The Partnership's Plan - Lake District National Park

Partnership
The Partnership’s Plan
The Management Plan for the
Lake District National Park
2010 – 2015

(September 2010)
The Lake District National Park Partnership (September 2010)
The
The
Lake
Lake
District
District
National
National
Park
Park
Partnership
Partnership (September 2010)
(September 2010)

Contents
Page
Foreword 1
Welcome to the Partnership’s Plan
The Lake District National Park Partnership
Guiding principles
3
5
6
PART ONE - What the Lake District looks like now
1.1 Special qualities of the Lake District National Park 11
1.2 Difficult decisions – ensuring a balance 14
PART TWO – Where we want to be – the Vision
2.1 The Vision for the Lake District National Park in 2030 15
2.2 Financial commitments 17
2.3 Key delivery aims 17
PART THREE – How we are going to realise the Vision
How to use this section 23
Prosperous economy
3.1 Farming and forestry 25
3.2 Employment and business 28
3.3 Strategic activities 31
3.4 Actions 32
World class visitor experiences
3.5 Sustainable tourism and visitor facilities 36
3.6 Education, access and outdoor recreation 40
3.7 Strategic activities 42
3.8 Actions 43
Vibrant communities
3.9 Supporting communities 47
3.10 Housing 49
3.11 Transport and movement 51
3.12 Strategic activities 53
3.13 Actions 54
Spectacular landscape, wildlife and cultural heritage
3.14 Climate change 58
3.15 Landscape, biodiversity and ecosystem services 60
3.16 Cultural heritage and built environment 63
3.17 Strategic activities 67
3.18 Actions 68
PART FOUR – Implementing and monitoring
4.1 Implementation 77
4.2 Monitoring and review 77
4.3 Indicators of success 78
4.4 The partners 79
4.5 Paying for delivery 79

Contents continued
List of organisation acronyms
Contents continued
Annexes
A Statement of Outstanding Universal Value
List B of Lake organisation District National acronyms Park Partnership
C Lake District National Park Profile
D Annexes English National Parks and the Broads: UK Government Vision/Circular 2010
A Statement of Outstanding Universal Value
B Lake District National Park Partnership
C Lake District National Park Profile
D English National Parks and the Broads: UK Government Vision/Circular 2010
Page
80
81
Page
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81
Photographs by: Ben Barden, Charlie Hedley, Michael Turner, Dave Willis, Tony West, Si Homfray, Val
Corbett, Andrea Hills, RSPB, LDNPA.
Photographs by: Ben Barden, Charlie Hedley, Michael Turner, Dave Willis, Tony West, Si Homfray, Val
Corbett, Andrea Hills, RSPB, LDNPA.

Foreword
Having been Chairman on the Lake District National Park Partnership since its inception in
2006, I have witnessed, first hand, the development of this exciting new approach to looking
after this very special place that is The Lake District National Park. It is the first time this type
of approach has been adopted by any of the English National Parks and to have been a part in
this is deeply satisfying. The Partnership also owns the Vision for the National Park which
importantly means their enthusiasm and commitment to work together and manage the huge
variety of issues, pressure and challenges, has been captured.
This Partnership’s plan provides the next logical step in documenting and securing this
effective joined up approach and all 87 actions contained within it, I believe, are truly indicative
of this. More importantly, as it’s a working document reviewed and updated annually, it will
remain current and sensitive to the changing environments we now find ourselves in.
I now look forward to this next chapter in the life of the Partnership – effective delivery of The
Partnership’s Plan.
Lord Clark of Windermere
Chairman, Lake District National Park Partnership
In my role as Chairman of the Lake District National Park Authority, I am delighted and very
proud to have been associated with the development of the Partnership Plan. This document
represents a significant achievement for partnership working and a radical departure from our
traditional management plan.
The Lake District National Park Partnership is now five years old and, composed of 23
organisations representative of all interests in the national park. It has successfully met the
challenge of developing a strategic and deliverable set of objectives which make up the plan,
moving from vision to practical and realistic implementation. The critical difference to previous
approaches is that this plan has been prepared and therefore owned by the organisations
needed to secure its delivery. Whilst the Lake District National Park Authority acts to facilitate
the partnership, we have been engaged as a consultee to the plan in the same way as our
partners.
Cooperation across the Park with our partners and communities should ensure that a shared
commitment and common purpose will underpin our resolve and sharpen our focus to meet
the challenges facing us in a new economic climate.
Bill Jefferson OBE
Chairman, Lake District National Park Authority
1

Welcome to the Partnership’s Plan
What is the Partnership’s Plan?
The Partnership’s Plan (The Plan) has to deliver the statutory purposes of National Parks so
let’s start by reminding ourselves what they are:
• To conserve and enhance the natural beauty, wildlife and cultural heritage of
National Parks and
• To promote opportunities for the understanding and enjoyment of the special
qualities of the National Parks by the public.
National Parks are cultural landscapes with a resident population, so National Park Authorities
also have a duty in delivering the purposes to ‘foster the economic and social well-being of
local communities within the National Park’.
All partners and stakeholders, not just the National Park Authority, need to know how they will
achieve the purposes. Many stakeholders in the National Park are public bodies that must
‘have regard’ to National Park purposes when carrying out their functions within the National
Park.
The Partnership’s Plan is the Management Plan for the National Park - the most important
document for a National Park. It tells everyone where we are heading, what the issues are and
how we are going tackle them with limited public funding. The National Park Authority has to
create a Management Plan every five years.
As the National Park’s Management Plan, then, the Partnership’s Plan:
• forms the over-arching strategy for the National Park during a period of significant financial
pressure on the public sector
• sets a Vision and outcomes which shows how National Park purposes and the associated
duty will be delivered and
• establishes the framework for all policy and activity in the National Park – coordinating and
integrating other plans, strategies and actions - particularly for the Partnership.
How did it all come together?
We began to create the The Plan in 2005. We asked many organisations and the general
public about a long term Vision for the National Park – how we would all like to see the Lake
District in 25 years. The new Lake District National Park Partnership adopted this Vision in
2006 as the foundation for the rest of the The Plan.
Since then the Partnership has worked together to create this plan and decide the actions it
will take over the next two years.
3

Why is the Plan different and what difference will it make?
• This is the Partnership’s ‘joint business plan’. The partners, including the National Park
Authority, have a vital role; we all own the The Plan and many of the actions in it. No other
National Park has ever created a plan in this way.
• Many organisations will cooperate to deliver comprehensive but realistic actions to achieve
the Vision. This has not been done before – it will give us a more accurate picture of what
is happening out there.
• The range of key indicators of success will measure how the actions are making a
difference. We will set targets – otherwise the Vision will not happen. A wider range of
State of the Park indicators will provide information about what is changing.
• The Plan includes links to the Local Development Framework that contains the policies to
guide new development.
• It includes information about current management and actions that would maintain the
outstanding universal values of the Lake District World Heritage Site. For more information
see Annex A.
Is the Partnership’s plan more important than previous management plans?
We believe it is. The Partnership’s Plan is essential if we are to deliver the Partnership’s
aspirations and Vision.
Our ambitions for a world class visitor experience and a World Heritage Site underline the
Lake District’s international importance. We set our sights high but we also have further to fall.
We must ensure the Lake District’s reputation is not undermined by unresolved challenges,
missed opportunities or poor management.
How does the Partnership’s Plan work?
If you read the whole plan you will see a logical flow from the current situation to where we
want to be, followed by action to get us there.
• Part One looks at what is going on in the National Park now.
• Part Two explains where we want to be in 20 years. It highlights aims for the next five
years, which, if delivered, will help make the Vision a reality.
• Part Three describes actions on the ground. Ultimately, the Partnership needs to know if
the actions are making a difference and help us get where we want to be.
• Part Four explains how we will find out if we are getting there.
If you do not want to read the whole of ‘The Partnership’s Plan’, why not pick a topic in Part
Three which interests you? But remember – topics do not work in isolation. They have only
been placed in their sections as a ‘best fit’.
The Partnership understands that everything relates to each other’s work - and ultimately the
Vision for the National Park.
4

The Lake District National Park Partnership
The Department of Environment, Food and Rural Affairs (Defra) reviewed the role of English
National Park Authorities in 2002. It said:
‘National Park Management Plans are Plans for National Parks,
not just Park Authorities. All those with interests in a National
Park should take account of the Management Plan’s vision of the
area’.
This means everyone with influence must get involved in shaping and delivering the
Partnership’s Plan. All major decisions affecting the National Park need to refer to the Plan.
Preparing the Partnership’s Plan is central to cementing the partnerships that will deliver the
Plan’s Vision and objectives.
Since the publication of the 2004 Management Plan for the Lake District National Park,
partners and stakeholders have come to recognise that there was insufficient commitment to
delivering the Vision in that plan or to National Park purposes. More was needed to bind our
different agendas together. We needed a relationship between partners that allowed us to
consider and reconcile conflicting positions and actions.
In 2005 the National Park Authority brought people and organisations together to review the
2004 Management Plan and agree a new Vision for the National Park in 2030. This shared
Vision has guided the creation of this plan. And out of this process we established the Lake
District National Park Partnership. For more information see Annex B.
The Partnership currently has 23 members, though this will evolve in the lifetime of this plan:
Action with Communities in Cumbria
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
Royal Society for the Protection of Birds
South Lakeland District Council
United Utilities
As this is ‘The Partnership’s Plan’, we use words such as ‘we’ and ‘our’ to mean the
Partnership’s collective ambition, not just the sole view of the National Park Authority.
5

Guiding principles for the Partnership’s Plan
Sustainable development and habitats directive
We have checked the Plan’s sustainability against the Government’s definition of sustainable
development - www.defra.gv.uk/sustainable. We have carried out a Sustainability Appraisal.
And we have conducted a Habitats Regulations Assessment.
These have been published alongside this document and on the National Park Authority’s
website: www.lakedistrict.gov.uk/ldnppmanagementplan
The sustainability appraisal requires that this plan will contribute to the delivery of the five
priorities in the Government’s current sustainable development strategy, ‘Securing the Future’
(2005):
• Living within environmental limits
• Ensuring a strong, healthy and just society
• Achieving a sustainable economy
• Promoting good governance and
• Using sound science responsibly.
Equality and diversity
The National Park is a national asset to our society and everyone should have access to it,
regardless of economic, social or physical constraints.
We have talked and listened to groups that currently feel unwelcome or find it hard to enjoy the
National Park’s special qualities so we can identify barriers to intellectual or physical access.
The National Park Authority’s Joint Equalities Board has completed an Impact Assessment
during the public consultation. This plan encourages actions that improve access for everyone.
The National Park Authority is fully engaged in working with the Campaign for National Parks
on its Mosaic project. The project encourages and supports Community Champions from black
minority and ethnic groups in their aim to lead others from their communities in learning about,
appreciating and enjoying the Park. The National Park Authority is also committed to
organisational change and establishing partnerships and relationships with these groups to
help to make the Park a more welcoming and accessible place. This work will extend into the
Partnership through the The Plan’s actions.
Transparent community and organisational engagement
We have developed this plan through open conversations, initially with organisations and then
with the broader community. A full statement on the National Park Authority’s website explains
how we involved people in developing the Vision and in considering issues and options when
creating the Local Development Framework. This is available from
www.lakedistrict.gov.uk/Local Development Framework.
Links to other plans
We cannot review the Management Plan in isolation; many factors influence its Vision, policies
and actions. They have to be consistent with international, national and local guidance and
policies. And our actions need to contribute and conform to environmental protection
legislation.
6

As we will show, we have adopted a collaborative approach. We have involved almost 30
partner organisations and many individual stakeholders – all of whom have their own plans
and strategies. The diagram below shows how this plan sits right at the heart of a wider policy
context.
• Parish Community Plans
• Community Strategies
• Local Area Agreements
National Parks
Legislation
and Guidance
Regional Strategies:
• Housing
• Economic
• Tourism
• Minerals and waste
• Forestry
• River Basin
Management Plans
Lake District National Park Local
Development Framework
• Core Strategy
• Housing & Employment
Land Allocations
Lake District National Park
Authority:
• Business Plan
• Climate Change Action Plan
The
Partnership’s
Plan
Lake and Valley Catchment Plans, Master
Plans:
• West Cumbria
• Keswick
• Ambleside
• Windermere/Bowness River Basin
Management Plans
• Windermere Catchment Restoration
Programme
• Bassenthwaite Lake Restoration
Programme
• Windermere Management Strategy
• Coniston and Crake Partnership
• Loweswater Care Project
• Patterdale valley plan
• Borrowdale valley plan
• Wild Ennerdale
Sub-regional Documents:
• Local Transport Plan
• Destination
Management Plan
• Housing Strategy
• Historic Environment
Strategy
• Joint Structure Plan
• Cumbria Economic Plan
• Cumbria Biodiversity
Action Plan
• Waste Management
Strategy
• Economic Futures Study
• Cumbria Tourism
Strategy 2008-2018
• Cumbria Single
Community Strategy
• Local Development
Frameworks
7

Links to the Local Development Framework
The Lake District National Park Local Development Framework Core Strategy will help deliver
this plan; it outlines the long term spatial planning policies that help deliver the Vision.
The diagrammatic map below provides the context for the National Park’s distinctive areas
described in the Local Development Framework Core Strategy. In the interests of clarity the
map does not include the important rail link from the main line to Windermere.
Crown Copyright All Rights Reserved LDNPA 100021698 2010
8

