Working in Partnership: A Management Plan for the Lake District
2010 - 2015
Contents

Executive Summary
Foreword

By Lord Clarke of Windermere and Richard Leafe
1
Background
1.1
1.2
1.3
The 2030 vision for the Lake District National Park
Special Qualities of the Lake District National Park
The purpose of this Plan
2
Managing the Lake District 2010 - 2015
2.1
2.2
2.3
Current drivers for change
Delivery Aims and performance indicators
Using the action plan
3
Issues and Actions
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
Landscape, Biodiversity and Ecosystem Services
Cultural Heritage and Built Environment
Farming and Forestry
Access and Outdoor Recreation
Sustainable Tourism and Visitor Facilities
Supporting Communities
Housing
Employment and Business
Climate Change
Transport
Annexes







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 – Background
1.1
The 2030 vision for the Lake District National Park
The 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 Park
The 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 Heritage
The 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 19 th 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 Plan
This 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
(ACT(
Allerdale Borough Council
Copeland Borough Council
Country Land and Business
Association
Cumbria Association of Local
Councils
Cumbria County Council
Cumbria Tourism
Cumbria Vision
Cumbria Wildlife Trust
Eden District Council
English Heritage
Environment Agency
Forestry Commission
Friends of the Lake District
Government Office North West
Lake District National Park Authority
National Farmers' Union
National Trust
Natural England
North West Development Agency
RSPB
Rural Regeneration Cumbria
South Lakeland District Council
In 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 – 2015
2.1
Current drivers for change
To be inserted
2.2
Delivery aims and long term indicators of success
The 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 consultation
7
A prosperous economy
The outcome: Businesses will locate in the National Park because they value the quality of
opportunity, environment and lifestyle it offers – many will draw on a strong connection to the
landscape. Entrepreneurial spirit will be nurtured across all sectors and 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 rate
2
An increase in the percentage of small businesses in an area showing employment
growth
3
An increase in the median earnings of employees in the area
4
An increase in the percentage of planning applicants satisfied with the service received
5
An increase in the amount of additional employment floorspace available
Key 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 experiences
The outcome: High quality and unique experiences for visitors within a stunning and globally
significant landscape. Experiences that compete with the best in the international market.
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 good
2
An increase in the percentage of visitors who return to the National Park
3
An increase in the average length of stay
4
An increase in the percentage of visitors using public transport during their visit
5
An increase in the percentage of accommodation providers in an accredited scheme
Key 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 communities
The 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 area
2
An increase in the percentage of residents who feel they can influence decisions in their
locality
3
An increase in the percentage of residents who feel that they belong to their
neighbourhood
4
An increase in the number of affordable homes delivered
5
An increase in access to services and facilities by public transport, walking and cycling
Key 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 wellbeing.
6
Involve communities, particularly children and young people, to help develop
communities which are sustainable for future generations.
10
Spectacular landscape
The outcome: A landscape which provides an irreplaceable source of inspiration, whose
benefits to people and wildlife are valued and improved. A landscape whose natural and
cultural resources are assets to be managed and used wisely for future generations.
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 implemented
3
An increase in the percentage of sites of special scientific interest in favourable or
recovering condition
4
An increase in the percentage and area of land in agri-environment schemes
5
An increase in the percentage of total length of public rights of way which are easy to use
by members of the public
6
Water quality indicator – to be developed
7
Cultural heritage indicator – to be developed
Key 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 plan
The 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 actions
Gaps to be worked on including access, education and understanding, biodiversity
We will also cross reference actions to delivery aims and other topics as appropriate
3.1
Landscape, biodiversity and ecosystem services
Challenges and opportunities
England’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
success a second ‘Reflections’ project has been instigated for the Lake Windermere
13
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.
Actions
Further work is needed on actions to address biodiversity, such as links with Cumbria
Biodiversity Action Plan
14
R
ef
Action
1
Develop a joined-up
approach to our green
infrastructure by:
a
Agreeing a green
infrastructure strategy for
Cumbria
Action
Comple
te By
Lead
Organisat
ion (Bold)
and
Partners
?
CCC
Deliver
y Aims
Met
Measures of success
PE4
SL1
SL3
GIS layer map of
ecosystem services in the
National Park produced by
?
We 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
in the National Park
Natural
England
CCC
LDNPA
Forestry
Commissi
on
Environme
nt Agency
A GIS layer of ecosystem
services will help identify
opportunities to deliver social,
environmental and economic
benefits.
2
a
Undertake projects on a
landscape-scale by:
We will look at environmental,
social and economic benefits
when assessing landscapescale projects.
Adopting the Landscape
Character Assessment as a
Supplementary Planning
Document
2011
LDNPA
Natural
England
National
Trust
Forestry
Commissi
on
English
Heritage
We recognise there are
different distinctive areas in the
National Park and we need to
take account of landscape
character to guide development
and land use change to protect
areas of high sensitivity.
15
To be developed - Number
of changes inconsistent
and consistent with
defined landscape
character
R
ef
Action
Action
Comple
te By
Lead
Organisat
ion (Bold)
and
Partners
b
Integrating information to
give clear evidence base:
2011
LDNPA
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
Windermere through the
Windermere Catchment
Restoration Programme
Environm
ent
Agency
LDNPA
Natural
England
United
Utilities
National
Trust
Cumbria
Tourism
Forestry
Commissi
on
SLDC
We will work to:

improve the water quality
and protect the natural
ecology of the catchment
and its lakes

