introducing a broadband connections NWDA Community Infrastructure Levy specifically to The Digital Britain White Service improve digital Paper outlined a Universal Providers connections throughout Service Commitment for a the Park. broadband connection of at Country least 2Mbps in every Land and % of Cumbria/National defined Rural Service Business Park with broadband Centre and Village Associatio connection of 2Mbps community by 2012. The n (CLA) (from BT?) Government's Next Generation Fund will help Percentage of people deliver super-fast working from home (from broadband. census)62 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners b Working with service Cumbria Allocations DPD to providers to help facilitate Vision include requirement for infrastructure appropriate ducting to be NWDA part of infrastructure Where appropriate, for new requirements builds to include ducting to Service allow fibre to be connected. providersCountry Land and Business Associatio nLDNPA 4 To provide a Development 2011 LDNPA Membership of the Management Service that Business Task Force works with its customers Cumbria Group reviewed to ensure Vision representation from all We will ensure planning Federation sectors of the economy processes of the Authority of Small and of partners are not Businesse Business Task Force barriers to facilitating s agrees the Improvement appropriate economic Business Plan for the LDNP development Taskforce Development Natural Management service England Forestry Percentage of planning Commissio applicants satisfied with n the service received – Environme LDNPP key indicator nt Agency (NPA indicator)Percentage of planning applications approvedSpeed of processing planning applications (NI157) 5 To develop renewable energy capacity in the National Park by:63 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners a Investigating a Cumbria 2010 Cumbria PE To assess whether a Community Energy Trust Vision VC Cumbria Community Cumbria Energy Trust is viable by To ensure Cumbrian people County June 2010 benefit more directly from Council renewable energy LDNPA Number of community development either renewable schemes individually through small- scale investment or local community ownership. b Identifying suitable sites Forestry SL4 Produce detailed hydro for renewable energy and Commissi PE4 study for 10 sites by ? sharing expertise on National Produce annual report for We will identify appropriate Trust the Sustainable and feasible sites for the United Development Fund by ? development of energy from Utilities identifying spend on wood fuel, hydro and wind, LDNPA renewable energy working with major land Natural proposals owners and local England communities. Environme Development of a nt Agency demonstration housing We will identify sources of ACT development of Code funding, share expertise RSPB Level 4 and, through the Local Friends of Development Framework, the Lake Amount of renewable establish appropriate policy District energy generation mechanisms within the Cumbria equipment by installed National Park. Woodlands capacity and type (LDF E3) 6 To develop and export Cumbria specialist skills VisionThrough projects like 'Fix the Fells' and water catchment projects there are people with specialist skills. In the future this is likely to also include new technologies such as renewables. We need to promote this expertise and share good practice.64 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 7 Facilitate the Energy LDNPA PE5 By ? agree with partners Coast (the West Coast of a preferred route for the Cumbria) aspirations Cumbrian 400kv Circuit, where compatible with the including possible vision for the National compensatory measures Park within the National ParkWe will encourage the development of appropriate infrastructure to maintain the special qualities of the National Park.65 3.9 Climate changeChallenges and opportunitiesGiven the aspirations of the Lake District to be an inspirational example of sustainable development in practice, addressing both the effects of climate change today and managing the National Park to help reduce future impacts is perhaps one of the most challenging issues to address as part of the Management Plan. It is not possible to say whether the November 2009 floods were caused by climate change. But they are consistent with predictions for stormier weather, and more intense winter rainfall, as climate change takes hold. The 2 degree rise in temperature threshold above the pre industrial revolution average, could be surpassed as early as 2030. In keeping with the rest of Britain, the Lake District will experience more storms, higher winds and more extremes of wet and dry weather. The concern for the Lake District National Park Authority is not only to keep up to date with the predictions of climate change but also to consider what the likely effects will be on the Park in the future. The Low Carbon Lake District work in 2008 assessed the likely impacts on the Lake District resulting from climate change. These impacts include: Extreme weather events  Migration of habitats upward  Loss of indigenous species, and an increase in non native species  Changes to lakes (water levels and quality)  Changes to woodlands (storm damage and drought)  Drying out of peatIn response to these issues, the Low Carbon Lake District report proposed 6 key areas for action which all remain relevant within the