The five distinctive areas reflect social and economic activity and environmental
characteristics. They draw together what we know about relevant strategies and programmes
which overlap the National Park boundary. In the Local Development Framework, this helped
the National Park Authority to prioritise issues relevant to individual areas in the most
appropriate way. This is based on strong support from community consultation.
We will develop the principle of meeting the needs of these distinctive areas as this plan is
reviewed each year.
Links to community plans and the Cumbria Community Strategy
This plan also reflects and will help deliver parish and community plans prepared by
communities in and around the National Park.
The organisations that look after the Lake District cannot work solely within its boundary. We
need to understand the impact of our actions on communities and activities beyond the
National Park boundary. Plans for settlements and communities across Cumbria and as far as
Northumberland and the Yorkshire Dales will influence us. We will consider strategies such as
Cumbria’s Energy Coast Masterplan.
Where possible we intend to avoid duplication of the actions in this plan and those in the
emerging single Cumbria Community Strategy. However it is possible that there will be some
cross cutting actions and issues that will appear in both plans where there is a need for the
cooperation of all partners.
9

PART ONE - What the Lake District looks like now
This part describes the National Park and identifies some difficult decisions. Annex C contains
a profile of the National Park.
1.1 Special qualities of the Lake District National Park
Special qualities distinguish National Parks from each other and from other parts of the
country. We need to be clear about the Lake District’s special qualities so we protect them and
have a platform for effective management. Consultation on the Lake District National Park
Management Plan in 2003 and World Heritage Site proposals in 2006 identified a number of
characteristics that make the Lake District National Park unique. These have been carefully
considered and reassessed.
The special qualities of the Lake District are:
• Complex geology and geomorphology
• Diverse Landscape from mountain to coast
• Unique farmed landscape and concentration of common land
• Nationally important mosaic of lakes, tarns and rivers and coast
• Wealth of habitats and wildlife
• Extensive semi-natural woodlands
• History of tourism and outdoor activities
• Opportunities for quiet enjoyment
• Open nature of the fells
• Rich archaeology
• Distinctive areas and settlement character
• Celebrated social and cultural heritage
Each of these special qualities is considered in greater detail below and issues affecting them
are described in Part Three of this plan.
The Lake District National Park is on the Government’s tentative list of World Heritage Site
nominations as a 'Cultural Landscape'. The statement of the Lake District’s Outstanding
Universal Value is in Annex A and links to the majority of these special qualities.
Complex geology and geomorphology
The distinctiveness and rarity of the Lake District’s geology and geomorphology are among its
special features. Its rocks provide a dramatic record of nearly 500 million years of the earth’s
history. Within today’s picturesque and tranquil scenery we can see evidence of colliding
continents, some of the most violent volcanic activity ever to affect the British Isles, deep
oceans, tropical seas, and kilometre-thick ice sheets. The area has the largest and deepest
lakes and highest mountains in England. Its rock sequence, which shows a variety of distinct
and different climate regimes, makes a significant contribution to our understanding of past
climates.
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Diverse landscape from mountain to coast
The area’s imposing natural landforms are overlaid by thousands of years of human activity.
There is a clear pattern of land use and development of enclosure, which is dictated by the
topography and characterised by in-bye, in-take, out-gang and fell. The mix of coast, lakes,
distinctive farmland, fell, woodland and settlement gives each valley and area its own visual
distinctiveness with a unique cultural heritage – and underpinned by biodiversity. These
contribute to the quality of the National Park as a whole, particularly when contained in such a
compact area.
The National Park attracted the attention of the Picturesque and Romantic Movement. The
development of designed landscapes, eighteenth and nineteenth century landscape gardens,
and exotic planting, are amongst its distinctive landscape features, especially on the
Windermere to Derwent Water axis.
Unique farmed landscape and concentration of common land
The traditional pastoral systems and farming families maintain a unique farming legacy. The
National Park has the largest concentration of common land in Britain, and possibly Western
Europe, with a continuing tradition of collective management. This is characterised by
landlords’ flocks, hefted livestock, communal gathers, and the use of traditional breeds,
including Herdwick sheep and fell ponies.
Nationally important mosaic of lakes, tarns, rivers and coast
The National Park has an infinite variety of becks, rivers, lakes, tarns and coast. They are
nationally important, in part because of their water quality, range of habitats, and species such
as vendace, salmon, charr, crayfish, and schelly. The plants and animals they support depend
on the differences in water chemistry and these in turn depend on the differing geology. The
lakes and tarns provide a unique record, through analysis of their sediments, of the climatic
and environmental changes that have occurred over time. Although each river and lake has its
own distinct identity, together with their catchment mountains, woodland and farmed
landscape, they collectively contribute to the high quality scenery and natural resource which
is so distinctively ‘The Lake District’ and unique in England.
The Lake District can also celebrate the heritage of 100 years of scientific investigation into
lake and stream ecology, and the biological function of freshwater systems, that is recognised
throughout the world. The Freshwater Biological Association with its world class library is
present on the shores of Windermere.
Wealth of habitats and wildlife
A combination of varied geology, land use, altitude and climate supports a wide range of
habitats and species of national and international importance. The Lake District is unique in
England for its abundant and varied freshwater habitats. It has more ancient semi-natural
woodland than most parts of the U.K. Other key habitats include mires, species-rich hay
meadows, limestone pavement, upland heath, screes and arctic-alpine communities,
lakeshore wetlands, estuary, coastal heath and dunes. Several of these important habitats,
such as lowland raised mires, upland peat bogs and woodlands, play an important role in
helping to reduce greenhouse gas emissions by 'locking-in' vast quantities of carbon.
Extensive semi-natural woodlands
The semi-natural woodlands add texture, colour and variety to the landscape. They also
provide a home for native animals and plants, and define the character of many valleys in the
Lake District. The high rainfall in the core of the National Park favours woodlands rich in
Atlantic mosses and liverworts, ferns and lichens. The limestone on the fringes of the National
Park also supports distinctive woodland types. Wood pasture, pollards and old coppice
woodland forms part of the rich cultural heritage.
12

History of tourism and outdoor activities
The diverse landscapes provide opportunities for a wide range of land and water sporting and
recreational activities. The National Park has the highest concentration of outdoor activity
centres in the U.K. It is the birthplace of mountaineering and there is a tradition of unrestricted
access to the fells together with an historical network of roads and footpaths. The area has
long been popular with tourists. Its history of recreational walking can be traced through the
‘viewing stations’ or woodland clearings of the late eighteenth century, to Wordsworth’s ‘Guide
to the Lakes’, and the guides of more recent writers including Wainwright.
Passenger transport includes launches and steamers on the larger lakes – a unique resource
in inland England and Wales. The area has one of the most diverse ranges of tourist facilities,
attractions and accommodation in the country.
Opportunities for quiet enjoyment
The tranquillity of the fells, valleys and lakes gives a sense of space and freedom. There is an
opportunity for spiritual refreshment: a release from the pressures of modern day life and a
contrast to the noise and business experienced elsewhere. These are all vital components of
the concept of quiet enjoyment and can be found in many places across the whole of the
National Park.
Open nature of the fells
The relatively open character of the uplands, and the lack of modern development, is
especially important. To walk freely across the fells, or climb their crags, is liberating and gives
a sense of discovery. There is a feeling of wildness, offering personal challenges for some and
impressive open views for everyone. To many people the Lake District is a safe place: it is
possible to feel remote, yet know that the nearest settlement is never far away.
Rich archaeology
There have been people in the Lake District since the end of the last ice age and the
landscape reflects a long history of settlement with many traces of prehistoric and medieval
field systems. The underlying geology has influenced and determined our use of the land, and
provided the source of stone tools, building materials and a host of minerals. Internationally
important archaeological monuments include stone circles, axe production sites, Roman roads
and forts and charcoal blast furnaces. The high rainfall has assisted the production of water
power, as a prime source of energy and crucial for the mining, gunpowder and wood
processing industries. These industries have helped to shape the landscape.
Distinctive areas and settlement character
The architecture varies from the traditional to more formal design. Local materials, including
different types of slate, are a common link between contrasting styles. Finishes such as lime
wash, and the use of sandstone, granite and limestone for detail, add variety and interest.
Many towns, villages and hamlets have a distinctive combination of buildings and open
spaces. Dry-stone walls and hedgerows form a visual and historic link between settlement and
countryside. Local building practices are reflected in chimneys, windows and walling, and in
structures such as hogg houses, peat houses, packhorse bridges and bank barns. Despite the
distinctive local vernacular, the Lake District also contains some fine examples of villa
architecture, a style which epitomises an era striving for grandeur, wealth and quality of life
following city based industrialisation in places such as Manchester and the arrival of the
railway into the Lake District in the mid 19th century.
13

Celebrated social and cultural heritage
The character of the National Park is inseparable from the personalities, lifestyles and
traditions of its resident people – both now and in the past. It includes those who work the
land, hew its rock and help to shape the landscape, to the writers and environmentalists, such
as Wordsworth, Rawnsley and Bonington, who campaigned, and still do, for landscape
protection in its own right. The voluntary sector and those who feel a strong passion for the
landscape have played, and continue to play, a key role in the National Park.
The National Trust and movement for National Parks in England and Wales have their roots
here and this has had an international influence on the development of the conservation
movement. It is therefore true to say that the Lake District has always been at the forefront of
understanding on environmental sustainability. Lake District landscape has influenced the
work of artists such as Turner, Heaton Cooper and Schwitters, and inspired the Romantic
poets including Wordsworth, Coleridge and De Quincey.
It is associated, through Ruskin, with the ‘Arts and Craft Movement’. Its social history has been
immortalised in the works of Hugh Walpole and Norman Nicholson. Well-known authors of
children’s fiction include Arthur Ransome and Beatrix Potter. The area has its own dialects and
distinctive sports such as hound trailing, fell running, and Cumberland and Westmorland
wrestling. There are indigenous breeds of sheep and local crafts and foods, all celebrated at
local valley shows and now more widely.
1.2 Difficult decisions – ensuring a balance
The National Park is a complex place. For centuries people have grappled with the need to
balance environmental, economic and social objectives. This is a landscape rich in cultural
heritage, biodiversity and economic and environmental potential, but it constantly faces
challenges. Some are more significant than others but many are difficult to resolve.
We know we must work together recognising that:
• experts, groups and agencies offer different opinions on how best to maintain what we
all believe is special about this unique landscape.
• maintaining all the special qualities at the same time can be difficult.
• sustaining this spectacular landscape, its wildlife, cultural heritage and its World
Heritage potential, is a challenge.
So, over the next five years, we will not have all the answers. But we will address some of the
contradictions and make difficult decisions. We have to accept that finding the right balance is
not going to be easy; in some instances it might not be possible to find a balance that
everyone accepts.
And this plan will not have all the answers. Part Three considers some issues and shows
where we have made decisions. But some remain unresolved for now. Our plan is a ‘living
plan’ and we will tackle the contradictions, make decisions and update our actions.
14

PART TWO – Where we want to be
This part describes what our ambitions are for the National Park and explains our Vision.
Annex D contains the Government’s Circular for National Parks 2010.
2.1 The 2030 Vision for the Lake District National Park
The Vision for the Lake District National Park is that it will be:
An inspirational example of sustainable development in action.
What will it look like?
It will be a place where a prosperous economy, world class visitor experiences and vibrant
communities all come together to sustain the spectacular landscape, its wildlife and
cultural heritage.
We will see the following outcomes:
• A prosperous economy – Businesses will locate in the National Park because they value
the quality of opportunity, environment and lifestyle it offers – many will draw on a strong
connection to the landscape. Entrepreneurial spirit will be nurtured across all sectors and
traditional industries maintained to ensure a diverse economy.
• World class visitor experiences – High quality and unique experiences for visitors within
a stunning and globally significant landscape. These will be experiences that compete with
the best in the international market.
• Vibrant communities – People successfully living, working and relaxing within upland,
valley and lakeside places where distinctive local character is maintained and celebrated.
• A spectacular landscape, wildlife and cultural heritage – A landscape which provides
an irreplaceable source of inspiration, whose benefits to people and wildlife are valued and
improved. A landscape whose natural and cultural resources are assets to be managed
and used wisely for future generations.
15

Who is going to make it happen?
Local people, visitors and the many organisations working in the National Park, or have an
interest in it, must be united in making it happen.
To explain more
Throughout the history of the National Park, we have encountered many different and
sometimes conflicting interests: we must look after the landscape yet not stifle the economy;
we need viable local communities but we do not want tourism to unbalance them. We must not
destroy what people come to see, understand and explore.
It’s a huge challenge but we want to rise to it. We want to sustain the elements that make the
Lake District National Park well known, unique, much visited and of course - much loved.
Is a prosperous economy more important than our spectacular landscape? Looking
beyond the order of outcomes
Many people have questioned the order in which we have described the outcomes we seek to
achieve in our Vision. By putting it first, some think we are prioritising support for a prosperous
economy over spectacular landscape, wildlife and cultural heritage.
We do not put one outcome above another. All are important. We look beyond the format of
the document and consider the overarching principle behind sustainable development:
• Living within environmental limits
• Achieving a sustainable economy and
• Ensuring a strong, healthy and just society.
We say that to sustain the Lake District, we must bring together all the elements. By this, we
mean the economy, the environment and our communities being treated as one – no single
element can be managed alone. Issues will be addressed jointly by the organisations and
people who care for the Lake District through the Partnership. A key consideration will be how
the National Park adapts to and mitigates climate change – a cross cutting theme which
affects all outcomes.
This way of working is clearly supported by the Government’s Circular and Vision for National
Parks (Annex D). The Government believes early progress towards achieving its Vision for
National Parks can be made by focusing on the following outcomes in the next five years:
• a renewed focus on achieving the Park Purposes
• leading the way in adapting to, and mitigating climate change
• a diverse and healthy natural environment
• enhanced cultural heritage
• inspiring lifelong behaviour change towards sustainable living and enjoyment of the
countryside
• fostering and maintaining vibrant, healthy and productive living and working communities
and
• working in partnership to maximise the benefits.
16