increase environmental
awareness amongst
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.
d
Improving water quality of
Bassenthwaite through the
Bassenthwaite Lake
Restoration Programme
16
Deliver
y Aims
Met
Measures of success
R
ef
Action
e
Mapping the Vital Uplands for
Bassenthwaite
Action
Comple
te By
Bassenthwaite Vital Uplands is
one of three national pilot
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
plan for Ullswater
We will pilot a valley-planning
approach at Ullswater, working
with the local community, to
develop solutions to land and
water management at a valley
scale.
g
Improving water quality in
Haweswater and Thirlmere
through SCAMP (Sustainable
Catchment Management
Programme)
h
Wilding Ennerdale
Improve the condition of
designated wildlife and
geological sites by:
17
Deliver
y Aims
Met
Measures of success
Natural
England
LDNPA
Environme
nt Agency
Complete Bassenthwaite
Vital Uplands pilot by ?
LDNPA
Natural
England
Forestry
Commissi
on
National
Trust
Friends of
the Lake
District
ACT
RSPB
United
Utilities
RSPB
Water quality of Ullswater
National
Trust
United
Utilities
Forestry
Commissi
on
Through the Wild Ennerdale
project we are allowing
Ennerdale to evolve as a wild
valley relying on natural
processes to shape its
landscape and ecology
3
Lead
Organisat
ion (Bold)
and
Partners
Develop Valley Land Use
Plan for Ullswater by ?
R
ef
Action
a
Ratifying county wildlife sites
Action
Comple
te By
Assessing the impacts of
climate change on Cumbria
Biodiversity Action Plan
species and habitats
d
Restoring blanket bogs and
mires
Measures of success
% of ratified local wildlife
sites in the National Park
Cumbria
Biodiversi
ty
Partnersh
ip
Natural
England
We need to identify whether the
species and habitats in
Cumbria Biodiversity Action
Plan are resilient to the effects
of climate change to help us
make decisions based on this
evidence.
c
Deliver
y Aims
Met
CWT
LDNPA
District
Councils
Local Sites
Partnershi
p
We need a sound evidence
base to ensure that we are
protecting the best sites for
wildlife in the National Park.
Retaining existing sites in good
condition will help retain
carbon, and improving them
should improve carbon storage.
b
Lead
Organisat
ion (Bold)
and
Partners
CWT
Natural
England
LDNPA
2014
We will restore blanket bogs
and mires in the National Park
to capture carbon and improve
biodiversity.
Undertaking projects on
individual habitats
CWT
Natural
England
LDNPA
We will undertake projects to
improve habitats, subject to
funding. Current projects
include one on haymeadows
and another on wetlands.
Potential future projects include
woodlands and blanket bogs.
18
SL1
SL3
SL4
% of ratified local wildlife
sites in the National Park
R
ef
Action
Action
Comple
te By
Lead
Organisat
ion (Bold)
and
Partners
Deliver
y Aims
Met
Measures of success
4
Develop a woodland strategy
and delivery plan
2013
Forestry
Commissi
on
LDNPA
Natural
England,
Friends of
the Lake
District
Cumbria
Woodland
s
SL3
SL4
SL1
SL6
PE4
PE2
Area and % of land in
Woodland Grant Schemes
To reflect the importance of our
woodland assets in relation to
use for carbon storage,
recreation, energy use and for
furniture or building.
5
Holistic delivery of the Rural
Development Programme in
the National Park by:
a
Maximising spend on agrienvironment schemes
Natural
England
Forestry
Commissi
on
LDNPA
National
Trust
Cumbria
Wildlife
Trust
Natural
England
Forestry
Commissi
on
LDNPA
National
Trust
Cumbria
Wildlife
Trust
We will work to ensure that we
maximise the amount spent in
the National Park on agrienvironment and forestry
schemes in the National Park,
to help farmers manage the
land sustainably.
b
Delivering agri-environment
and forestry schemes
We will work with land
managers to maximise the
benefits to the environment
through Environmental
Stewardship and Woodland
Grant Schemes. This will help
protect and improve
biodiversity, landscape, water
quality, cultural heritage,
access and minimise the
impacts of climate change.
19
Area of woodland in the
National Park?? – is this
recorded somewhere
Staff trained to provide
advice on Environmental
Stewardship Schemes by
?
ELMS indicators – length
of stone walls etc
R
ef
Action
Action
Comple
te By
c
Working towards sustainable
land management in the
future
2013
Lead
Organisat
ion (Bold)
and
Partners
Deliver
y Aims
Met
LDNPP
SL6
LDNPA
CCC
Cumbria
NHS
SL6
Friends of
the Lake
District
CWT
NT
Tourism
and
Conservati
on
Partnershi
p
Natural
England
LDNPA
ACT
RSPB
SL6
Measures of success
The 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
of Biodiversity
2010
We will have an item related to
biodiversity at all our meetings
during 2010.
b
Running the Access to
Nature project
We will run this project to work
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
project
2010
20
To run x events as part of
Flora of the Fells project
Number of people
attending Flora of the Fells
events a
3.2
Cultural heritage and built environment
Challenges and opportunities
The 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 18 th 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 agrienvironment 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.
Actions
Ref.
Action
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
1
Revise and implement the
Lake District Historic
Environment Strategy
2010
LDNPA
English
Heritage
National
Trust
CWAAS
SL3
SL1
To agree a revised
Historic Environment
Strategy by December
2010.
Our Historic Environment
Strategy gives guidelines
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
Environment Record up to
date
LDNPA
National
Trust
English
Heritage
We need to maintain an
accurate evidence base of
our historic environment
23
Scheduled Ancient
Monuments are
resurveyed by 2014.
Ref.
Action
b
Undertaking a condition
survey of listed buildings
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
Delivering conservation
work through the Rural
Development Programme
in England.
Register of listed
buildings at risk in the
National Park available
by ?
Natural
England
English
Heritage
LDNPA
Achieve ELMS historic
environment targets
See action (X under
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
projects that maintain and
enhance cultural heritage
Cumbria
Tourism
National
Trust
Littoral Arts
Trust
LDNPA
Potential projects include:

a community project in
Ravenglass looking at
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
Measures of success
LDNPA
English
Heritage
We need an up to date
picture of the condition of
listed buildings in the
National Park.
c
Delivery
Aims
Met
% of scheduled
monuments ‘rescued’
during the year
Ref.
Action
b
Supporting festivals and
events
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
We will support events
relating to the indigenous
cultural heritage of the Lake
District.
4
Manage and conservation
areas by:
a
Completing conservation
area appraisals and
management plans
LDNPA
2012
100% of conservation
areas have up to date
(less than 10 years old)
character appraisals by
2012.
In consultation with local
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
Improve the public realm
by:
5
a
2011
We will develop a prioritised
public realm investment
framework for the Lake
District, in light of
Co-ordinating investment
in the public realm
LDNPA
NWDA
District
Councils
Parish
Councils
SLDT
Cumbria
Tourism
Delivery
Boards
We will develop a public
realm investment framework
in light of work already
underway to improve the
public realm at Bowness,
Windermere and Ambleside.
25
Ref.
Action
b
Encouraging use of local
materials
Action
Complet
e By
Delivery
Aims
Met
Measures of success
SL5
Funding bids submitted
for public realm
improvements
LDNPA
CCC
District
Councils
We will to broaden the
accepted materials palette
for public realm and
development schemes, to
increase the extent of local
materials, making schemes
locally distinctive
c
Lead
Organisati
on (Bold)
and
Partners
Working with
communities on
improving the public
realm
SLDC
SLDT
CCC
NWDA
Funding obtained for
public realm
improvements
Potential projects include:

Ellerthwaite Square,
Windermere

Ambleside Town
Centre

Hawkshead

Wasdale
6
Improve the quality of
design in the National
Park by:
a
Continuing the design
programme
LSL5
LDNPA
NWDA
2010
We will hold a range of
events for architects,
specialists, and staff to learn
about, debate and discuss
design themes.
b
Housing quality – building
for life assessments (LDF
H7)
Using the regional design
panel
We will use the design
panel to encourage high
quality sustainable design in
the National Park
26
3.3
Farming and forestry
Challenges and opportunities
Farming 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 Successes
Financial support for farming within the LDNP and for woodland and forestry - Agrienvironment support, Woodland Support Grant
Sharing 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
Ennerdale
Actions
Ref.
Action
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
1
Encourage local food
production by introducing
'Taste Cumbria'
2013
Cumbria
VE3
Tourism
VE4
Food North PE4
West
Rural
Developme
nt
Programm
e for
England
(RDPE)
NWDA
Cumbria
Farmers
Network
Cumbria
Vision
North West
Upland
Farming
Forum
Members –
producers
and
consumer
businesses
We will work with local food
and drink producers and
tourism businesses to
develop closer links, helping
local businesses source
more local produce and a
'Taste' accreditation
scheme.
28
Delivery
Aims
Met
Measures of success



Number of
businesses
participating in
'Taste Cumbria'
Net farm income
(Defra Farm
Business Survey)
Average spend per
visitor per day
Ref.
Action
2
Improve communication
with farming community
by:
a
Providing signposting
service for land
managers/farmers
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
2011?
LDNPA
Natural
England
Environme
nt Agency
Forestry
Commissio
n
National
Trust
NFU
CLA
United
Utilities
SL1
SL3
PE4
2011
NFU
LDNPP
Cumbria
Federation
of
Commoner
s
PE4
SL1
SL3
Roll forward and expand
the pilot Environmental
Land Management
Service with a new
partnership team
between National Trust
and LDNP “ELMS2” from
April 2010 .
In January 2011 review
the successes of ELMS2
to see if it merits being
rolled forward for the next
financial year
40 HLS agreements
facilitated by the ELMS2
team by March 2011
Annual report presented
to the Partnership at its
meeting in Autumn 2010
Number of people living
in the National Park
employed in farming
(Defra Agricultural
Survey)
To co-ordinate provision of
advice to farmers by having
a joined up approach,
through the Environmental
Land Management Service,
with advisers able to
signpost to business advice
on social, environmental
and economic opportunities.
b
Remaining abreast of
farming and common land
issues
We will be updated annually
on farming in the Lake
District to ensure that we
have relevant information
and consider appropriate
actions, particularly as hill
farming is likely to be
affected by changes to the
Common Agricultural Policy.
c
Farm Size (Defra
Agricultural Survey)
Working with farmers to
Identify and resolve
issues
LDNPA
Hill
Farming
Gathering
ACT
We will work with the
farming community to try
and reduce the barriers, for
example in relation to
planning, succession
planning, farm
diversification and rights of
way and access land.
29
PE4
Net farm income (Defra
Farm Business Survey)
Explore the merits of
establishing a new
Farming and Forestry
Task Force group with
linkages to the LDNP
Services
Ref.
Action
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
3
Encourage appropriate
farm diversification
2011
NFU
2014
ACT
Hill
Farming
Gathering
University
of Cumbria
Commoner
s'
Federation
NFU
North West
Upland
Farming
Forum
Fells and
Dales
Leader
Action
Group
NFU
Delivery
Aims
Met
Convene a Seeing is
Believing day for the
Partnership to
demonstrate successful
farm diversification within
the Park
We will promote successful
farm diversification schemes
to share good practice.
4
Provide opportunities to
develop skills
a
Establish Hill Farming
Heritage Skills Centre
An ambition to develop a
sustainable Hill Farming
Heritage Skills Centre within
a working upland farm in
Cumbria which protects and
communicates the value of
our hill farming heritage,
providing an exhibition and
activity programme.
b
5
6
Develop a voucher
scheme for training
courses
To include a voucher
scheme for those involved
in land management to use
on relevant courses.
Seek to increase the
recreational and tourism
offer and income
streams from woodlands
within the park by…
LDNPA /
FC
Seek to develop
woodlands and timber
markets as a sustainable
renewable resource
LDNPA /
FC
30
Measures of success
PE2
PE4
PE2
PE4
 Funding bid submitted
to HLF in 2010
 Funding secured from
HLF and partners
 Centre established by
2014
 Number of people
undertaking courses
3.4
Access and outdoor recreation
Further work is needed to address access and education
Challenges and opportunities
The 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 coast
Recent management arrangements
The below to be structured as follows:
 Research – identifying the issues
 Policy
 Partnership working
 Promoting of sustainability
 Current Management Key Driver Actions
 Recent Successes
Marketing
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
Complet Organisati
e By
on (Bold)
and
Partners
OR1
Coordinated promotion
and marketing of the
recreational value of the
Lake District, to improve
understanding of its
special qualities
2012
Cumbria
Tourism
Private
sector
Local
Authorities
Joint promotion of a
package of activities to a
world-wide market, coupled
with support and
development of existing and
new outdoor adventure
products and facilities, such
as:


LDNPA
Cumbria
Vision
NWDA
FC
Lake District Adventure
Walking Route
Festivals and Events,
such as the Kendal
Mountain Film Festival
UU
University
of Cumbria
32
Delivery
Aims
Met
Measures of success
VE5
 Successfully complete
Phase 2 of Adventure
Capital (expand)
 Submit bid for Phase
3: Capital programme
by ???
 Partnership explores a
zoned approach to
Adventure Capital
branding so that in
particularly sensitive or
tranquil areas the
impact of leisure is
limited and conflict
reduced
 Visitor profile by age
 Average length of stay
per visitor
 Average spend per
visitor
 % 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 Adventure
Ref.
Action
OR2
Realise health benefits of
active participation
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
LDNPA
Local
Authorities
PCTs
FLD
National
Trust
ACT
Friends of
the Lake
District
Cumbria
Tourism
Natural
England
WWOOF
Continue to provide access
to recreation for mental and
physical health, through
footpath restoration projects
such as Fix the Fells and
promotion of recreational
activities to visitors and
potential beneficiaries (eg
through promotion with
Health Service)
OR3
Carry out research which
costs the health benefits
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
Access Actions to be
drafted
Delivery
Aims
Met
Measures of success
VE5
SL6
% of total length of public
rights of way which are
easy to use by members
of the public
% self-reported measure
of health as good or very
good
% of visitors doing
outdoor activities
Access to Nature
Rights of Way flood
recovery
OR6
Access Actions to be
drafted
ETC
Access Actions to be
drafted
Lakes
ELMS2 include access
and recreation
Delivery of ROWIP
Byelaw enforcement
33
3.5
Sustainable tourism and visitor facilities
Challenges and opportunities
The 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 21 st
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 arrangements
Sustainable 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 issues
Throughout 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.
Policy
Sustainable 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
Windermere have seen their townscape’s and environment’s improved, helping to address the
36
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 Experiences
The 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 Actions
In 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
Grizedale and Whinlatter Forest Parks. In terms of the public realm, we have seen the
37
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
Complet Organisati
e By
on (Bold)
and
Partners
ST1
Low Carbon Tourism Lake
District Brand
2011
Develop and instigate ‘Low
Carbon Tourism’ as an
additional brand for the Lake
District / County.
As well as this high level
action, various sub actions
exist below.
ST1a
Develop a user friendly
toolkit for tourism
businesses to cut their
carbon emissions
ST1b Develop a low carbon
holiday guide, based on
research into how green
people really want to be
and marketed under the
banner, ‘we can make
your visit as carbon
neutral as possible’
2010
Cumbria
Tourism
Carbon
Trust
Tourism
and
Conservati
on
Partnershi
p
LDNPA
FLD
VE3
Cumbria
Tourism
VE3
Small
World
Consulting
Cumbria
Tourism
2010
38
Delivery
Aims
Met
Measures of success
Trademark of brand
Adoption / launch of band
Web pages on
sustainable tourism for
visitors developed by
2010 (CT, LDNPA)
VE3
Cumbria Tourism Survey
results relating to
sustainable tourism, i.e.
accommodation choice
Launch of toolkit and
rollout to all tourism
businesses
Guide produced
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
ST1c
Food Waste Recycling for
Tourism Businesses
2012
CCC
LDNPA
Delivery of food waste
recycling for energy
schemes for tourism
businesses, initially piloted
on the Kendal – Keswick
corridor, with precedents
delivered on LDNPA owned
sites at Brockhole and
Ambleside. Alongside the
identification of initial sites,
further sites will be actively
explored by LDNPA.
ST2
ST3
Develop Flagship Cultural
Tourism project in the
heart of the Lake District
to boost economic
sustainability of the Park,
by linking existing
facilities and
infrastructure in a coordinated way and
complementing /
strengthening the offer
through a new programme
of large and small events
Delivery
Aims
Met
Measures of success
VE3
Introduction of
composters at Brockhole
and Ambleside by 2011
Cumbria
Green
Business
Forum
Identification and
planning permission
obtained for further sites
(Needs smartening up)
District
Councils
Cumbria
Tourism
LDNPA
SLDC
CREA
Cumbria
Vision
Private
Sector
Lakes
Alive
2011
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
Amount of food waste
recycled per annum and
energy generation
VE2,
VE4
Accommodation
occupancy levels
Number of visitors to
National Park
Also numbers of
community groups
involved in events
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
ST3a
Support and develop skills 2012
in the hospitality sector
and broaden local
knowledge in staff to
University
of
Cumbria /
Kendal
College
Delivery
Aims
Met
Measures of success
VE1
Number of people
completing ‘Welcome to
Excellence’ customer
service training.
% of visitors who return to
the National Park
Cumbria
Tourism
% of visitors rating their
overall level of
satisfaction with their visit
to the National Park as
‘very good’
LDNPA
Business
Link
ST3b Growth Marketing for
Cumbria – Phases 2 and 3
Business
Champions
Average length of stay
Local
community
Day visit to multi night
stay ratio reduces
Cumbria
Tourism
2013
VE1,
PE3
% of visitors from underrepresented groups
(LDNPA collecting for
website, information
centres, events,
education)
Deliver Phases 2 and 3 of
the Growth Marketing for
Cumbria campaign; to
acquire new visitors and
retain loyal customers from
now until the end of March
2013
ST4
Visitor profile by age
Deliver comprehensive
2012
modern visitor information
throughout the National
Park.
Cumbria
Tourism /
TIC
Operators
NWDA
VE1,
VE2
Agree network of TICs
based on CT’s identified
Visitor Information
programme
Facilitate continued etourism development as
detailed in Destination
Management Plan
% score in NWDA
mystery shopper for
information centres in
National Park
Delivery and launch of
modernised TIC hubs
40
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
ST5
Explore means of
expanding visitor pay
back schemes to further
investment in to the
tourism product and
sustainability of the
National Park raising
income from visitors
2012
LDNPA /
District
Councils
Delivery
Aims
Met
Measures of success
VE2
By ? Partnership to have
explored options for
Visitor Pay Back schemes
to significantly increase
income generation,
particularly from day
visitors, for reinvestment
in to the tourism offer
whilst enhancing the
National Park
Private
Sector
Explore pilot ‘pay for’
public conveniences at
Bowness Bay and the
Glebe by 2012
ST6
Tourism Connect – Phase
2
Cumbria
Tourism
NWDA
2015
Actively facilitate the
ongoing implementation of
the Tourism Connect
Accommodation
Improvement Programme, to
raise the quality,
productivity, environmental
performance and interior
design standards in
Cumbria, sourcing as far as
possible local materials and
skills.
VE2
% of accommodation
providers in an
accredited scheme
% of different types of
accommodation available
in the National Park
Additional employees
For this to occur, the
barriers of initial expense to
businesses need addressed
41
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
ST7
Progress the Windermere
Waterfront Programme so
that it is on schedule by
2015 to realise the 2025
vision.
2015
LDNPA
NWDA
WWP
Steering
Group*
Delivery
Aims
Met
PE3
VE2
Measures of success
Funding committed ?
% of small businesses in
an area showing
employment growth
(NI172)
The individual project
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
Bay, including the Glebe
2010
(SPD)
Ongoing
LDNPA
NWDA
SLDT
CCC
SLDC
Private
Sector
WWP
Steering
Group
PE3
VE2
Masterplan complete by
consultants BDP
Investigate detailed
costings for preferred
option
Consult on Bowness Bay
and the Glebe
Supplementary Planning
Document by July 2010
Adopt SPD by September
2010
? Glebe enhancements
with community
Delivery body established
Funding bids submitted
by 2011
Funding secured by 2012
42
Ref.
Action
ST7b Enhancement of
Waterhead, Ambleside
ST7c
Development 600 capacity
new Conference Centre
ST7d Redevelop Lake District
Visitor Centre at
Brockhole as an
exemplary National Park
Visitor Centre,
establishing a gateway to
the National Park and a
taster for experiences that
the National Park offers.
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
2012
2012
2012
Delivery
Aims
Met
Measures of success
SLDC
SLDT
NWDA
Cumbria
Vision
CCC
Wider
Project
Steering
Group
WWP
Steering
Group
PE3
VE2
Funding agreed by ? to
progress enhancement
scheme to detailed
design stage
Private
Sector
LDNPA
WWP
Steering
Group
PE3
VE2
LDNPA
NWDA
WWP
Steering
Group*
PE3
VE2
Contractor team
appointed
Submitted planning
application determined by
LDNP by ?
Start on site date
New jetty application
submitted to LDNP by
March 2010.
Jetty operational by
March 2011
Planning application for
new build centre and
refurbishment of
Brockhole asap
Number of visitors to
Brockhole National Park
Visitor Centre
Over x per cent of people
surveyed at Brockhole
have increased their
understanding of what is
special about the National
Park
43
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
ST7e
Redevelop Windermere
Steamboat Museum to
celebrate the rare
collection of boats
2010
(study)
ST7d As a precedent for
sustainable transport
driven by tourism (Park
and ride / sail / walk /
cycle), develop a
Masterplan and delivery
strategy for the Southern
Node of the Windermere
Waterfront Programme
Delivery
Aims
Met
Measures of success
Lakeland
Arts Trust
Heritage
Lottery
Fund
WWP
Steering
Group*
PE3
VE2
Feasibility study complete
2011
(study)
LDNPA
VE2,
PE3
2015
NWDA
2014
Public access to lake
shore developed by X
A branded Park & Ride /
Sail open at 2015
Private
Sector
Increase in passengers to
Ambleside / Waterhead
by boat
National
Trust
Delivery of the proposals
4g
Feasibility study
completed by March 2011
Increase in bikes on
boats
Visitor feedback
ERDF bid successful
North basin infrastructure
Implementation of ?
ST8
ST8a
Support the phased
development of other
significant facilities, as
follows:
Lowther Castle and
Gardens
Lowther
Castle &
Gardens
Trust
Cumbria
Vision
NWDA
2011
Support major festivals and
annual programme of events
currently using the site in
short term and overall
progression to project’s aims
in longer term
44
TBC
Construction to
commence on site by ?
Number of visitors to
Lowther Castle
Ref.
Action
ST8b Keswick Museum and Art
Gallery
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
2010
TBC
VE2,
VE4
Number of Visitors to
Keswick Museum and Art
Gallery
2014
Forestry
Commissi
on
CCC
Cumbria
Tourism
LDNPA
SLDC,
Private
sector
VE4
VE2
VE5
SL6
Number of visitors to
Grizedale
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
Grizedale
ST8d Other Projects
45
3.6
Supporting communities
Challenges and opportunities
The 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 / process
Critical 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 project
However, 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 inserted
46
Actions
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
UC1
Partnership Community
Engagement Protocol
2011
Delivery
Aims
Met
LDNPA
TBC
Community
ACT
District and
Council
councils
CCC
(CIEP)
To enable true ongoing
participation in plan and
decision making, the LDNPP
will develop, adopt and
champion specific protocols
for the community to be
involved in the preparation
of all plans, schemes and
strategies, so that they are
actively engaged from day
one of a project. This will be
based on the CIEP
‘Community Engagement
Standards for Cumbria’.
Measures of success
LDNPP Protocol written
and adopted
Percentage of people
who feel they can
influence decisions in
their locality – LDNPP key
indicator (Place Survey
every 2 years)
Overall/general
satisfaction with local
area – LDNPP key
indicator (Place Survey
every 2 years)
Percentage of people
who believe people from
different backgrounds get
on well together in their
local area – LDNPP key
indicator (Place survey
every 2 years)
This will include around 6
key standards and it is
imperative that one of these
focuses on the engagement
of young people.
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
Complet Organisati
e By
on (Bold)
and
Partners
UC2
a
Local Area Partnerships
TBC
SLDC /
CCC
LDNPA
District
Council’s
To encourage local
involvement, pride and
longer term efficiency,
through a new locally based
decision making process,
pilot the use of Local Area
Partnerships in the 5 LAP
areas of South Lakeland
and:





Delivery
Aims
Met
Measures of success
TBC
Percentage of people
who feel they can
influence decisions in
their locality – LDNPP key
indicator (Place Survey
every 2 years)
Reference NI4
South Copeland
Five Rivers
Melbreak
Derwent Seven
A new pilot in Allerdale
Assess the success of
interim pilot scheme and roll
out as necessary across
whole National Park
Engage with other emerging
‘Locality Working’ in nearby
authorities, such as
Copeland BC
UC2
b
Investing in Communities
(IIC)
LDNPA
District
Council’s
CCC
ACT
TBC
Develop the business case
to allow ongoing
sustainability and
continuation of a programme
similar to ‘Investing in
Communities’.
TBC
Business case agreed by
September 2010.
Funding for Investing in
Communities project
agreed by Autumn 2010
% of Parishes covered by
Community Action Plans
updated within the last 3
years
48
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
UC2
c
Comprehensive roll out of
Community Led Planning
2013
ACT
CCC
Parish
Councils
Local
Communiti
es
Service
providers
Through new and reviewed
plans, support and produce
up to date community led
plans for all rural service
centres and villages, to
identify deficiencies in
service provision.
UC2
d
Resilience Planning
Community led Planning
Database
Measures of success
TBC
% of Parishes covered by
Community Action Plans
updated within the last 3
years
Percentage of people
who feel they can
influence decisions in
their locality – LDNPP key
indicator (Place Survey
every 2 years)
TBC
LDNPA /
District
Councils /
CCC
Parish
Councils

Ongoing
CCC
ACT
LDNPA
District
Councils

Develop measures for
resilience planning in all
communities through the
Community Led Planning
model.
UC2
e
Delivery
Aims
Met
The Partnership will have a
commitment to develop and
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
Complet Organisati
e By
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
UC2f
Quality and Sustainable
Communities / Parishes
2015
Parish /
Town
Councils
TBC