Action Plan, which include: Community Energy Solutions  A Sustainable Transport Strategy  A Green Business Hub  Inspiring Visitors to Take Action on Climate Change  Encourage Holidays at Home  Evolving Landscapes In addition to these direct environmental effects, there will be social and economic implications – for example, greater demand for water from elsewhere in the UK, movement of refugees within and between countries, and greater pressure on land for agriculture, energy crops and building. Some of these changes will pose very immediate impacts on the daily lives of residents and visitors, whereas others will be more gradual and subtle, such as the loss of species and habitats. Overall, the cumulative effect of all the changes could radically alter the look and feel of the Lake District considerably, particularly when you consider the issues above and a number of the special qualities listed in Part 1 of this document. There are two main ways in which the Lake District needs to respond to climate change. Both carry considerable opportunities. The first is to prepare to adapt to climate change, through developing management plans and integrating climate change adaptation into organisational strategies. The second is to reduce emissions of CO2 and other greenhouse gases, and to encourage residents, visitors and businesses to do likewise. We would like to take an approach that is in keeping with the special qualities of a national park, its activities, buildings and facilities and travel patterns for example. The Lake District is known for its spectacular environment, and we need to be seen to lead the way on responding to climate change, the 66 greatest threat to that environment. In doing so, there are both economic and social benefits to be had. This plan therefore looks backwards as well as forwards. It learns from past trends and the effects of past actions but applies this knowledge into the future, looking at how anticipated future changes should be addressed within the National Park.The drafting of this Management Plan has coincided with the undertaking of the Copenhagen Climate Change Summit, the biggest environmental meeting in history. The aim is simple, to seal a worldwide deal to head off dangerous global warming, that is, any rise over 2 degrees, as mentioned above. The actions considered in this Management Plan are therefore the most pressing priorities to help the Lake District not just do its bit, but significantly surpass its contribution to the global good. ActionsRef. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners 1 Reduce carbon emissions from the National Park by:Note cross references with transport and renewable energy a Establishing a carbon 2010 LDNPA SL4 Accepted as pilot for budget for the National LDNPP Government's Local Park Defra Carbon Framework.We hope to participate in Establish carbon budget the Government's pilot: for the Lake District by Local Carbon Frameworks, 2010 which incorporates targets for carbon reduction, a Per capita emissions for strategy to achieve carbon National Park reductions and delivery plan. 2% carbon reduction per year (in line with national targets) b Gaining expertise 2010 LDNPA SL4 Number of LDNP LDNPP Partnership organisations We will undertake completing leadership leadership training on training on climate climate change. change c Raising awareness LDNPA SL4 LDNPP We will raise awareness of climate change to local residents, businesses and visitors.67 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners d Piloting 'low carbon' 2011 NFU SL4 CO2 emissions from farms Natural PE4 industry and commerce in England the National Park We will pilot economically National viable 'low carbon' farm Trust models where compatible CLA with other environmental RSPB and land use aims. We will United develop demonstration Utilities farms to disseminate LDNPA lessons learnt. e Developing a support programme to insulate existing buildings in the National ParkFuel poverty in the National Park is higher than rural average. 2 Maintain and enhance 2015 LDNPA SL4  Baseline of carbon carbon storage in the Earthwatch VE6 fluxes in the environment by Centre for PE4 National Park establishing carbon fluxes Ecology established by in the National Park and 2015, together with Hydrology changes needed to Undertake two research Natural land management projects to establish England practices. baseline of carbon fluxes in Environme  X volunteers the National Park, on land nt Agency involved in fieldwork and water, raising Forestry in 2011. awareness of the issues Commissio and collection of data n through volunteers.68 3.10 Transport Challenges and opportunitiesTraffic and transport is key enabler to how an area functions. Currently the National Park suffers a number of transport related issues, ranging from the extremes of traffic congestion on the one hand through to extreme isolation, particularly from a public transport perspective. Tourism adds significantly to local traffic. Traffic and transport affects us all, be it for business, domestic or leisure uses, and whether we use private vehicles or travel more sustainably. The growth in traffic on main roads across the National Park, for example is estimated at one percent a year. Carbon emissions, not just from visitor-related trips, are contributing significantly to climate change.The National Park is served by a network of roads, bus