2.2 Financial commitments
All our work must offer value for money and be productive. We have to deliver actions
efficiently. The significant strain on public sector finance, which will continue throughout the life
of this plan, makes it more important than ever that we cooperate.
At the time we wrote this plan, Government was completing its Comprehensive Spending
Review; its review of financial support to many of the organisations in the Partnership. It is
likely that some actions will need to be re-considered or re-prioritised once we know the
outcome.
We have already agreed to review the Partnership’s Plan every year so we can be clear about
its commitments and monitor action. This yearly review will also ensure the Plan clearly states
what has been affected by financial and organisational change.
2.3 Key delivery aims
We have developed delivery aims to realise the Vision. These help direct our actions over the
next five years. We have also agreed indicators of success and respective targets to help us
know those delivery aims are being achieved. These are contained in Part Four.
17

A prosperous economy
The outcome: Businesses will locate in the National Park because
they value the quality of opportunity, environment and lifestyle it offers
– many will draw on a strong connection to the landscape.
Entrepreneurial spirit will be nurtured across all sectors and growth
and traditional industries maintained to ensure a diverse economy.
Key delivery aims are:
PE1
PE2
PE3
PE4
PE5
PE6
Adopt a proactive, consistent and inclusive approach to planning.
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.
Maximise the opportunities for the National Park to support the regeneration of Cumbria
and wider regional or national initiatives.
Actively support land managers in the task of sustainably managing the landscape:
delivering environmental and economic benefits for themselves and the wider
community.
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 lowcarbon
and digital technologies.
Encourage small businesses and entrepreneurial aspirations to develop by providing
appropriate support.
18

World class visitor experiences
The outcome: High quality and unique experiences for visitors within
a stunning and globally significant landscape. Experiences that
compete with the best in the international market.
Key delivery aims are:
VE1
VE2
VE3
VE4
VE5
VE6
Promote a welcoming National Park for all, which encourages people to visit again.
Enhance the quality and diversity of the visitor's experience through improvements to
accommodation, attractions, public realm and visitor facilities.
Encourage opportunities for sustainable tourism, such as visitors staying longer,
spending more on local goods and services, contributing to local communities and
using public transport.
Celebrate and protect what is special about the Lake District by promoting and
restoring its rich cultural heritage and wildlife, local traditions and products.
Making the most of the landscape and nature as the backdrop for outdoor leisure
experiences for all, particularly the next generation of returning visitors - from relaxing
and tranquil to adventurous and exhilarating.
Engender pride and responsibility and opportunities for scientific research, securing the
long term sustainability of the special qualities of the National Park.
19

Vibrant communities
The outcome: People successfully living, working and relaxing within
upland, valley and lakeside places where distinctive local character is
maintained and celebrated.
Key delivery aims are:
VC1
VC2
VC3
VC4
Develop and deliver balanced employment and housing opportunities that enable
people to live and work in the community.
Ensure effective access to a broad range of life long learning opportunities.
Enable communities to influence and work with others to support the retention of local
services and ensure access to essential services, such as health, information
technology, childcare and support for the elderly.
Provide an integrated transport network which offers attractive alternatives to the car.
VC5 Help people within the National Park have a sense of belonging and pride -
understanding the distinctiveness of the natural, environmental and cultural heritage of
their area and contributing to its future well-being.
VC6
Involve communities, particularly children and young people, to help develop
communities which are sustainable for future generations.
20

Spectacular landscape, wildlife and cultural heritage
The outcome: A landscape which provides an irreplaceable source of
inspiration, whose benefits to people and wildlife are valued and
improved. A landscape whose natural and cultural resources are
assets to be managed and used wisely for future generations.
Key delivery aims are:
SL1
SL2
SL3
SL4
SL5
SL6
Ensure change strengthens the character of the Lake District's landscapes, whilst
sustaining cultural heritage and natural resources to deliver Ecosystem services.
Protect and restore natural water features through whole catchment management.
Create a joined up approach to manage and enhance cultural and natural features,
habitats and wildlife.
Mitigate against climate change in line with national carbon budgets and develop
strategies and actions to adapt to climate change.
Improve the quality of the built environment, promoting innovative, high quality and
sustainable design which takes inspiration from its surroundings.
Ensure that residents and visitors appreciate the importance of environmental
protection by improving access, understanding, enjoyment, education and health.
21

PART THREE - How we are going to realise the Vision
This part is our Action Plan, structured according to the Vision’s four outcomes. We look at
the issues being faced and propose actions (table format).
We have set out the key topics setting out the facts and challenges, recent activity and
successes, opportunities and identify key partners. Then we identify strategic activities for
the next five years before focusing on detailed actions, the majority of which we expect to
deliver over the next two years.
We recognise that strategic activities and actions may be relevant to several outcomes.
To avoid duplication we only record actions once, using a ‘best fit’ approach.
Each action has a summary of:
• what we will do
• how we will do it
• when we will do it
• the lead organisation and partners and
• key milestone.
A flow diagram of how the action action plan is structured is shown over the page
23

What does it look like now –
Special qualities and key drivers for change
Where do we want to be –
Vision and key delivery aims
Prosperous economy
Visitor experience Vibrant communities Spectacular landscape
Topics such as business and
employment, farming
Facts and challenges
Activity and successes
Opportunities
Key partners
Topics such as outdoor
recreation, interpretation
Facts and challenges
Activity and successes
Opportunities
Key partners
Topics such as housing and
transport
Facts and challenges
Activity and successes
Opportunities
Key partners
Topics such as climate
change, biodiversity, culture
Facts and challenges
Activity and successes
Opportunities
Key partners
Strategic activities (x6) Strategic activities (x6) Strategic activities (x6) Strategic activities (x11)
Detailed actions Detailed actions Detailed actions Detailed actions
Performance measures Performance measures Performance measures Performance measures
24

Prosperous economy – Issues and actions
The prosperous economy features:
• Farming and forestry; and
• Employment and business.
3.1 Farming and forestry
3.1.1 Facts and challenges
• Protecting and enhancing the National Park cannot be done without farmers and land
managers.
• In 2008, there were over 1200 active farms in the National Park. In Cumbria, agriculture
(including forestry and fishing) directly employs around 13,000 people. Its indirect
contribution to other sectors is higher, such as agricultural engineering, construction,
transport, and food processing.
• Much of Cumbria’s agricultural land is designated as a Less Favoured Area (of which about
90 per cent is within the National Park) and is characterised by extensive beef and sheep
production.
• Farming and land management have created many of the Lake District’s special qualities:
the character of the cultural landscape and its biodiversity; farm woodlands and the open
nature of the fells. Just over half of the National Park is registered as agricultural land in 2002
(Source: Defra Agricultural Census). But the structure of farming is changing and a range of
global economic pressures makes income from farming unpredictable.
• The impact of farm payment reform and changes in the global economy mean we must
identify changes quickly and effectively. We can then ensure appropriate action to support
sustainable farming activity.
• Whilst farming experienced a marked recovery in 2009/10 farm incomes in Less Favoured
Areas * remain low. Overall income for grazing livestock farms within the Less Favoured
Area in 2008/09 was £17,100. Whilst there are some signs of recovery in the red meat sector
at present, it is critical to recognise the potential, dramatic effect currency fluctuations can
have on export trade and support payments. Currency trends have helped agriculture,
making competing imports more expensive and increasing the value of support payments
(made in Euros). However, this means that as sterling strengthens following recovery in the
wider economy, farm incomes may drop again. There is further uncertainty as agricultural
policy and support systems are set to change from 2013, with more debate on how Common
Agricultural Policy reform should evolve. This is an issue that significantly impacts on farming
structures and the ability to maintain appropriate land management. We might see ad-hoc
farm restructure and farmers unable to maintain appropriate stocking levels, particularly on
commons. This would have some negative effects.
[* In many areas across Europe, agricultural productivity is geographically and economically marginalised due to natural
disadvantages. Such areas are defined as ‘Less Favoured Area’ (LFA).]
25

• There are also challenges from loss in biodiversity and water quality; for example, in the
number of species rich hay meadows and associated species such as breeding wading
birds; as a result of production led farming. There could also be a link between modernisation
of farming practices and detraction of visitor experiences.
• Farming businesses need to adapt to climate change, in particular flooding and more
extreme weather patterns that are sustainable for the future.
• Agriculture is characterised by an ageing workforce. Wages are low when compared to other
industries. The problem is more acute in Less Favoured Areas and it is difficult to attract
young people into the industry. A lack of housing availability and relatively low farm rents
causing less incentive to leave, mean there is an intensification of barriers to new entrants.
• About 11 per cent of the National Park is woodland, a combination of ancient, natural and
plantations. Managed woodlands have been part of the Cumbrian landscape for over 200
years and Grizedale and Whinlatter forests are some of our most popular tourist destinations.
Traditional woodlands play an increasingly important role in sustaining livelihoods through
coppicing, biofuel production and green woodworking. Forestry delivers multiple benefits
from flood control, landscape enhancement as well as health, education and well being
qualities. And much of the woodland in the National Park is an untapped economic resource.
• In 2005, 178,532ha of the National Park were within Environmentally Sensitive Areas. The
key landscapes under agreement are:
o Heather and ‘white’ fell 91,741ha
o Woodland
2,458ha
o Meadowland
765ha
• There are currently more large and small farms than medium-sized farms, as farms
amalgamate and farmhouses are sold on, often to second homeowners. The challenging
landscape of the Lake District makes farming labour-intensive.
• An important part of farming is also the unique cultural heritage it has brought, and continues
to bring, to the area including skills such as construction and repair of stone wall.
3.1.2 Recent activity and successes
Farming and forestry are major land uses across most of the area. Most public financial support is
linked to environmental enhancement, delivered by farmers, foresters and land managers. At its
peak, the Lake District Environmentally Sensitive Area, which started in 1993, covered 245,390 ha.
Ten year management agreements, which end in 2013, have funded millions of pounds worth of
projects including grazing reduction, commons management, restoration of farm buildings,
hedgerows, stone walls and tree planting. The Environmental Stewardship Scheme replaced the
ESA in 2005 and more than 42,718 ha are already in the scheme, with a further 103,064 ha in ESA
(as of August 2010). There is also Rural Development Programme for England funding, through
Cumbria Fells and Dales Local Area Group.
The Forestry Commission provides important data on the size, location and composition of
woodlands that forms the foundation of much research. Statistical analysis and data management,
surveying and computer modelling are crucial; they ensure our woodlands contribute effectively to
climate change management, biodiversity, economic viability and social value.
We will measure the percentage of the National Park which is being managed in line with National
Park objectives. This will show how well farmers and land managers are protecting and enhancing
the special qualities of the National Park. It will also indicate the economic value of these schemes.
This will help us understand the link with changes in land ownership, size of farms and availability of
workers.
26

We will monitor the area of land within the Higher Level Scheme, Entry Level Scheme and Organic
Entry Level Scheme, looking particularly at changes in environmentally sensitive farming and land
management, the farming economy and the structure of farming.
Natural England has completed research into ecosystem services provided by land managers in the
Lake District, showing how they are linked to future arguments about the economic benefits to the
nation/region. For example, costing the value to the nation of the storage of carbon, the provision of
clean drinking water and the value of access, recreation space and biodiversity. These issues have
also been highlighted in the recent Commission for Rural Communities Uplands Inquiry Report
(June 2010).
Recent successes include:
• Environmental Land Management Service Pilot: a joint venture between the National Park
Authority, Natural England and the National Trust. We have agreed Conservation Plans with
farmers, leading to an additional £2.5m of grant funding to Lake District farms for environmental
capital works. The SCAMP project and National Trust’s Whole Farm Planning scheme also
provide support to farmers.
• Rural Development Programme for England: Cumbria Fells and Dales Local Action Group
aims to draw down £8.1million up to 2013 to strengthen the upland economy, focussing in
particular on improving the profitably of the farming and forestry sector and expansion of micro
enterprises.
• Cumbria Rural Enterprise Agency: Cumbria Farm Link. CFL advisers provide support to the
England catchment sensitive farming delivery initiative by visiting farms in the priority catchment
areas, highlighting issues and opportunities and delivery at farm demonstration events.
• The Sustainable Catchment Programme: a United Utilities /RSPB partnership which is
delivering landscape-scale change across 15,000 hectares of water catchments (Haweswater
and Thirlmere) .
• The Lake District Osprey Project: a partnership between the Forestry Commission, the Lake
District National Park Authority and the RSPB. The project attracts 100,000 visitors a year and
has £2 million benefit to the local economy.
• Wood fuel - Cumbria Woodlands: a project which has delivered advice and support to over 30
farmers and woodland owners on the economic opportunities of woodfuel and advice and
technical support to over 80 individuals, businesses and organisations on the opportunities of
woodfuel energy. Cumbria now has 12 commercial wood-chip systems.
3.1.3 Opportunities
The strong link between farming, food production and tourism provide a value chain for farmers. Yet
the opportunity need not be confined to markets in and around the Lake District, which are
seasonal. Consumer interest in foods with provenance is growing. As a nationally recognised region
the Lake District has the potential to export high quality food to national and international markets.
This would continue a trend already started, for example, through Herdwick Direct and the sale of
National Trust beef in local shops.
The Lake District features two world-class forests at Whinlatter and Grizedale. In addition to forest
products they offer destinations for the arts and adventurous recreation. They provide visitors with
walking, cycling and sculpture trails in a beautiful woodland setting.
There are also opportunities for making greater use of under managed woodlands and adding value
to locally produced wood based products.
Maintaining traditional skills is important. They add local distinctiveness, provide links to our heritage
and create jobs. Farming skills and associated tasks such as animal husbandry, dry stone walling,
fencing, drainage and water courses are essential to this cultural landscape.
27