2013
Cumbria
Land
Trust
/ SLDT
Cumbria
Rural
Housing
Trust
LDNPA
TBC
CLT’s established
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
g
Community Land Trusts
Facilitate the development
of Community Development
Trusts to effectively own and
manage assets such as key
services and to identify land
for affordable housing. Pilot
a CLT in South Lakeland in
response to opportunities
highlighted through the
Windermere, Bowness
and Troutbeck Bridge
Community Plan
50
Number of affordable and
local needs housing units
granted planning
permission per annum
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
UC3
Working with local
schools
2011
2011
Continue the rollout of
working with local schools in
line with the ‘Learning
Outside of the Classroom’
manifesto.
UC4
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.
Sustainable Development
Fund
Increase the capacity of the
Sustainable Development
Fund (SDF) through the
identification of match
funding, based on the model
established by Yorkshire
Forward
UC5
One stop funding
application mechanism
Delivery
Aims
Met
Measures of success
Education
21
LDNPA
FSC
FLD
TBC
work with 40 schools by
March 2011 (20 within
National Park and 20
others in Cumbria)
NWDA
CCC
Other
match
funders
TBC
x amount awarded to
projects to support
sustainable development
Plus multiplier benefit
X projects linked to
themes in plan
Cumbria
Funding
Links
Fund
2011
Explore and pilot creating
integrated assessment
criteria between all funding
organisations in the County,
allowing a one stop
application process.
51
TBC
Speed of funding
applications to decision
Number of applications
for grants
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
UC6
Allotments, Open Spaces
2012
SLDT
SLDC
LDNPA
Ongoing
Pub is the
Hub
LDNPA
Local
Communiti
es
2010
District
Councils
Business
Link
Deliver allotment and where
possible, combined open
space / community energy
initiatives, based on the
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
Provision Measures for
Communities in Need
Continue to roll out
innovative schemes such as
‘Pub is the Hub’ projects in
areas of need and scope, as
identified in the Community
Led Plans identified earlier.
Delivery
Aims
Met
Measures of success
TBC
By 2015, aim to have
allotment schemes in
each of the 13 rural
service centres and / or,
where demand and need
exists.
Number of services in
settlements (reported to
LDNPP but not sure if this
data will continue to be
updated)
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
Rate Relief
Ensure comprehensive and
equal approach to business
rate relief and business
support throughout the
National Park
52
TBC
Business closure figures
– are they reducing?
3.7
Housing
Challenges and opportunities
Adequate 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 inserted
Actions
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
H1
Approval of Core Strategy
and Housing SPD
2010
LDNPA
Delivery
Aims
Met
Measures of success
TBC
Adoption of Core Strategy
and SPD by November
2010
Partners
An average of at least 60
houses are built each
year (NI154)
Number of affordable
homes delivered
H2
Adoption of the Allocation
of Land DPD
LDNPA
2012
Local
community
and
stakeholde
rs
To identify land and
buildings for housing sites.
This should be
complemented by LDNPP
reviewing land they own or
are aware of that may be
suitable for affordable
housing.
TBC
Adopt Site Allocation of
Land DPD by April 2012
No planning permissions
are granted contrary to
EA advice on flooding
and water quality grounds
LDF E1
A sufficient land supply
has been identified to
meet our housing
provision target for the
next 15 years
Supply of ready-todevelop housing sites
(NI159)
Number of affordable
homes delivered –
LDNPP key indicator
(NI155)
54
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
H3
Delivering Sustainable
Homes in the National
Park
2011
LDNPA
HCA
Impact
Housing
Delivery
Aims
Met
Measures of success
TBC
Mandatory requirement
for the number of
schemes meeting Code
Level 4 by X
The Partnership will lobby
the Homes and
Communities Agency (HCA)
about the need to recognise
the added cost of land for
affordable housing in the
Lake District, particularly
given often it is intended on
small sites. This is in
addition to the extra costs of
delivering a sustainable
home.
Housing quality – building
for life assessments (LDF
H7)
HCA allocation of
additional funding
Satterthwaite and Bootle
schemes delivered.
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
Homes
H4
Lobby Central
Government about the
issue of second home
ownership
South
TBC
Lakes LSP
Parish
Council’s
2011
Undertake an analysis of
data on second homes to
raise awareness of extent of
issue in the National Park,
using the result to lobby the
government so a forward
framework for action can be
developed and adopted.
Accurate data available
on % of second homes in
the four areas of the
National Park
% of second homes in the
National Park – from
census data – reported to
LDNPP but may not be
true picture
2nd home proportion in
individual communities,
such as Chapel Stile
55
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
H5
Continuation of Housing
Needs Surveys
2013
Cumbria
Rural
Housing
Trust
Private
sector
Complete housing needs
surveys to identify need
56
Delivery
Aims
Met
Measures of success
TBC
An average of at least 60
houses are built each
year (NI154)
Number of housing needs
surveys completed by X
3.8
Employment and business
Challenges and opportunities
A 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 arrangements
The 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 space
Policy

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
this was featured as part of the RENEW North West conference in 2004, as a best practice
example.
59
Actions
Ref.
Action
1
To increase availability of
sites and help diversify
the economy by:
a
Adopting the Allocation of
Land Development Plan
Document
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
LDNPA
Local
community
April
2012
We will identify land for
business and housing use,
identifying sites where the
landscape can
accommodate development
in Rural Service Centres or
adjacent villages.
Delivery
Aims
Met
Measures of success
PE1
Approval of Core Strategy
by September 2010
securing intent to allocate
Submission of Allocation
of Land DPD to Secretary
of State by ?? This will
include a review of
existing employment
allocations and include
new allocations.
Adoption Site Allocation
of Land DPD by April
2012
There 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
Complet Organisati
e By
on (Bold)
and
Partners
b
Developing sites
2013
Invest in
PE6
Cumbria
LDNPA
Cumbria
Vision
Delivery
Boards
NWDA
CCC
South
Lakes
Developme
nt Trust
Facilitate the development
of at least three new small
scale green Business Parks,
providing managed
workspace use by 2012.
Each development will have
a Green Travel Plan and will
be marketed to encourage
businesses that connect to
the special qualities of the
National Park.
2
Maximise use of existing
Business Sites by:
a
Retaining existing
2010
employment sites at:

Pencil factory, Keswick

Iron works,
Backbarrow

University of Cumbria,
Ambleside campus
Delivery
Aims
Met
Measures of success
By Summer 2010,
complete investigations of
sites at:
Keswick and Portinscale
(north distinctive area)
Troutbeck Bridge (central
distinctive area )
Staveley (south distinctive
area)
Three Business Parks are
established by 2013
Number of new
Businesses set up in
three new Business
Parks.
Cumbria
Vision
LDNPA
NWDA
University
of Cumbria
We will ensure these sites
are developed appropriately,
for business and
educational use.
District
Councils
These are major sites in the
National Park and impact on
the vibrancy of the local
communities.
61
PE3
PE5
VC?
Agree development briefs
for both of Keswick Pencil
Factory and Ambleside
Campus to secure their
continued economic
contribution by March
2011
Industry classification by
type
Employment Land
available by type (LDF
BD3)
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
b
Develop Windermere and
2013
Bowness Business
Improvement District (BID)
SLDT /
SLDC
Cumbria
Fells &
Dales
RDPE
Local
Action
Group
Lakes
Hospitality
Associatio
n
Windermer
e&
Bowness
Chamber
of Trade
Private
Sector
Specialist
advice
from
Keswick
representat
ive
Deliver a business led BIDstyle Business & Tourism
Improvement District for
Bowness and Windermere,
creating a strong positive
generic brand for these
places, celebrating local
distinctiveness and ensuring
onward funding for positive,
business-driven economic
and social outputs. This
should build on the learning
at Keswick, the first rural
Business Improvement
District in the country.
3
Ensure we have a good
digital infrastructure for
businesses to operate
effectively by:
a
Lobbying to ensure that
rural communities have
good mobile and
broadband connections
Delivery
Aims
Met
Cumbria
Vision
2012
NWDA
The Digital Britain White
Paper outlined a Universal
Service Commitment for a
broadband connection of at
least 2Mbps in every
defined Rural Service
Centre and Village
community by 2012. The
Government's Next
Generation Fund will help
deliver super-fast
broadband.
Service
Providers
Country
Land and
Business
Associatio
n (CLA)
Measures of success
BID organisation
established by 2010
X Number of businesses
joining BID by 2012
Total amount of
floorspace for town centre
uses (LDF BD4)
PE5
Partnership to explore the
possibility of introducing a
Community Infrastructure
Levy specifically to
improve digital
connections throughout
the Park.
% of Cumbria/National
Park with broadband
connection of 2Mbps
(from BT?)
Percentage of people
working from home (from
census)
62
Ref.
Action
b
Working with service
providers to help facilitate
infrastructure
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
Cumbria
Vision
NWDA
Where appropriate, for new
builds to include ducting to
allow fibre to be connected.
Delivery
Aims
Met
Measures of success
Allocations DPD to
include requirement for
appropriate ducting to be
part of infrastructure
requirements
Service
providers
Country
Land and
Business
Associatio
n
4
To provide a Development
Management Service that
works with its customers
LDNPA
LDNPA
2011
Cumbria
Vision
Federation
of Small
Businesse
s
Business
Taskforce
Natural
England
Forestry
Commissio
n
Environme
nt Agency
We will ensure planning
processes of the Authority
and of partners are not
barriers to facilitating
appropriate economic
development
Membership of the
Business Task Force
Group reviewed to ensure
representation from all
sectors of the economy
Business Task Force
agrees the Improvement
Plan for the LDNP
Development
Management service
Percentage of planning
applicants satisfied with
the service received –
LDNPP key indicator
(NPA indicator)
Percentage of planning
applications approved
Speed of processing
planning applications
(NI157)
5
To develop renewable
energy
capacity in the National
Park by:
63
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
a
Investigating a Cumbria
Community Energy Trust
2010
b
Delivery
Aims
Met
Measures of success
Cumbria
Vision
Cumbria
County
Council
LDNPA
PE
VC
To assess whether a
Cumbria Community
Energy Trust is viable by
June 2010
SL4
PE4
We will identify sources of
funding, share expertise
and, through the Local
Development Framework,
establish appropriate policy
mechanisms within the
National Park.
Forestry
Commissi
on
National
Trust
United
Utilities
LDNPA
Natural
England
Environme
nt Agency
ACT
RSPB
Friends of
the Lake
District
Cumbria
Woodlands
To develop and export
specialist skills
Cumbria
Vision
To ensure Cumbrian people
benefit more directly from
renewable energy
development either
individually through smallscale investment or local
community ownership.
Identifying suitable sites
for renewable energy and
sharing expertise
We will identify appropriate
and feasible sites for the
development of energy from
wood fuel, hydro and wind,
working with major land
owners and local
communities.
6
Through 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
Number of community
renewable schemes
Produce detailed hydro
study for 10 sites by ?
Produce annual report for
the Sustainable
Development Fund by ?
identifying spend on
renewable energy
proposals
Development of a
demonstration housing
development of Code
Level 4
Amount of renewable
energy generation
equipment by installed
capacity and type (LDF
E3)
Ref.
Action
7
Facilitate the Energy
Coast (the West Coast of
Cumbria) aspirations
where compatible with the
vision for the National
Park
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
LDNPA
We will encourage the
development of appropriate
infrastructure to maintain the
special qualities of the
National Park.
65
Delivery
Aims
Met
Measures of success
PE5
By ? agree with partners
a preferred route for the
Cumbrian 400kv Circuit,
including possible
compensatory measures
within the National Park
3.9
Climate change
Challenges and opportunities
Given 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 peat
In 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
greatest threat to that environment. In doing so, there are both economic and social benefits to
be had.
66
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.
Actions
Ref.
Action
1
Reduce carbon emissions
from the National Park by:
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
2010
LDNPA
LDNPP
Defra
SL4
Accepted as pilot for
Government's Local
Carbon Framework.
Note cross references with
transport and renewable
energy
a
Establishing a carbon
budget for the National
Park
We hope to participate in
the Government's pilot:
Local Carbon Frameworks,
which incorporates targets
for carbon reduction, a
strategy to achieve carbon
reductions and delivery
plan.
b
Gaining expertise
c
We will undertake
leadership training on
climate change.
Raising awareness
Establish carbon budget
for the Lake District by
2010
Per capita emissions for
National Park
2010
We will raise awareness of
climate change to local
residents, businesses and
visitors.
67
LDNPA
LDNPP
SL4
LDNPA
LDNPP
SL4
2% carbon reduction per
year (in line with national
targets)
Number of LDNP
Partnership organisations
completing leadership
training on climate
change
Ref.
Action
Action
Complet
e By
Lead
Organisati
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
d
Piloting 'low carbon'
farms
2011
NFU
Natural
England
National
Trust
CLA
RSPB
United
Utilities
LDNPA
SL4
PE4
CO2 emissions from
industry and commerce in
the National Park
LDNPA
Earthwatch
Centre for
Ecology
and
Hydrology
Natural
England
Environme
nt Agency
Forestry
Commissio
n
SL4
VE6
PE4

e
2
We will pilot economically
viable 'low carbon' farm
models where compatible
with other environmental
and land use aims. We will
develop demonstration
farms to disseminate
lessons learnt.
Developing a support
programme to insulate
existing buildings in the
National Park
Fuel poverty in the National
Park is higher than rural
average.
Maintain and enhance
2015
carbon storage in the
environment by
establishing carbon fluxes
in the National Park
Undertake two research
projects to establish
baseline of carbon fluxes in
the National Park, on land
and water, raising
awareness of the issues
and collection of data
through volunteers.
68