routes, rail links, cycle ways, bridleways and footpaths, together with boat services on some of the larger lakes. But Cumbria has a dispersed population and settlement pattern, and for many residents there are limited transport choices. Residents often need private vehicles to access jobs, goods and services.About 15 per cent of households do not have access to a car, and rely on other forms of transport. This too presents problems. In some areas frequent bus services are not commercially viable, and rail services can only provide for a limited proportion of demand. And we need efficient transport links if we are to regenerate areas like the west coast, which has suffered industrial decline and has relatively high levels of unemployment.Most visitors come to, and travel around, the National Park by car, and sight seeing by car is one of the most popular activities. Congestion is common on weekends and holiday periods, particularly on key routes, such as the A591, and at popular destinations in the central Lake District. This adversely affects visitors’ enjoyment, residents’ quality of life, and public safety.Car parks in the National Park are a mix of pay and display and free parking, owned and operated by public and private bodies. There is on and off street parking, formal or otherwise, both in and out of settlements. This mix leads to a fragmented management approach, with differences in the quality of car parking and facilities such as toilets and information points. Road side parking on minor roads can disrupt the day-to-day lives of residents and local businesses.‘Rural Roads at Risk’ highlights how the character of many Cumbrian roads has changed in recent years. An increase in traffic has been accompanied by larger signs, more surface markings and colourings, and more lighting and curbing. Many roads have had major changes in layout to provide for, or make them safer for, more and faster traffic. The ‘fit for purpose’ approach is contrary to maintaining and enhancing landscape character and local distinctiveness.A Transport Framework for a Sustainable Lake District has been developed in partnership between Cumbria County Council (CCC) and the Lake District National Park Authority (LDNPA). The Framework defines the principles and priorities for transport projects in the National Park. The Framework will form an integral part of the Local Transport Plan (LTP) 3 for Cumbria, which is required by Government by April 2011. It will support the ambitions and policies of the emerging Lake District Local Development Framework and provide an evidence base for securing future funding for the specific initiatives set out in the framework.As phase 1 of developing this approach, the LDNPA commissioned consultants to identify and analyse perceived transport issues in the Park area, to report on the significance of these and 69 to identify potential solutions from a review of good practice in the UK and elsewhere. County Council officers, Cumbria Tourism and NWDA supported the LDNPA in managing the study with professional transport advice, a local business perspective and funding. The study reported in late 2008 and in order to take the findings forward it was agreed that CCC and the LDNPA would work together to develop a Transport Framework that would express the ambition of the National Park for transport within the context of the Local Development Framework (LDF) and that could form a substantial element of the geographic element of the forthcoming LTP3. This is Phase 2 of the initiative.The third and final phase of the Framework initiative will be the implementation of specific action plans relating to the priority programmes identified in the framework. These will be managed and implemented jointly in order to achieve the shared transport objectives for the Lake District National Park within the overall context set by the local development framework and the Local Transport Plan. Where appropriate they are being and will be included in the Highways and Transport Programme.Recent management arrangementsTo be insertedActions Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners T1 Transport Framework TBC programme 1: transport hubs T1.1 Bowness Bay and the 2013 SLDC TBC Phased milestones, e.g, Glebe Sustainable CCC Steering Group Transport Hub Private established, letters of Sector support, project Deliver one exemplar and LDNPA programme, funding, precedent- setting design, start on site sustainable transport hub scheme, such as the Access to services and proposed Transport facilities by public Interchange hub at Bowness transport, walking and Bay and the Glebe (see cycling – LDNPP key Draft Masterplan and SPD) indicator (NI175, County wide) From Transport Improvement Framework: % of visitors travelling to Sustainable transport hubs, the National Park by car including parking strategies (Cumbria Visitor Survey, (programme 1) every 3 years)70 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners T1.2 Deliver sustainable 2014 LDNPA TBC Phased milestones, e.g, transport hub at Keswick CCC Steering Group Allerdale established, letters of BC support, project Parish programme, funding, Councils & design, start on site other local interest Access to services and groups facilities by public transport, walking and cycling – LDNPP key indicator (NI175, County wide)% of visitors travelling to the National Park by car (Cumbria Visitor