There needs to be a supply of local materials to support building traditions, for example from the
protection of slate quarries and stone extraction.
There are opportunities to improve economic links to areas surrounding the National Park which
does not constitute an economy in its own right. Cross boundary working is essential.
Above all, it is important to note that much of this plan can only be delivered if farmers and other
land managers work from the foundation of a sound and viable business model. Innovative and
progressive agriculture will be key to delivering all four outcomes of the Vision for the National Park.
3.1.4 Key partners
Farmers, National Farmers Union, National Trust, United Utilities, Country Land and Business
Association, Natural England, Forestry Commission, Cumbria Rural Enterprise Agency, National
Park Authority, Federation of Cumbrian Commoners, Royal Society for Protection of Birds, Cumbria
Farmers Network, Action with Communities in Cumbria, North West Upland Farming Forum and
Cumbria Woodlands are all working to support farming and forestry.
3.2 Employment and business
3.2.1 Facts and challenges
• The population is changing. We need to keep younger people in the area and attract others.
But low salaries are part of the problem. This compounds the issue of affordability of housing
and destabilises vibrant communities. We want to increase average earnings.
• The Lake District National Park Employment Sites and Premises Study (2007) identified a
shortage of available employment land as a barrier to economic growth. We need new
employment space, well related to rural service centres. Sites need to be attractive to new
businesses and sensitive to the landscape and built environment. And we need to be careful
that businesses are not displaced, creating vacant and underused sites. Scarce development
land makes the protection of existing employment premises and sites all the more important.
If large companies do have to locate outside the National Park, we need to discourage them
from locating ‘entirely’ elsewhere thereby retain ‘some functions’ within the Park.
• The University of Cumbria’s decision in February 2010 to change how parts of the Ambleside
Campus are used and review the future of the Newton Rigg campus and its farm at
Mungrisdale, presents serious challenges to local communities and the National Park as a
whole.
• Broadband access is poor or non-existent in many of our rural areas. These areas, whilst
demonstrating need from both a social and economic view will always struggle for efficient
access due to the number of clients, sparsity and costs of delivery versus revenue
generation potential. The challenge is to develop access across the whole of Cumbria by
working with a range of partners in innovative ways.
28

3.2.2 Recent activity and successes
The Local Development Framework Core Strategy contains policies with an economic emphasis.
These are expected to be adopted Autumn 2010. Other notable actions that show how we are trying
to encourage businesses include:
• Planning policies that retain employment land so sites are not lost to other uses such as
residential or retail. There is a finite supply of available and suitable employment land in the
National Park.
• Green businesses and renewable energy companies are a fast developing sector, which provide
jobs such as manufacturing, research and design. Such highly skilled jobs are being encouraged
in the National Park.
• An Employment Land and Premises Study has identified a need for 8.6 ha of employment land
between 2007 and 2021. The National Park Authority with partners is working up plans for three
new business parks as a priority. These could provide between 2.5 and 4 ha of this requirement.
• The Allocation of Land Development Plan Document in the Local Development Framework will
promote high quality, attractive and sensitively designed business and accommodation on
existing or new sites. It sets the context for future employment land provision and site allocation.
• Our Lake District Business Task Force and the presence of two Economic Delivery Boards:
Eden and South Lakeland Forward, and Britain’s Energy Coast West Cumbria ensure we
understand the needs of businesses.
There is also a range of programmes to support businesses:
• Intensive Business Start Up Programme
• High Growth Programme
• Accessing International Markets
• Enterprise Coaching
• Return to Work Programme
• Leading Enterprise and Development
• Knowledge Transfer Partnerships
• Venture Capital Loan Fund
• Cumbria Business Environment Network
• Cumbria Fells and Dales Local Action Group
• Cumbria Asset Reinvestment Trust (CART).
Much research has been undertaken into the state of the Lake District’s economy in recent years.
Examples include North West Development Agency’s Economic Futures and the Employment Land
and Premises Study 2007.
The ‘World Heritage Status - Is there opportunity for economic gain?’ research (2009) outlined the
advantages which can be gained from achieving World Heritage Site Status and the significant
economic benefits that can be realised.
The Lake District National Park Partnership Farming and Land Management Sub-Group has worked
to develop some key principles which have been included within the strategic activities and actions:
• Support farmers, farming communities and land managers in providing public benefits and
eco-system services that meet the future needs of society. Public and private sector
investment will be harnessed to support this aim.
29

• Identify, develop and initiate innovative area-focused visions, objectives and action plans for
land management in the Lake District, which are responsive to the differing needs, pressures
and opportunities of the landscape, historic environment and local communities.
• Support existing and new forms of collaborative working among agencies and farmers and
land managers; and support community-driven action towards sustainable farming and
land-management in the Lakes.
Cumbria County Council will begin a Local Economic Assessment with partners. This should link
into the allocation of land for employment and housing within the Local Development Framework.
Recent successes include:
Blencathra Business Centre is an attractively located development designed to provide light
industrial units for new and existing small businesses. It offers a range of office support services for
clients and free business counselling and advice.
Staveley Mill Yard in the south of the National Park is an acknowledged best practice example of
broadening the economic base.
3.2.3 Opportunities
Strong economic opportunities are essential to community sustainability. Farming, forestry and
tourism dominate local employment with associated businesses such as retail and food and drink.
We depend on the distribution, hotel and restaurant sector. Almost half of all our economic activity is
directly or indirectly linked to tourism. Agriculture holds the key to managing much of the land but
only employs eight per cent of the workforce, and is a much less important source of income.
However, there is incalculable value from the management of land as a backdrop for other business
sectors and equally untapped potential through delivery new priorities such as carbon
reduction/sequestration.
Cultural industries associated with the special qualities of the National Park are recognised
increasingly. In Keswick the theatre is the largest employer. As technology and communication
improves, for example, broadband connection, the barriers to business location break down.
Additional growth in high value economic sectors such as information and communication
technology and financial services will increase employment and incomes. But they need high quality
accommodation. The National Park must establish a modern commercial face.
High levels of entrepreneurship and home working create the potential to grow high technology, high
skill businesses. Home working will be facilitated through competitive comprehensive broadband
connections. Businesses could grow significantly while reducing their impact from commuting.
Opportunities such as Britain’s Energy Coast, integrated with the National Park-based green and
renewable technologies, link the economy with the environment. Equipping the workforce with the
skills employers need will be important to future growth. Business support will increase productivity
and competitiveness.
During 2009, partners conducted extensive research into current and future skills requirements
across Cumbria, including the National Park. This work looks five, ten and twenty years ahead
based on current intelligence and the aspirational scenario envisaged where the whole economy of
Cumbria grows on the back of new opportunities in the energy sector, sustainable construction and
tourism amongst others. Within this work, the role of traditional skills is recognised to support the
increasing demands on the both the built environment and our outstanding natural environment.
30

Whilst the research does not exclusively cover the National Park, it provides sufficient detail to
understand the differing skills requirements over time in each district of the county. Partners are
using this research to pro-actively manage the provision of skills at all levels for all.
Currently, through the Cumbria Employment and Skills Board, the Further Education Colleges and
the University of Cumbria and other learning providers are preparing detailed action plans to ensure
that we meet the needs of both the county and those needs identified at a local level.
3.2.4 Key partners
The National Park Authority, Cumbria Tourism, Cumbria County Council/Cumbria Vision and the
Delivery Boards are the core partners driving this theme. Other partners include private developers,
the Skills Active and National Skills Academy and Development Agencies such as South Lakes
Development Trust.
Partners in the Keswick Business Improvement District have been working together on their town
vision.
3.3 Strategic activities
Six strategic activities have been developed under this outcome of the Vision:
Prosperous economy
1. Maximise business development in rural service centres
2. Develop a stronger digital infrastructure
3. Maximise economic opportunities from developments outside the
National Park whilst protecting the special qualities of the National
Park
4. Support the farming community to adapt to changing
circumstances
5. Develop renewable energy capacity
6. Provide opportunities to develop skills
31

3.4 Prosperous economy – Actions for 2010/11 and 2011/2012
Actio
n No.
Action How Complete
by
Lead partner Other partners Milestones
1. Strategic activity - Maximise business development in rural service centres
1.01 Develop employment sites for
small businesses
1.02 Increase availability of
employment sites and help
diversify the economy
1.03 Develop Windermere and
Bowness Business
Improvement District (BID)
Development of at least three business areas
providing workspace to help foster
entrepreneurialism and enterprise. Each
development will have a Travel Plan and will be
marketed to encourage businesses that connect
to the special qualities of the National Park.
Adopt the Allocation of Land Development Plan
Document and identify land for business use,
identifying sites where the landscape can
accommodate development in Rural Service
Centres or adjacent villages. Community led
plans as a key means to bring forward potential
sites.
Using experiences from Keswick, the first rural
Business Improvement District in the country,
deliver a BID for Bowness and Windermere,
creating a strong positive commercial
environment, celebrating local distinctiveness.
2013 Cumbria Vision LDNPA, Delivery
Boards, NWDA,
CCC, SLDT, Cumbria
Constabulary
2012 LDNPA LDNP partnership,
Local Community
2013 SLDT Cumbria Fells &
Dales RDPE Local
Action Group, Lakes
Hospitality
Association,
Windermere &
Bowness Chamber of
Trade, Private
Sector, Specialist
advice from Keswick
representative,
SLDC, Cumbria
Vision, CT, Delivery
Boards
By Winter 2010 complete investigations of
sites at Keswick, Portinscale and Troutbeck
Bridge. Three Business areas established by
2013. 4000 sq m of space and circa 120 jobs.
Businesses set up in three new Business
areas by 2015. NWDA assistance with
feasibility but may be dependent on longer
term funding which is not secure at time of
writing. Integration of new sites with crime
reduction initiatives.
Approval of Core Strategy by October 2010
securing intent to do allocations development
plan document. Submission of Allocation of
Land Development Plan Document to
Secretary of State by 2012 including review of
existing employment allocations and including
new allocations. Adoption of Site Allocation of
Land Development Plan Document by April
2012. We have allocated sufficient land to
meet our housing and employment provision
target for the next 15 years
BID organisation established by 2011.
32

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
2. Strategic activity - Develop a stronger digital infrastructure
2.04 Lobby to ensure that rural
communities have strong mobile
and broadband connections
2.05 Require new builds to have
digital infrastructure for
broadband
We will work with all agencies and private
sector to ensure that any opportunity to further
develop broadband, mobile phone coverage
and next generation access are exploited
within the changing landscape of Government
policy. Ensure deployment can proceed as
quickly as possible; working to ensure planning
approvals are made as soon as possible within
statutory guidelines; granting way leaves when
appropriate
Require new developments to include ducting
to allow fibre to be connected.
2012 Cumbria Vision NWDA, Service
Providers, CLA, ACT,
local communities.
2012 Cumbria Vision NWDA, Service
Providers, CLA,
LDNPA
The Government's Digital Britain White Paper
outlined a commitment for a broadband
connection of at least 2Mbps across the UK.
Allocations of Land Development Plan
Document to include requirement for
appropriate ducting to be part of infrastructure
requirements; and to adopt as good practice in
the interim.
3. Strategic activity - Maximise opportunities from developments outside the National Park whilst protecting the special qualities of the National Park
3.06 Facilitate the west coast of
Britain’s Energy Coast West
Cumbria aspirations where
compatible with the vision for
the National Park
Encourage the development of infrastructure
which maintains the special qualities of the
National Park whilst not jeopardising the
economic viability of the proposals. Use the
Landscape Character Assessment as a way of
testing any development through a sequential
approach linked to the LDF Core Strategy.
2012 CCC/Copeland
Borough Council
ABC, SLDC, LDNPA,
National Grid, FLD,
NE, RSPB, CWT,
Private Sector
Agree with partners a preferred route for the
Cumbrian 400kv Circuit, including possible
compensatory measures within the National
Park
33

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
4. Strategic activity - Support the farming community to adapt to changing circumstances
4.07 Maximise economic and
environmental benefits from
RDPE (Rural Development
Programme for England)
programme and Axis 2.
4.08 Develop the Environmental Land
Management Service
4.09 Work towards sustainable land
management in the future
4.10 Work with farmers to identify
and resolve issues affecting
agriculture
4.11 Encourage best practice in farm
diversification
Through partnership delivery, work with land
managers to protect and improve biodiversity,
natural resources, access, cultural heritage
and landscape through Environmental
Stewardship, Woodland Grant and the
continued rollout of RDPE Schemes through
the Cumbria Local Action Groups. Natural
England and Forestry Commission support the
environmental aspects of RDPE. Support farm
diversification and adding value to agricultural
and forestry products.
Expand the Environmental Land Management
Service to work with land managers on both
agri-environment and woodland grant schemes
Advocate the benefits of sustainable upland
management and the role of hill farmers in
providing economic social and environmental
benefits in order to gain public support and
generate environmental improvements in the
future.
Work with the farming community through the
Valley Planning mechanisms to maximise
viability of farming and forestry/woodland land
use and management, for example in relation
to planning, succession planning, farm
diversification and rights of way and access
land.
Promote successful farm diversification
schemes to share good practice.
2014 Natural England FC, , NWDA,
LDNPA, NT, CWT,
EH, NFU, RSPB,
FLD, CCC
2011 LDNPA FC, NT, NE, RSPB,
Cumbria
Constabulary
2013 Natural England NFU, RSPB, NT,
FLD, ACT, NWUFF
2011 LDNPA NT, Hill Farming
Gathering, ACT,
NFU, CLA, NE, FC
2011 NFU and CLA LDNPA, CT, NE,
Cumbria Fells and
Dales Local Action
Group
Annual reporting to LDNPP on Programme
delivery within the National Park (including
actual spend and outputs)
Agree revised ELMS by 2011 to ensure ELMS
delivery from April 2011 onwards. Numbers of
HLS applications that ELMS delivers by March
2011 (currently 30 targeted).
Develop a future plan for delivery of agrienvironment
schemes by February 2011,
building on the Environmental Land
Management Service.
Milestones need to reflect the Common
Agricultural Policy (CAP) reform system.
Expected 2011
Establish a new Farming and Forestry Task
Force Group
Convene a Seeing is Believing day for the
Partnership to demonstrate successful farm
diversification within the Park by June 2011.
Publish good practice advice on NFU website
by 2011.
34