Baseline of carbon
fluxes in the
National Park
established by
2015, together with
changes needed to
land management
practices.
X volunteers
involved in fieldwork
in 2011.
3.10
Transport
Challenges and opportunities
Traffic 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 arrangements
To be inserted
Actions
Ref.
Action
T1
Transport Framework
programme 1: transport
hubs
Bowness Bay and the
Glebe Sustainable
Transport Hub
T1.1
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
Delivery
Aims
Met
Measures of success
TBC
SLDC
CCC
Private
Sector
LDNPA
2013
Deliver one exemplar and
precedent- setting
sustainable transport hub
scheme, such as the
proposed Transport
Interchange hub at Bowness
Bay and the Glebe (see
Draft Masterplan and SPD)
TBC
Phased milestones, e.g,
Steering Group
established, letters of
support, project
programme, funding,
design, start on site
Access to services and
facilities by public
transport, walking and
cycling – LDNPP key
indicator (NI175, County
wide)
From Transport
Improvement Framework:
Sustainable transport hubs,
including parking strategies
(programme 1)
% of visitors travelling to
the National Park by car
(Cumbria Visitor Survey,
every 3 years)
70
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
T1.2
Deliver sustainable
transport hub at Keswick
2014
LDNPA
CCC
Allerdale
BC
Parish
Councils &
other local
interest
groups
Delivery
Aims
Met
Measures of success
TBC
Phased milestones, e.g,
Steering Group
established, letters of
support, project
programme, funding,
design, start on site
Access to services and
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
other transport hubs
LDNPA
CCC
2011
TBC
Commissioning of
consultants
8 hub locations identified
Feasibility studies
produced
T1.4
As 1 and 2, Instigate 4 hub
development programmes
T2
Transport Framework
programme 2: traffic
management
T2.1
Develop spatial plan for
appropriate speed limits
on the Park’s highway
network
LDNPA
CCC
Parish
Councils &
other local
interest
groups
Private
sector
2015
TBC
TBC
CCC
LDNPA
District
councils
2011
71
TBC
Reduction in traffic in
National Park (Lake
District cordon)
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
T2.1
Instigate amended speed
limits
2012
CCC
LDNPA
District
councils
TBC
T2.3
Explore and scope Access
Management Plans:
criteria and identify
locations for
implementation
2010
LDNPA
CCC
Parish
Councils &
other local
interest
groups
TBC
T2.4
Develop and implement
Access Management
Plans in 4 locations
2014
LDNPA
CCC
District
Councils
Parish
Councils &
other local
interest
groups
TBC
T3
Transport Framework
programme 3: Cycling and
Horse Riding Network
Development
TBC
Deliver exemplar and
precedent-setting shareduse routes for cycles,
pushchairs & wheelchairs:
infrastructure, marketing,
integration with other
services and networks
TBC
T3.1
Round-Thirlmere route 2011
LDNPA
CCC
Private
Sector
Cumbria
Tourism
72
Delivery
Aims
Met
TBC
Measures of success
Access to services and
facilities by public
transport, walking and
cycling – LDNPP key
indicator (NI175, County
wide)
Numbers using per
annum
Ref.
T3.2
T3.3
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
Coniston – Foxfield (C2F) 2014
Ambleside – Bowness 2015
(A2B)
T3.4
Identify and develop 3
other shared use or cycle
schemes
T4
Transport Framework
programme 4: Passenger
Transport Improvement,
for buses, boats and
trains
T4.1
Maintaining existing
public transport routes, to
stop erosion of service
coverage witnessed in
recent months, e.g.
Kentmere
2015
Delivery
Aims
Met
Measures of success
LDNPA
CCC
Parish
Councils &
other local
interest
groups
Cumbria
Tourism
TBC
Safe routes to school
LDNPA
CCC
Private
Sector
Parish
Councils &
other local
interest
groups
Cumbria
Tourism
TBC
LDNPA
CCC
Parish
Councils &
other local
interest
groups
Cumbria
Tourism
TBC
Numbers cycling to work
Children cycling to School
– see Bowness Bay and
Glebe Masterplan youth
workshop notes
TBC
CCC
LDNPA
Private
Sector
2010
TBC


73
Access to services
and facilities by
public transport,
walking and cycling
% of visitors using
public transport
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
T4.2
Deliver “smart” integrated
ticketing infrastructure,
including GoNoWLakes
Card
2010
Develop and deliver ticket
& fare offers targeted at
residents & visitors
2011
T4.3
T4.4
[T4.5
]
T5
T5.1
T5.2
Develop and deliver
2012
transport & travel publicity
and marketing strategy
[possible] Develop ‘the
2014
most beautiful bus route
in England’: 555 Kendal –
Keswick. Delivery of high
quality design waiting,
boarding and real-time
information facilities.
Transport Framework
programme 5: Low Carbon
Vehicle networks
Investigate, develop and
2012
deliver electric vehicle
recharge network in the
Lake District
Develop and deliver low
emission vehicle
networks: business fleets,
vehicles for visitors
(through accommodation
providers) and residents,
boats, buses, cycles
Delivery
Aims
Met
CCC
LDNPA
Private
Sector
TBC
LDNPA
CCC
Private
Sector
TBC
LDNPA
CCC
Cumbria
Tourism
Private
Sector
TBC
LDNPA
CCC
Cumbria
Tourism
Private
Sector
TBC
Measures of success



during their time in
the National
% of visitors
travelling to the
National Park by car
(Cumbria Visitor
Survey, every 3
years)
Working age people
with access to
employment by
public transport (and
other specified
modes) – NI176
Cumbria wide
Children travelling to
school – mode of
travel usually used
(NI198 – Cumbria
wide)
Per capita reduction in
CO2 emissions (NI186)
– LDNPP key indicator
CCC
LDNPA
Cumbria
Vision
West
Lakes
Renaissan
ce
Private
Sector
CCC
LDNPA
CV
West
Lakes
Renaissan
ce
Tata
2011
74
TBC
TBC
Ref.
Action
Action
Lead
Complet Organisati
e By
on (Bold)
and
Partners
Delivery
Aims
Met
[T5.3
]
[possible] Deliver Lake
District car share club:
network of low emission
car club vehicles
2013
LDNPA
CCC
District
Councils
Local
interest
groups
TBC
[T5.4
]
[possible] Deliver “Vélib”
type distributed cycle hire
network for the Lake
District, including electric
assisted cycles.
2013
LDNPA
CCC
District
Councils
Private
sector
Local
interest
groups
TBC
75
Measures of success
Annexes
Glossary and list of acronyms
ACT
CCC
CLA
CREA
CT
CV
CWAAS
CWT
Defra
EA
EH
FC
FLD
FSC
HCA
LDNPA
LDTCP
LSP
NE
NFU
NT
NWDA
PCT
RDPE
RSPB
SLDC
SLDT
UU
Action with Communities in Cumbria
Cumbria County Council
Country Land and Business Association
Cumbria Rural Enterprise Agency
Cumbria Tourism
Cumbria Vision
Cumberland and Westmorland Antiquarian and Archaeological Society
Cumbria Wildlife Trust
Department of
Environment Agency
English Heritage
Forestry Commission
Friends of the Lake District
Field Studies Council
Homes and Communities Agency
Lake District National Park Authority
Lake District Tourism and Conservation Partnership
Local Strategic Partnership
Natural England
National Farmers' Union
National Trust
Northwest Regional Development Agency
Primary Care Trust
Rural Development Programme for England
Royal Society for the Protection of Birds
South Lakeland District Council
South Lakes Development Trust
United Utilities
76