Survey, every 3 years)T1.3 Complete scoping into 8 2011 LDNPA TBC Commissioning of other transport hubs CCC consultants8 hub locations identifiedFeasibility studies produced T1.4 As 1 and 2, Instigate 4 hub 2015 LDNPA TBC development programmes CCC Parish Councils & other local interest groups Private sectorT2 Transport Framework TBC Reduction in traffic in programme 2: traffic National Park (Lake management District cordon)T2.1 Develop spatial plan for 2011 CCC TBC appropriate speed limits LDNPA on the Park’s highway District network councils71 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners T2.1 Instigate amended speed 2012 CCC TBC limits LDNPA District councilsT2.3 Explore and scope 2010 LDNPA TBC Access Management CCC Plans: criteria and identify Parish locations for Councils & implementation other local interest groupsT2.4 Develop and implement 2014 LDNPA TBC Access Management CCC Plans in 4 locations District Councils Parish Councils & other local interest groupsT3 Transport Framework TBC Access to services and programme 3: Cycling and facilities by public Horse Riding Network transport, walking and Development cycling – LDNPP key indicator (NI175, County wide) Deliver exemplar and TBC precedent-setting shared- use routes for cycles, pushchairs & wheelchairs: infrastructure, marketing, integration with other services and networksT3.1 Round-Thirlmere route 2011 LDNPA TBC Numbers using per CCC annum Private Sector Cumbria Tourism72 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners T3.2 Coniston – Foxfield (C2F) 2014 LDNPA TBC Safe routes to school CCC Parish Numbers cycling to work Councils & other local interest groups Cumbria TourismT3.3 Ambleside – Bowness 2015 LDNPA TBC Children cycling to School (A2B) CCC – see Bowness Bay and Private Glebe Masterplan youth Sector workshop notes Parish Councils & other local interest groups Cumbria TourismT3.4 Identify and develop 3 2015 LDNPA TBC other shared use or cycle CCC schemes Parish Councils & other local interest groups Cumbria TourismT4 Transport Framework TBC programme 4: Passenger Transport Improvement, for buses, boats and trainsT4.1 Maintaining existing 2010 CCC TBC  Access to services public transport routes, to LDNPA and facilities by stop erosion of service Private public transport, coverage witnessed in Sector walking and cycling recent months, e.g.  % of visitors using Kentmere public transport 73 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners T4.2 Deliver “smart” integrated 2010 CCC TBC during their time in ticketing infrastructure, LDNPA the National including GoNoWLakes Private  % of visitors Card Sector travelling to the National Park by car T4.3 Develop and deliver ticket 2011 LDNPA TBC (Cumbria Visitor & fare offers targeted at CCC Survey, every 3 residents & visitors Private years) Sector  Working age people with access to T4.4 Develop and deliver 2012 LDNPA TBC employment by transport & travel publicity CCC public transport (and and marketing strategy Cumbria other specified Tourism modes) – NI176 Private Cumbria wide Sector  Children travelling to school – mode of travel usually used (NI198 – Cumbria wide) [T4.5 [possible] Develop ‘the 2014 LDNPA TBC ] most beautiful bus route CCC in England’: 555 Kendal – Cumbria Keswick. Delivery of high Tourism quality design waiting, Private boarding and real-time Sector information facilities. T5 Transport Framework Per capita reduction in programme 5: Low Carbon CO2 emissions (NI186) Vehicle networks – LDNPP key indicator T5.1 Investigate, develop and 2012 CCC TBC deliver electric vehicle LDNPA recharge network in the Cumbria Lake District Vision West Lakes Renaissan ce Private Sector T5.2 Develop and deliver low 2011 CCC TBC emission vehicle LDNPA networks: business fleets, CV vehicles for visitors West (through accommodation Lakes providers) and residents, Renaissan boats, buses, cycles ce Tata 74 Ref. Action Action Lead Delivery Measures of success Complet Organisati Aims e By on (Bold) Met and Partners [T5.3 [possible] Deliver Lake 2013 LDNPA TBC ] District car share club: CCC network of low emission District car club vehicles Councils Local interest groups[T5.4 [possible] Deliver “Vélib” 2013 LDNPA TBC ] type distributed cycle hire CCC network for the Lake District District, including electric Councils assisted cycles. Private sector Local interest groups75 AnnexesGlossary and list of acronymsACT Action with Communities in Cumbria CCC Cumbria County Council CLA Country Land and Business Association CREA Cumbria Rural Enterprise Agency CT Cumbria Tourism CV Cumbria Vision CWAAS Cumberland and Westmorland Antiquarian and Archaeological Society CWT Cumbria Wildlife Trust Defra Department of EA Environment Agency EH English Heritage FC Forestry Commission FLD Friends of the Lake District FSC Field Studies Council HCA Homes and Communities Agency LDNPA Lake District National Park Authority LDTCP Lake District Tourism and Conservation Partnership LSP Local Strategic Partnership NE Natural England NFU National Farmers' Union NT National Trust NWDA Northwest Regional Development Agency PCT Primary Care Trust RDPE Rural Development Programme for England RSPB Royal Society for the Protection of Birds SLDC South Lakeland District Council SLDT South Lakes Development Trust UU United Utilities76

Draft Structure For National Park Management Plan

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