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
5. Strategic activity – Develop renewable energy capacity
5.12 Investigate establishing a
Cumbria Community Energy Trust
Research how residents may benefit more
directly from renewable energy development
either individually through small-scale
5.13 Identify suitable sites for
renewable energy proposals
investment or local community ownership.
Identify appropriate sites for the development
of energy from wood fuel, hydro, tidal and
wind, solar and anaerobic digestion, working
with land owners and local communities.
2011 Cumbria Vision CCC, LDNPA, Eden
District Council
2012 CCC NT, UU, FC, LDNPA,
NE, EA, ACT, RSPB,
FLD, Cumbria
Woodlands, local
communities
To report whether a Cumbria Community
Energy Trust is viable by June 2011
The detailed programme will need further
discussion during 2010/2011 in the light of
changes in grant funding, feed in tariffs,
national policy and the position of, for
example, the Environment Agency on
planning. Establish programme and have
demonstration projects in place by 2012
6. Strategic activity - Provide opportunities to develop skills
6.14 Establish a Hill Farming Heritage Skills Centre in the Lake District Develop the ambition to create 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.
6.15 Retain educational uses
alongside other appropriate
enterprises for the University of
Cumbria's Ambleside Campus
6.16 Develop exemplary tourism
skills and exemplary outdoor
skills relevant to the needs of
the National Park and wider
Cumbria
Ensure this major site is developed
appropriately, with a primary focus on
educational uses to maintain the vibrancy of
the local communities.
Develop exemplary customer service skills and
local knowledge in the tourism sector through
customer service training, for example
"Welcome to Excellence". Complement the
Adventure Capital brand by developing further
thee skills in the outdoor pursuits sector.
2014 ACT Hill Farming
Gathering, University
of Cumbria,
Commoners'
Federation, NFU, NW
Upland Farming
Forum
2015 Cumbria Vision LDNPA, NWDA,
University of
Cumbria, SLDC, CT,
CCC
2012 CT University of
Cumbria, Kendal
College, CV,
Business Link, Local
Community,
Business
Champions,
Information Centre
Providers, Eden
District Council
Woodland Delivery Plan target date is 2011.
Funding bid submitted to HLF in 2011
Funding secured from HLF and partners
Centre established by 2014
Number of people undertaking courses by
2015
Agree development briefs for Ambleside
Campus by March 2011 that take into account
the needs of the LDF, the University and
broader community
Action Plans from Cumbria Employment and
Skills Board to include activities to support
both sectors.
Number of people completing ‘Welcome to
Excellence’ customer service training.
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World class visitor experience – Issues and actions
The world class visitor experience features:
• Sustainable tourism and visitor facilities and
• Education, access and outdoor recreation
3.5 Sustainable tourism and visitor facilities
3.5.1 Facts and challenges
• Tourism’s role in the environment and National Park economy is massive. In 2008, 15.3
million tourist trips were made to Cumbria comprising 5 million overnight visitors and
10.3 million day visitors. This generated 28.5 million tourist days.
• More than eight million visitors come to the National Park each year (source STEAM
2008), spending over 15 million visitor days here. The visitor economy results in direct
spending on accommodation, catering and visitor facilities. In 2008, tourism included
indirect expenditure of £167 million on local business supporting and serving tourism
business. In 2008, the total value of expenditure was £677 million.
• Operating on marginal profitability, many small and medium sized tourism businesses
have not matched investment in updated accommodation and facilities with customer
expectations. Whilst much of the Lake District has vibrant and interesting settlements
and shopping areas, some locations such as Bowness on Windermere and Ambleside
need re-invigorating. Many businesses have been reluctant to join the national quality
grading scheme because of the initial expense and obligations to continue investing.
• Affordable flights from across the UK allow the customer greater destination choice.
The web provides readily accessible information, easier ‘bookability’ and a wide range
of accommodation. And many UK destinations, particularly cities, have significantly
improved and invested heavily in contemporary marketing campaigns, festivals and
events. Despite 20 per cent growth in UK inbound passengers over the last five years
Cumbria has seen no significant increase in overseas visitors.
• Sustainable tourism is built into the current and future policy framework in the Lake
District in a number of ways:
o The Good Practice Guide on Planning for Tourism supports the principles of
sustainable development for tourism
o The Department of Culture Media and Sport has published a document:
‘Sustainable Tourism in England: A framework for action’
o The emerging Lake District Core Strategy (2010)
o Many private sector businesses now recognise the value sustainable and green
measures can have for their business and a number of case studies exist. A
number are illustrated within the ‘Low-carbon Lake District’ report (2008).
• Sustainable tourism is not a new theme for the Lake District and it features prominently
in both policy and in existing action plans:
o Adopting sustainable tourism as a brand is key to influencing a vast audience
about sustainability generally. The English National Park Authorities Association
has adopted a position statement on sustainable tourism that includes the
following definition:
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‘any form of development, management or tourist activity which ensures
the long-term protection and preservation of natural, cultural and social
resources and contributes in a positive and equitable manner to the
economic development and well-being of individuals living, working or
staying in protected areas.’
o The Lake District Sustainable Transport Framework includes proposals that will
influence sustainable transport choice for visitors and local people. These will be
included in the Cumbria Local Transport Plan in 2011.
o Individual pilot schemes such as ‘Give the Driver a Break’ and the B4 network
(boats, boots, bikes and buses) have already been delivered.
o Sustainable transport features as a key driver in the Windermere Waterfront
Programme.
3.5.2 Recent activity and successes
In the last ten years, research has identified much of the Lake District’s visitor offer and the
quality of its core service centres as ‘tired and faded’. They need rejuvenating. The Lake
District Economic Futures study (NWDA) is a key study.
Cumbria’s vision for tourism, proposed in Cumbria Tourism’s strategy (‘Making the Dream a
Reality: 2008 – 2018) states:
In 2018 Cumbria, as well as being known for world-class landscapes, will have an
unrivalled reputation for outdoor adventure, heritage and culture with a year
round programme of events. Our accommodation, our food, our public realm and
our customer service will reinforce our reputation as the number one rural
destination in the UK.
Cumbria Tourism’s Adventure Capital UK Strategy (2009) priorities for action include:
• Landscape - the core: Develop the tourism industry so that it returns an appropriate
investment into its core asset: the landscape.
• Outdoor adventure, heritage and culture, food and drink and events - the visitor
experiences: Develop those experiences that sit well in our landscape and will attract
visitors to Cumbria and give them opportunities to spend money.
• Accommodation, public realm and customer service - the basics: Invest in those parts
of the visitor experience that (while they are not the main reasons for people to come here)
will, if we do them well, make sure our visitors have a great time. And vitally we need to
make sure that people are able to get to, and around, the county easily by road, rail and air
and sustainable transport alternatives.
• Marketing - the means to an end: Distinctive marketing to re-establish Cumbria’s leading
tourism brands as appealing, modern destinations. We need to focus on the right people
with a strong offer and persuade them to come here – for the first time or time and again –
never forgetting they could so easily choose somewhere else. The Adventure Capital
Initiative and the development of the Moot Hall as an Adventure and information Centre is
an example of what is possible.
• Sustainable transport: The development of sustainable travel, including walking and
cycling.
37

Underlining these five priority actions and this vision is a commitment to quality and
sustainability. The aspiration is to increase the volume of visitor trips from 15.3 million to 17
million in Cumbria. But the majority of this growth is expected in areas outside the National
Park, with the economic benefit to the Lake District coming from existing visitors staying longer
and spending more.
Recent successes include:
• During 2008-09 significant strides have been made to progress major signature
projects; there has been major investment and quality improvements in visitor
accommodation through the Tourism Connect programme and improved leisure
facilities in Grizedale and Whinlatter Forest Parks.
• The establishment, growth and recent reconstitution and branding of Nurture Lakeland
as a pioneer of visitor payback (formerly the Tourism and Conservation Partnership).
• In the public realm, we have seen improvements to Derwentwater foreshore and
Keswick Town Centre, and Windermere’s Crescent Road.
3.5.3 Opportunities
Tourism development in the Lake District must always ensure a balance between visitor
demands and sustaining the cultural landscape it ultimately trades upon. And it must benefit
the communities that host our visitors.
Most arrive by private vehicles but we want to increase opportunities for other practical and
enjoyable ways to travel around the National Park. We want to focus new tourism
development where there are well established sustainable transport options; thirteen rural
service centres are identified in the Local Development Framework with Ravenglass and
Pooley Bridge.
A world class experience for visitors means improving quality across all types and prices of
accommodation and facilities. The National Park must, however, remain accessible and
relevant to all in society. Not only must the high star rated hotels offer internationally
competitive experiences, other accommodation and facilities including guesthouses, camping
and caravan sites, should also offer high quality.
The Windermere Waterfront Programme is the most prominent regeneration project in the
Lake District and is a flagship for delivering a world class visitor experience in a cluster of
locations in the centre of the National Park. Delivery will ensure Lake Windermere is at the
heart of a destination providing a sustainable, world class visitor experience. The Waterfront
Programme presents a great chance through redevelopment and enhancement to build in
sustainability. This supports the notion that sustainable tourism through our built environment
and facilities can respect local cultural heritage while having minimal impact on the landscape.
The National Park’s distinct seasonal visitor pattern has changed in recent years with a trend
towards a lengthening season. Visitors increasingly take short breaks throughout the year.
This trend benefits employment and supports local businesses all year round. But we also
need to ensure there is not excessive use of sensitive areas or diminish the value of
tranquillity.
Targeted industry support ensures we meet expectations, compete with UK and global
destinations and play our part in tackling climate change. Nurture Lakeland, the Friends of the
Lake District and the National Trust’s Lake District Appeal offer visitor’s important ways to
contribute to conservation.
38

Businesses can do the same to encourage visitors and show their own commitment to the
local landscape. But many need advice and assistance in sustainable business practice, such
as purchasing from local sources and reducing energy use and waste.
We will address serious and chronic problems of inadequate, outdated sewerage in towns
such as Bowness on Windermere to show we are serious about creating a ‘world class visitor
experience’. Increasingly frequent flooding with foul sewage is unacceptable. If visitor needs
and expectations are not met then they will go elsewhere. This is particularly true of higher
spenders. We need essential facilities such as visitor information and public conveniences.
And we want quality facilities on offer at other major tourist attractions.
There is growing interest in National Parks as UK holiday destinations – or ‘staycations’. But it
is an economic opportunity that reinforces the need and urgency for significantly improved
public infrastructure while sustaining our spectacular landscape, wildlife and culture.
Visitors are not confined to those who come for leisure. There is a long tradition of scientific
visits from all over the world, for example, to the Freshwater Biological Association with its
global reputation for important and innovative freshwater research. Geologists, botanists and
other scientists in the terrestrial environment field also help to sustain high quality research
facilities and their well paid jobs.
We have wider social responsibilities and need to give people from cities and West Cumbria
the opportunity to experience the National Park. ‘World class experiences’ does not simply
apply to an international audience. Local residents do not always seem to value the area or
contribute their experience and local knowledge.
3.5.4 Key partners
Partner agencies, often fronted by Cumbria Tourism and National Park Authority in conjunction
with the Regional Development Agency have with partner agencies, commissioned
Masterplans and public realm enhancement projects in many rural service centres and at key
visitor facilities. Keswick and Windermere have seen their townscapes and environments
improved. Cumbria County Council as Highways and Transport authority. There are also many
organisations that are providing the facilities, managing the landscape and hosting activities
that visitors enjoy.
39

3.6 Education, access and outdoor recreation
3.6.1 Facts and challenges
• In the National Park there are over 3,000 kilometres of rights of way and access land
covers over 50 per cent of the total land area.
• The Cumbria Countryside Access Strategy, published in 2005, aims to improve access
for all, enabling people to enjoy the countryside whilst conserving its landscape,
ecology and cultural heritage, and improving quality of life in relation to health and
climate change benefits of encouraging people to walk and cycle.
• In 2007, the National Park Authority established the Windermere Lake User Forum, to
advise and guide delivery of the Windermere Management Strategy.
• In the National Park, over 5,000 school children and 100 trainee teachers take part in
experiential activities and curriculum based learning modules provided by the Field
Studies Council, each year.
• In 2009 the number of visitors attending National Park Authority events was 27,000.
Within that were 380 volunteer led activities.
• There are 17 Outdoor Activity Centres in the National Park, all offering a range of
nationally accredited governing body awards.
3.6.2 Recent activity and successes
An annual action plan of improvements is being implemented to improve countryside access.
Some elements of the Rights of Way Improvement Plan 2007, such as strategic cycle routes
and hubs, will be included in the Local Transport Plan 2011. These will improve links between
the public transport network and walking and cycling routes.
The GoLakes and Lake District Outdoors websites and complementary printed material
provide the opportunity to spread visitors geographically. Cumbria Tourism is leading work to
make Cumbria / the Lake District the Adventure Capital of the UK - the first choice UK
destination for outdoor sports and adventure and, with it, more jobs and investment in the
industry.
In 2005 the National Park Authority surveyed the needs and preferences of existing and latent
countryside access users, such as walkers, cyclists and horse-riders. This improved our
picture of what different countryside access users want and formed the basis for the Rights of
Way Improvement Plan.
In 2009 the National Park Authority researched how people use the Lake District's lakes, rivers
and coast, to help identify our aims for water-based access and recreation. A strategy and
annual action plan was agreed in December 2009. This takes account of the Marine Act,
which anticipates improved access to coast, and the Environment Agency's North West Water-
Based Recreation Strategy.
Recent successes include:
The Miles without Stiles project has created 39 routes suitable for people with limited
mobility. Wheelchair users, families with pushchairs, dog walkers with less active dogs and the
visually impaired can choose a range of routes.
40

The National Park Authority’s Learning Service contract with Field Studies Council has
developed free local schools work, forming in depth long term relationships with Cumbrian
schools balanced with charged environmental modules, all linked to the National Curriculum.
‘Lakes Alive’ provides a range of new outdoor performance events up to 2012 as part of the
Cultural Olympiad. It has successfully raised the quality of provision in this area by bringing
together a range of different partner organisations who would not normally work on this type of
activity.
Adventure Capital is already developing new hubs at Keswick and supports major events
such as the Keswick Mountain Festival, Great North Swim and All Season Fred Whitton cycle
challenge.
Seasonal Crag Restrictions agreed with the Mountain Liaison Group are an exemplar for
managing conflict of interests.
Flora of the Fells Festival and Environmental Education 2009-2010 and Bassenthwaite
Reflections Education Programme both raised public awareness in the value of the uplands,
in good land management and linking people’s lifestyles to climate change and water quality.
3.6.3 Opportunities
Our rivers, lakes, mountains, valleys and forests offer something for everyone, from adrenalin
sports to the quiet enjoyment of a stroll. This encourages active participation, promotes good
quality management and increases appreciation of our impact on the landscape. There are
many ways that people enjoy the outdoors and some areas should be kept tranquil. Others
may be vulnerable to damage, whilst some are suitable for more wild activities. This planning
enables people to enjoy the Lakes in a variety of sustainable ways.
This plan facilitates the development of new outdoor adventure opportunities and adds value
to the National Park's natural assets and rich resource of lakes, mountains, rivers, footpaths,
bridleways and forests. It balances the need for tranquillity and protects the assets that people
enjoy.
There is a marketing advantage to be gained by promoting sustainability in the outdoor market
through Adventure Capital. People can learn how to enjoy the hills but also understand that
landscape is not free and that they can minimise their impact. And they can put something
back in the form of visitor payback. We also want to encourage more local people to use the
fells through Adventure Capital.
There are opportunities that come from the various strategic programmes – Bassenthwaite
Lake Restoration Programme and Windermere Catchment Programme – which improve
assets as well as engage visitors and residents in enjoying and understanding the natural
environment.
Education services are provided across the National Park by a number of providers who
remain competitive. There are formal and informal opportunities and the ‘Learning outside the
Classroom’ manifesto and ‘Every Child Matters’ provides structure.
Alongside facilities for access and recreation, good information enables users and visitors to
make the most of their stay. Information provides for a safe and enjoyable visit and assists
management.
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Interpretation is more than information. Understanding the Park is the key to appreciating its
beauty and fragility and its need for conservation and protection. Interpretation encourages an
awareness of the special qualities of the National Park. To be effective it must be entertaining
and stimulating.
The potential to benefit from interpretation can depend on the previous experiences of the
user. It is important to use a variety of media and to provide behavioural and emotional
learning outcomes. In this way the National Park can become more inclusive with growing
awareness and appreciation of the area. The Lake District has the potential to be at the
forefront of new multimedia interpretation techniques.
3.6.4 Key partners
Cumbria Tourism, National Park Authority, Environment Agency, National Trust, Cumbria
County Council, Field Studies Council, Outdoor Study Centres, Royal Society for the
Protection of Birds.
3.7 Strategic activities
Six strategic activities have been developed under this outcome of the Vision:
World class visitor experience
7. Improve the quality of visitors' experience
8. Support the Lake District as the Adventure Capital of the UK
9. Improve and promote access and recreational opportunities to
land and water
10. Raise awareness of, and get people involved in, the National
Park
11. Increase educational opportunities for visitors and local
businesses which lead to their support of the natural environment
12. Manage recreational opportunities to ensure that the special
qualities of the National Park are maintained
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3.8 World class visitor experience - Actions for 2010/11 and 2011/2012
Action
No.
Action How Complete
by
Lead partner Other partners Milestones
7. Strategic activity - Improve the quality of visitors' experience
7.17 Raise the quality of visitor
accommodation for all sectors
7.18 Raise the quality of visitor
attractions within the National
Park
7.19 Deliver comprehensive modern
visitor information throughout
the National Park.
The Tourism Connect Accommodation
Improvement Programme will raise the quality
and environmental performance of visitor
accommodation, leading to economic benefits.
Deliver priorities established in Destination
Management Plan and the Economic
Investment Plan relevant to the National Park
Advise and coordinate public and private
sector partners in the provision of a joined up
visitor information network.
2015 Cumbria Tourism Private sector £1m spent through Tourism Connect in LDNP
15 grants awarded through Tourism Connect.
10 green accreditation schemes (e.g. David
2015 CV CT, Economic
Delivery Boards,
LDNPA, Private
Sector, CCC, District
Councils, NT, WWP
Steering Group,
NWDA, FC
2012 Cumbria Tourism TIC Operators
(LDNPA, District
Councils), The Visitor
Information
Partnership, Private
sector, NT
Bellamy, GTBS, CBEN)
Progress in delivering a range of projects will
be reported, including:
• Windermere Waterfront Programme,
including:
Waterhead
Low Wood Conf. Centre
SteamBoat Museum
Brockhole
The Glebe
Southern Node
• Lowther
• Keswick Museum
• Art Roots Grizedale
Agreeing network of key information centres
by 2011. Investigate whether events bookings
can be integrated with accommodation
bookings by 2011Programme to improve
information centres across the National Park
completed by 2012
7.20 Improve coordination of public
toilet provision throughout the
National park
Establish a joint working group on public toilets
across the National Park, bringing together the
range of providers.
2011 Cumbria Tourism LDNPA, District
Councils, other
landowners, CCC
Establish a Provision Strategy and Action plan
by Summer 2011
43

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
8. Strategic activity - Support the Lake District as the Adventure Capital of the UK
8.21 Deliver Marketing and
Promotion programme (Phase 2)
and Infrastructure Development
programme (Phase 3)
Ongoing development and implementation of
the Adventure Capital project. Joint promotion
and implementation of a range of outdoor
adventure products.
2012 Cumbria Tourism Private sector, local
authorities, LDNPA,
CV, NWDA, FC, UU,
Uni of Cumbria, NT,
NHS
Successfully complete Phase 2 of Adventure
Capital March 2012
Prepare Phase 3: Capital programme by
December 2010 (delivery by 2018)
Per cent of visitors doing outdoor activities
8.22 Realise and market the health
benefits of active participation in
the National Park
Carry out research which assesses the health
benefits of the National Park to highlight the
benefits to local people and visitors and
indicate future potential
9. Strategic activity - Improve and promote access and recreational opportunities to land and water
9.23 Re-instating rights of way
damaged during floods of
November 2009
9.24 Ensure efficient serviced
delivery by the Cumbria
Countryside Access Partnership
9.25 Increase recreation and access
to woodlands.
Replace/repair 194 damaged or missing
bridges. Reinstate, and look to improve, the
surfaces of 57 damaged paths. Reinstate and
look to improve the 54 items of damaged
access furniture on paths. All by December
2012 (subject to funding)
Ensure that the Cumbria Countryside Access
Partnership (CCAP) effectively improves,
promotes, and enhances the quality of the
rights of way and countryside access land in
ways that meet the needs and preferences of
users and in ways that sustainably benefit the
local economy and delivers wider social
benefits.
Support enhanced recreation and access in
woodlands through the RDPE supported
English Woodland Grant Scheme (EWGS)
2011 FLD PCT, NT, ACT, NE Research project established by 2010
2012 LDNPA CCC, NT Replace/repair 194 damaged or missing
bridges. Reinstate and look to improve the
surfaces of 57 damaged paths. Reinstate and
look to improve the 54 items of damaged
access furniture on paths. All by December
2011 CCC LDNPA, YDNPA,
Carlisle City Council,
NP AONB
2012
Business Plan in place by Dec 2010. Annual
action plans developed that identify the
activities that are delivered through the CCAP
Partnership. Rights of way Improvement Plan
and its action plans for Cumbria delivered
under the CCAP. RoWIP actions integrated
into the LTP3.
2013 FC NT Number of new trails New mountain bike
routes. Increase in accessible woodland (as
monitored by Woods for People)
44

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
9. Strategic activity - Improve and promote access and recreational opportunities to land and water (cont)
9.26 Review the Windermere
Management Strategy
9.27 Implement the adopted strategy
for enhanced public access to
Lakes, Rivers and Coast by
delivery of the agreed annual
action plans.
9.28 Encourage safe and appropriate
public enjoyment of the lakes
and help provide environmental
protection.
Develop the Windermere Management
Strategy to compliment work on Windermere
Catchment Restoration Programme and
Windermere Waterfront
Monitor action plan delivery to ensure it
meets the needs and preferences of users
identified. Access to coast on foot to be
implemented by Dec 2014.
Provide proportionate active byelaw
enforcement to take place on Windermere,
Ullswater, Coniston and Derwentwater.
10. Strategic activity - Raise awareness of, and get people involved in, the National Park
10.29 Run the ‘Western Connections’
Access to Nature project
Work with young people, families and people
with a disability in West Cumbria in those
highlighted as areas of deprivation to provide
opportunities to access and enjoy the
National Park.
2011 LDNPA SLDC, UU, EA, CCC Revised Windermere Management Strategy
completed by March 2011
2014 LDNPA CCC, NT, EA, Private
landowners, Private
sector
Monitor action plan delivery to ensure it meets
the needs and preferences of users identified.
2011 LDNPA SLDC, EA, Police Pilot lake user satisfaction survey on
Windermere
2013 LDNPA CCC, Cumbria NHS,
NT, Natural England,
Howgill Family
Therapy Centre
Funding confirmed by end of September 2010
10.30 Run the Flora of the Fells and
Farming Landscapes projects.
Continue Flora of the Fells and introduce the
Farming Landscapes Programme which is
aimed at bringing farmers closer to visitors
and communities to increase understanding
of how they shape landscapes.
2013 FLD CWT, NT, LDTCP,
NE, LDNPA, Cumbria
Farmers Network,
RSPB, CT
Run 180 events as part of Flora of the Fells
project in 2010. 2,000+ number of people
attending Flora of the Fells events in 2010.
RDPE funding secured 2010. Number of
farms involved. Number of people involved.
45

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
11. Strategic activity - Increase educational opportunities for visitors and local businesses which lead to their support of the natural environment
11.31 Introduce 'Taste Cumbria' to
support use of local food and
drink
11.32 Explore direct visitor pay back
schemes
We will work with local food and drink
producers and tourism businesses to source
more local produce and establish a 'Taste'
accreditation scheme. Support local primary
producers to add value to their product
through ‘in-house’ processing. Support
existing niche business to grow and expand.
To investigate the feasibility of visitor pay
back schemes, giving visitors a range of
opportunities to contribute to the future
sustainability of the National Park. This
scheme may complement the success of the
Nurture Lakeland scheme for businesses.
2013 Cumbria Tourism Food North West,
NWDA, Cumbria
Farmers Network,
CV, NW Upland
Farming Forum,
NFU, CLA, NT
2012 Cumbria Vision LDNPA, CT, District
Councils, Private
Sector, Nurture
Lakeland, NT,CT
12. Strategic activity - Manage recreational opportunities to ensure that the special qualities of the National Park are maintained
12.33 Develop a Cumbria-wide policy
for managing large scale
recreational events.
12.34 Develop a coordinated service
for large scale events
Provide coordinated advice and guidance for
event organisers that delivers - best practice,
raises environmental awareness and allows
for sustainable events that add to participants
understanding of the area and provides
quality experiences for participants.
Develop a web-based service providing
information on events, what organisers need
to do and how they can qualify for a branded
logo approving their event by adhering to
sustainability criteria (such as sustainable
transport) with option to donate to work on
maintaining the landscape.
2011 CCC YDNPA, All Cumbria
Local Access
Forums, LDNPA,NT,
CT
2012 CCC LDNPA, LDTCP,
FLD, District
Councils, volunteers,
business supply
chains, safety
management
organisations.
Launch of 'Taste Cumbria' by December 2010.
125 businesses participating in 'Taste
Cumbria' by 2013
A working group to report to the Partnership
by 2011 on the options for Visitor Pay Back
schemes.
Event Management Plan Guide / Toolkit
produced by December 2010. Accreditation
scheme for event organisers established by
Dec 2011.
Web-based event management toolkit and
'booking' system live by March 2012.
Information and resources portal system live
by March 2012.
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Vibrant communities – Issues and actions
The vibrant communities’ outcome features:
• Supporting communities
• Housing and
• Transport and movement.
3.9 Supporting communities
3.9.1 Facts and challenges
• Community led planning is a structured process through which local people:
o engage with all parts of their community
o gather evidence about local needs and priorities and
o develop an action plan.
Implementation will deliver the outcomes that local people believe are most important. Action
plans will typically identify actions ranging from those with local impact to some of strategic
significance. Action with Communities in Cumbria (ACT) recently reviewed the findings of
community-led plans. It revealed that more than half of all actions are or will be taken forward
by the communities without external support. This is evidence of the ‘Big Society’ in action:
powerful voluntary and community activity that is addressing local needs.
• Vibrant communities need to include children and younger people and many ‘hard to
reach’ groups. They are essential to social sustainability.
• Communities also need access to the ‘basic ingredients’, comprising: village halls,
places of worship, garages, post offices, schools, training facilities, healthcare, pubs
and shops.
• These ‘basic ingredients’ often serve networks of small communities and are essential
if communities are to remain vibrant and sustainable. However many find it difficult to
retain these services and facilities. The impact of second homes in the National Park,
considered in further detail in the housing section below, can mean that settlements
suffer a dwindling permanently resident population. This threatens the viability of local
schools, health care and other facilities. A lack of effective public transport makes it
difficult for some people to reach services in neighbouring towns or villages.
3.9.2 Recent activity and successes
A significant number of organisations work together to support communities, developing and
delivering community plans. Neighbourhood Forums provide regular contact between the
public and these organisations.
Three initiatives currently underway to help support communities in the National Park are:
• The Sustainable Development Fund - With help from Defra, the National Park Authority
have a grant scheme to support projects that combine economic, social and environmental
benefits and have positive impact on future generations.
• The Cumbrian Association of Local Councils – who represent Town and Parish
Councils and Parish Meetings in Cumbria.
47

• Cumbria Fells and Dales Local Action Group – this group has established a grant fund
with Cumbria County Council and Cumbria Community Foundation (CRISP2) to assist
communities sustain services and get access to new services. They also have Axis 3
support through the Rural Development Programme for England until 2013.
Action with Communities in Cumbria’s Cumbria Community-led Planning Database records
actions and links them with the strategic priorities that have been agreed at district, county and
national levels. The database is a key source of:
• evidence of problems and needs identified at community level
• information about voluntary and community activity in Cumbria that contributes to public
sector achievement of strategic outcomes and
• important issues for communities needing the support of public sector partners.
Action with Communities in Cumbria produced a report in September 2009 examining how
community plan actions fit with the four key elements of the National Park Vision and the
delivery aims.
Recent successes include:
• Dedicated National Park Authority Development Management contacts for cluster
community groups. They also offer a dedicated ‘housing coordinator’ to help communities
find sites for affordable housing in their locality.
• Funding through the National Park Authority ‘Investing in Communities’ programme
towards Community Plan Coordinator posts for clusters community working. Partners
working with the Allerdale Parishes of Blindbothel, Lorton, Loweswater and Buttermere (the
Melbreak ‘Cluster’) to look at ways community-led planning could help them. There is also
success by working with the Derwent Seven cluster of parishes around Keswick and a Midand
South Copeland cluster of parishes.
• ACT offers dedicated support for the management and development of community
buildings and operates a small grants scheme to help deliver services and activities
connected to them. There are also new Local Area Partnership Areas which support
communities and can work to deliver local agendas.
• The National Park Authority has awarded Sustainable Development Fund grants to help
communities deliver actions or projects, which contribute to their vitality. Projects include
Witherslack’s Community Shop and Thirlmere’s Village Hall.
3.9.3 Opportunities
The viability and welfare of our communities are the driving force for sustaining vibrant
communities in the National Park. And communities often work in partnership where they feel
less able to address their concerns alone, for example:
• Services controlled by public partners but which residents find problematic such as
highways and some aspects of environmental management.
• More complex and strategic concerns that need to engage several partners such as
affordable housing.
Community-led planning is a true ‘bottom up’ approach to identifying and addressing issues
and can make efficient use of Council and National Park Authority resources. But ‘bottom up’
community planning is resource intensive and often needs match funding and support.
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The Government’s ‘The Big Society’ initiative should support voluntary groups to run post
offices, libraries, transport services and shape housing projects. The Eden Valley has been
identified as one of four areas in the country to take forward the concept. The project area will
be given an expert organiser and dedicated civil servants to ensure ‘people power’ initiatives
get off the ground. Initiatives being championed include a local buy-out of a rural pub, efforts to
recruit volunteers to keep museums open, support to speed up broadband supply, and giving
residents more power over council spending.
3.9.4 Key partners
Most importantly, the communities themselves. But key partners in the Lake District include
the National Park Authority, Cumbria Association of Local Councils, Action with Communities
in Cumbria, Local Town and Parish Councils, District Councils, Cumbria County Council, Local
Strategic Partnerships, Neighbourhood Policing Teams and Neighbourhood Forums.
3.10 Housing
3.10.1 Facts and challenges
• Adequate housing to meet existing and future need is critical for vibrant and
sustainable communities. The National Park profile (Annex B) contains information
about the current housing stock. There is also more detail within the Cumbria Housing
Strategy (2006/11) and the Local Development Framework.
• Housing sustains individual settlements and hamlets but also preserves the character
of places. An area with a declining local population will lose its local distinctiveness and
its links with cultural heritage.
• There has been a significant increase in the ratio between earnings and house prices
across the area. The Government recommends that the ideal ratio for income to house
price is between 2.9:1 and 3.5:1, depending on whether it is a single income or dual
income. In the Central Lakes Housing Market Area this ratio is 13.6:1. Young people
and newly formed households cannot afford to buy on the local housing market, and
they leave. In some places this is particularly stark and must be reversed to help
maintain and support our communities.
• The central Lake District has some of the highest house prices in England and the
lowest wages. The demand for new affordable housing units is the issue. In contrast
the west, influenced by the Energy Coast Masterplan, demand is for higher
specification accommodation. We cannot escape the issue of an ageing population and
the challenge of providing homes for a changing population.
• According to the Cumbria Housing Strategy there are 7,374 second homes in Cumbria,
the majority – 4,136 - are concentrated in and around the Lake District and Yorkshire
Dales National Parks. The Strategy has developed a set of indicators to measure the
balance of each of the housing market areas in Cumbria. There are nine measures and
the one specific to second homes says ‘When second homes form 10 per cent or more
of the market, this appears to affect the sustainability of any village’.
• There is an issue emerging related to the ageing population. As younger people leave
and only richer households are able to buy property for retirement or second
homes/holiday lets the percentage of older households will increase. This affects the
balance of the communities but the challenge will also be to support households who
find themselves increasingly isolated. There is currently no workable mechanism to
tackle this issue.
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• There is immense pressure on our existing housing stock in many areas. This is partly
due to the continuing trends of people moving from urban to rural areas for a better
lifestyle and those buying second homes or homes for holiday letting. Earnings in many
of our rural areas are lower than in neighbouring urban areas due to the reliance on the
tourism industry. This makes it difficult for low waged people to compete in an open
housing market. At the same time, some stock of social housing has been bought
through the Right to Buy Scheme and there has been limited new provision.
3.10.2 Recent activity and successes
The Cumbria Sub-regional Housing Group has developed a Housing Strategy 2006-11. A
Local Investment Plan has been agreed which will be revised in 2011. This identifies a series
of schemes with the majority having funded by the Homes and Communities Agency. Future
revisions will encourage housing investment across a broad range of housing unit types.
The Lake District Strategic Housing Market Area Assessment (SHMAA, 2009) identifies a
need for approximately 2,331 new affordable houses by 2011, yet it will always be difficult to
allocate sufficient land and buildings because of our sensitive landscape. This is explained
more in the Local Development Framework.
Cumbria Rural Housing Trust, and its Community Land Trust Officer, work to support
communities to identify local housing need through housing needs surveys. They also help
communities set up Community Land Trusts from community plans.
Extensive research into second homes is being undertaken. This, with up to date housing
needs surveys, will provide accurate data about the scale of the issue. The National Park
Authority is also identifying land to allocate for housing development (2010).
Recent successes include:
• Funding for a Community Land Trust officer to support Community Land Trusts in
Cumbria. These trusts are run by the community, developing social and economic
assets from housing schemes to community shops. Community Land Trusts often stem
from community plans, develop local support for affordable housing schemes and tie
into the Government’s Big Society agenda.
• The funding of 34 housing needs surveys, undertaken by Cumbria Rural Housing
Trust.
• Over the period 2007-2010, 117 housing units were completed.
3.10.3 Opportunities
The Plan’s approach to housing is to ensure that communities have access to a variety of
housing types and tenures to meet identified needs. The emerging Local Development
Framework Core Strategy document highlights a lack of affordable housing as the number one
complex issue within the National Park, a fact that has been reflected in individual Communityled
Plans. Respondents to the Place Survey (2008) stated that affordable decent housing was
the top priority in need of improvement.
We must also recognise that this is affordable housing for all people, including the elderly.
Projected figures illustrate that in 10 years time one in four 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.
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We will work to ensure that rural housing provision does not disappear from the Government’s
agenda. We can facilitate joint working, helping to increase land acquisition and ensure new
sustainable housing while respecting local character, distinctive design and sensitive locations.
3.10.4 Key partners
Key partners include the National Park Authority, District Councils as Housing Authorities,
Local Strategic Partnerships, Housing Associations, Cumbria Rural Housing Trust, Parish
Councils and Action with Communities in Cumbria, Community Land Trusts and land owners.
3.11 Transport and movement
3.11.1 Facts and challenges
• The National Park is served by roads, bus routes, rail links, cycle routes, bridleways
and footpaths, and boats on the four largest lakes. Most people live in our towns and
villages but the Lake District’s activities, from farming to tourism, rely on a complex
rural network. Access to and within our rural areas is the biggest challenge. Public
transport is seasonal and limited to more popular areas. Access to the deeper rural
areas and out of season becomes difficult without a car.
• Car ownership is high compared to County and Country averages, but broadly in line
with other National Parks. Yet the Lake District’s transport carbon footprint is
significantly higher than other National Parks and nearly double the North West’s
average.
• Half of personal travel is by residents, mostly for leisure, then shopping and commuting.
The other half is visitor travel. Almost three quarters of our eight million tourists each
year are day visitors. Most arrive and travel around by car and sight seeing is one of
the most popular activities.
• Despite being rural, with challenging terrain, we have a relatively good public transport
network with a wide range of services. But the network is poorly integrated. Our cycle
network is fragmented. Most car users say they would like easy opportunities to use
their car less, at least some of the time.
• Congestion is common on weekends and holiday periods, particularly on the A591
spine between junction 36 on the M6 to Keswick, and at popular destinations in the
central Lake District. This spoils visitors’ enjoyment, residents’ quality of life and affects
public safety. People are less likely to take sustainable travel options such as walking
and cycling along these routes.
• Car parking provision, pricing and quality is inconsistent, as are associated facilities
such as toilets and information.
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3.11.2 Recent activity and successes
The Transport Framework for a Sustainable Lake District (2009) is a significant step towards
the transformation of the transport system. In 2009, the National Park Authority and Cumbria
County Council, endorsed by the Partnership, agreed five priorities for improvement:
• Transport hub development
• Traffic management
• Cycling and multi-user networks
• Passenger transport improvement
• Alternatively fuelled vehicle networks.
The focus has moved to the development and delivery of projects. Recent successes include:
• The GoNoWLakes integrated travel card, systems and partnerships to allow a single
‘smart’ travel card that will make integrated travel a reality.
• Quality audits – the first national, mainstream auditing pilot of the quality of highway
improvement design to ensure that the road character is maintained and enhanced.
• The first detailed transport carbon footprint - to help prioritise projects to optimise their
contribution to carbon reduction.
• The multi-operator ‘B4’ network becoming financially self sustaining.
• Establishing a Car Parking operating group, which includes LDNPA, Cumbria Tourism
and other car-park providers; to improve the quality of car park offer for visitors. This
includes standardising charges and signage (whilst retaining individuality).
• LDNPA car-parks are introducing customer service initiatives including new ticketing
machines offering flexible payment arrangements such as payment by card and telephone.
These new machines can be managed remotely reducing the need to visit individual carparks
on a frequent basis.
3.11.3 Opportunities
The Transport Framework identifies projects that contribute to a sustainable Lake District. It
offers opportunities for partners to deliver projects, and for other organisations and businesses
to work together.
Several initiatives are now underway, including:
• travel hubs in Keswick and Ambleside, and cycle hubs at Staveley and Coniston
• fare and ticket deals to accompany the GoNoWLakes card, for specific users such as
residents and fell walkers and
• electric vehicle networks so that visitors can try out the new technology. And local
accommodation providers can build them in to travel packages so that visitors don’t
have to bring their own car.
Cumbria’s 3rd Local Transport Plan will be implemented in 2011. It will be informed by the
Transport Framework and Lake District Local Development Framework, meaning that policy
and delivery of transport will be aligned between the National Park Authority and the County
Council.
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3.11.4 Key partners
Cumbria County Council, Cumbria Tourism, National Park Authority, Sustrans, public and
private transport providers.
3.12 Strategic activities
Six strategic actions have been developed under this outcome of the Vision:
Vibrant communities
13. Develop opportunities for local needs housing provision
14. Review the issue of second homes
15. Involve communities in planning and decision making
16. Helping support local communities
17. Improve support for local community services
18. Deliver a sustainable transport network with quality services -
improved public transport provision, car parking and integration of
services and transport modes.
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3.13 Vibrant communities - Actions for 2010/11 and 2011/2012
Action
No.
Action How Complete
by
Lead partner Other partners Milestones
13. Strategic activity - Develop opportunities for local needs housing provision
13.35 Adoption of Core Strategy and
Housing Supplementary
Planning Document
13.36 Increase availability of housing
sites and help diversify the
economy
13.37 Develop Community Land
Trusts (CLT) to own and manage
assets, such as services or
buildings
13.38 LDNP Partners to review their
land holdings for affordable
housing
13.39 Continue development and
completion of Housing Needs
Surveys
Members to adopt final Core Strategy following
receipt of binding Inspector’s report. Housing
SPD to be adopted immediately subsequent to
Core Strategy
Adopt the Allocation of Land Development Plan
Document and identify land for business and
housing use, identifying sites where the
landscape can accommodate development in
Rural Service Centres or adjacent villages.
Pilot a CLT in South Lakeland in response to
opportunities highlighted through the
Windermere, Bowness and Troutbeck Bridge
Community Plan. Explore potential of further
CLTs in other areas of the National Park.
LDNPP reviewing land they own or are aware
of that may be suitable for affordable housing.
Identify funding opportunities to allow
continued production of up to date housing
needs surveys across districts. To consider the
best method of gathering housing need data
for each locality
14. Strategic activity - Review the issue of second homes
14.40 Analyse data on second home
ownership
Analyse data on second homes in south lakes
to ensure we have accurate data to highlight
this issue in the National Park.
2010 LDNPA Adoption of Core Strategy and SPD by
November 2010
2012 LDNPA LDNP partnership,
Local Community
2011 CRHT SLDT, LDNPA,
Parich Councils
Document to Secretary of State including
review of existing employment allocations and
including new allocations. Adoption of Site
Allocation of Land Development Plan
Document by April 2012. We have allocated
sufficient land to meet our housing provision
target for the next 15 years
1 x CLT established in South Lakeland by
2011.
2 CLT's in National Park by 2011.
2011 LDNPA LDNP Partnership List potential sites for affordable housing on
partners land
2015 District Councils CRHT, Parish
Councils, LDNPA
2011 South Lakes LSP Eden LSP,Parish
Councils, LDNPA
Maintain up to date housing needs surveys for
all localities (on a 5 year rolling programme).
Accurate data available on % of second
homes across the National Park, at a Parish
level.
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
15. Strategic activity - Involve communities in planning and decision making
14.41 Establish community
engagement toolkit
14.42 Strengthen local decision
making within communities
15.43 Support the further development
of Parish Councils in serving
their communities
15.44 Develop a follow-on Investing in
Communities (IiC) project
Develop, adopt and champion protocols to
involve communities in the preparation of all
plans, schemes and strategies. This will be
based on the CIEP ‘Community Engagement
Standards for Cumbria’ and it is imperative that
it includes engaging young people.
Enable the development of 11 community
planning partnerships. Including support of
Local Area Partnerships and locality working
groups. Starting with:
- Local Area Partnerships in South Lakeland
- Copeland localities e.g.S Copeland, 5 Rivers,
North East Copeland
- Allerdale localities e.g.Cockermouth,
Melbreak, Derwent Seven
Town and parish councils to provide leadership
in creating sustainable communities.
Encourage collaboration, sharing best practice
and opportunities to learn about the National
Park
Write a business case to build on the
partnership programme ‘Investing in
Communities’.
15.45 Support community led planning Help communities develop up-to-date plans for
all rural service centres, villages and clusters to
identify and deliver actions.
2011 CCC ACT, District
Councils, CALC,
LDNPA
2012 Districts and
Parish Councils
LDNPA, ACT, CCC,
other agencies
2015 CALC ACT, Parish/Town
Councils on a
voluntary basis,
LDNPA
2010 ACT District Councils,
CCC, Cumbria Rural
Housing Trust,
LDNPA
2015 ACT CCC, Parish
Councils, Local
Communities,
Service providers
LDNPP Protocol written and adopted by 2011
5 within South Lakeland by 2011
3 within Allerdale by 2012
3 within Copeland by 2011
2 x Lake District Parishes,Calc,
LDNPA,LDNPP meetings per year
2 x planning training sessions for Parish
Councils per year
2 x Parish Tours/Seeing is Believing events
for Lake District parishes per year
Business case agreed by December 2010.
Decision on future funding opportunities
identified by July 2011
29 National Park communities engaged in
community led action planning by Dec 2010-
9 cluster or locality based action plan groups
in the National Park by Dec 2010
40 National Park communities engaged in
community led planning by Dec 2015
12 cluster or locality based action plan groups
in the National Park by Dec 2015
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
16. Strategic activity - Help support local communities
16.46 Increase the capacity of the Sustainable Development Fund (SDF).
Identify opportunities for match funding, based
on the model established by NYMNP.
17. Strategic activity – Improve support for local community services
17.47 Support communities in
retaining local services through
CRISP 2 (Cumbria Rural
Infrastructure Support
Programme)
To roll out innovative schemes such as:
- community retail services such as village
shops and post offices.
- New and innovative community services
- ‘Pub is the Hub’ type initiatives
- Relocating services into existing premises
- Community led renewable energy schemes -
enabling planning service (such as
employment)
18. Strategic activity - Deliver a sustainable transport network with quality services
18.48 Communicate transport
aspirations and strategy and
develop/implement a marketing
plan
18.49 Consolidate transport hubs
within the National Park
Publicise the availability of the Transport
Framework for a Sustainable Lake District to
residents within the National Park and to all
members of the LDNPP
Develop and deliver two major sustainable
transport hubs’ schemes to serve
Windermere/Bowness and Keswick, minor
schemes at another location, and pilot a cycle
hub at two locations
2012 LDNPA CCC, Other match
funders, NWDA
2012 CCC RDPE, Cumbria
Community
Foundation, Private
Sector, ACT
2011 Lake District
Transport Group
2013 Lake District
Transport Group
CCC, CT, FLD,
Private Sector
Community Rail
Partnerships
Private sector, CCC,
District Councils,
Community Rail
Partnerships
Amount of match funding gained.
Number of local services assisted in the
National Park.
Amount of grant obtained
Report to the LDNPP an information &
publicity strategy for transport & travel by
March 2011
Develop materials and delivery methods by
March 2012
Agree locations by October 2010
Produce development plans by March 2011
Implement development by March 2012
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
18. Strategic activity - Deliver a sustainable transport network with quality services (cont)
18.50 Investigate introduction of
Access Management within
areas experiencing intense car
pressures
18.51 Extend, and promote the
strategic cycling and horse
riding network.
18.52 Improve, where practicable,
passenger transport provision
and information
18.53 Deliver low carbon vehicles
within the National Park.
18.54 Further improve public car
parking
18.55 Develop further transformational
projects
Agree two areas for Access Management
development,
develop and implement plans
Develop and deliver bridleway and cycleway
network improvements by linking with agreed
cycle and transport hubs and existing regional
and sub-regional cycle routes.
- Pilot an integrated ticketing system on
Windermere
- Explore and report to the LDNPP the
possibilities of securing Sunday services on the
Cumbrian Coast line
- Develop a marketing campaign to promote
public and community transport.
Work with tourism providers and electric
vehicle industry to make electric vehicles
available to visitors
Deliver recommendations arising from the Car
Parking Study for both visitors and residents.
Develop, through consultation, a longer term
more radical Transport Framework for the Lake
District, to roll forward a programme of action
beyond those contained in this plan
2012 Lake District
Transport Group
2013 Lake District
Transport Group
CCC, Parish
Councils & other
local interest groups
Parish Councils, user
groups, private sector
businesses
2011 CCC LDNPA, Private
Sector, NWDA, CT,
FLD
2011 Lake District
Transport Group
NWDA/LEP, CT,
Vehicle
manufacturers
2011 CT CT, LDNPA, SLDC,
Allerdale, Copeland,
Cumbria
Constabulary
Agree areas by December 2010
Develop plans by June 2011
Implement plans (including pilot interventions)
Prioritise areas for network development by
Dec 2010, linked to agreed sustainable
transport and cycle hubs.
Develop component project plans by March
2011
Negotiate route development with Parish
Councils and landowners by March 2012
Implement any necessary works on the
ground and relevant promotional material and
publicity by March 2013
Single ticket established for use on buses,
boats and trains for use to and around
Windermere by 2011
Report to LDNPP on Cumbrian Coast line by
2011
Agree local partnership arrangements by
December 2010
Agree vehicle supply and marketing by June
2011
Launch networks by Summer 2011
Successful implementation of
recommendations by 2011
2013 CCC LDNPA Framework Review presented to LDNPP by
2013
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Spectacular landscape, wildlife and cultural heritage - Issues and
actions
The spectacular landscape, wildlife and cultural heritage outcome features:
• Climate change
• Landscape, biodiversity and ecosystem services and
• Cultural heritage and built environment.
3.14 Climate change
3.14.1 Facts and challenges
• We want the Lake District to be an ‘inspirational example of sustainable development
in action’. We therefore need to address both the effects of climate change today and
reduce future impacts. This is one of our greatest challenges.
• Climate change is a key issue for everyone from the small to the large scale; our
current context for Climate Change in the National Park is ‘Low-carbon Lake District:
Responding to Climate Change in the National Park’. The report assesses the impact
of climate change on the Lake District. It looks at the physical effects of climate
change and the likely impacts on the society and economy of the Lake District.
• Many partners have signed up to Cumbria’s Climate Change Action Plan.
• Increasingly frequent and damaging flooding hints at what we can expect if we don’t
adapt. We will work hard to identify solutions and will be ready to make difficult
choices.
• Research suggests sea level rises are an inevitable product of climate change which
could threaten communities in the Lake District. Increased coastal erosion will also
occur.
• Managing water resources is also likely to be challenging. Our water tends to be
associated with designated wildlife sites. More frequent or more severe droughts has
potential to affect biodiversity, tourism and development. The West Cumbria Resource
Zone is particularly vulnerable to drought.
• There will be social and economic implications: greater demand for water from other
parts of the UK; and greater pressure on land for agriculture, energy crops and
building. Some changes will immediately affect residents and visitors. Others will be
more gradual or subtle, such as the loss of species and habitats. The cumulative effect
could radically alter the look and feel of the Lake District.
• There are significant challenges from new nuclear build on the coast. There are links
to the prosperous economy whilst grid infrastructure requirements may have an impact
on the spectacular landscape, biodiversity and ecosystems.
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3.14.2 Recent activities and successes
The following policy context is relevant:
• The Climate Change Act is the key policy driver.
• UK Low Carbon Transition Plan (published summer 2009) – The UK’s strategy for
meeting national carbon budgets, which envisages a significant role for Local Authorities
as catalysts of low-carbon action.
• Lake District National Park Transport Framework – see Transport section
• North West Climate Change Action Plan – sets out the NorthWest regional approach
• Vital Uplands – a ‘2060 Vision for England’s Upland Environment’ – developed by Natural
England with partners for England’s upland environment in a changing climate.
• English National Park Authorities Association Climate Change Adaptation – a
template has been produced to assist National Park Authorities and their partners in
climate change risk management across a range of themes.
Research for the Low-carbon Lake District was carried out over a period of eight months.
Case studies were selected to reflect a range of private, public and voluntary sector initiatives.
Recent successes include:
Ten case studies are presented in the Low-carbon Lake District Report that provide an
insight into the good work occurring in the Lake District to help address climate change. In
addition:
• Bassenthwaite Reflections provided funding for a demonstration wood fuelled heating
system at Bassenfell Manor.
• There are also a range of woodfuel case studies by the Forestry Commission:
www.forestry.gov.uk
3.14.3 Opportunities
We must keep up to date with the predictions of climate change but also consider the likely
impacts on the Park in the future. These include:
• Extreme weather events, including more intense winter rainfall
• Migration of habitats to higher altitudes and resulting loss of reliant species
• Loss of indigenous species, and an increase in non native species
• Changes to rivers and lakes (water levels , water quality and nutrient status)
• Increased water resource requirement
• Changes to woodlands (storm damage and drought)
• Drying out of peat and
• Accelerated erosion and landslips.
We can respond in two ways; both offer opportunities. We can adapt to climate change
through our organisational strategies. And we can reduce emissions of carbon dioxide and
other greenhouse gases. We need to encourage residents, visitors and businesses to do both,
as they are doing in Patterdale and Borrowdale, for example. Farming communities will need
support in adapting to delivering ecosystem services as part of an integrated and sustainable
business model.
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The Low-carbon Lake District work complements the Cumbria Climate Change Action Plan
(2009-2014) produced by Cumbria County Council and the Cumbria Strategic Partnership.
Focusing solely on the Lake District, it expands on Local Development Framework Core
Strategy policies about climate change. It analyses what is being done to reduce carbon
dioxide and other greenhouse gas emissions. Lastly, it puts forward medium term
recommendations for a Low-carbon Lake District .
Based on this and other research, there are six areas where we intend to make a difference by
reducing our own emissions and inspiring others:
1. We will work to develop community energy solutions, with small-scale energy
generation linked to other energy saving measures.
2. A sustainable transport strategy will offer a workable alternative to private car travel,
which would bring other benefits, including reduced congestion and parking problems.
3. In diversifying employment we will develop a green business hub well related to or in
a rural service centre, encouraging low-carbon businesses and services to locate in the
National Park.
4. We will position the Lake District as an environmental enabler – inspiring visitors to
take action on climate change.
5. We will join other National Parks to encourage holidays at home – low-impact
domestic tourism.
6. And we will look at evolving landscapes – joining together debates about
conservation and climate change, to examine how the landscape and biodiversity of the
Lakes will change over time, and how it can best adapt to future climate change.
3.14.4 Key partners
This Low-carbon Lake District activity, whilst commissioned and branded by the National
Park Authority, has been supported by the Lake District National Park Partnership. The report
shows how tackling climate change can help realise the Vision. Other partners undertaking
work on mitigation and adaptation include National Trust, Forestry Commission, Cumbria
Wildlife Trust, Environment Agency, National Farmers Union, ACT ( through its work
supporting and developing the NW Upland Farming Forum ) and the Royal Society for
Protection of Birds.
3.15 Landscape, biodiversity and ecosystem services
3.15.1 Facts and challenges
• The individual character of each Lakeland valley reflects the topography, land use and
local materials available. It is this unique mix which gives each area a visual and
cultural distinctiveness of its own, as well as a diversity of flora and fauna which
contributes to the quality of the National Park as a whole. It is the existing landscape
character and local distinctiveness which is taken into account in land use and land
management decisions. The landscape has evolved over time and the process of
change will continue.
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• We have:
o 36,420 hectares of European sites designated for their biodiversity
o 41,810 hectares of Sites of Special Scientific Interest
o 14,080 hectares of Local Wildlife sites
o 16 European Protected Species and
o 173 priority species and 35 priority habitats identified by the UK Biodiversity
Action Plan.
• Eighteen per cent of the National Park is designated as Sites of Special Scientific
Interest of which 87.4 per cent is in favourable condition or unfavourable but recovering
(2009). This is a dramatic improvement compared to 2003 when only 48.1 per cent
were in favourable or recovering condition. More than 30 per cent of local wildlife sites
are being managed positively for conservation.
• The way we use, manage and develop land significantly affects wildlife. Despite the
number and extent of our designated sites we have witnessed a considerable decline
of some habitats and species since the 1940s. Some Sites of Special Scientific Interest
are degraded and we are losing our biodiversity, particularly farmland birds,
haymeadows and iconic indicator species such as golden eagle and black grouse.
• Landscape change has brought its challenges. Poor design can introduce an
inappropriate suburban element to a rural setting. Small changes in sensitive locations,
such as installation of telecommunications masts, can spoil the scene. Inappropriate or
excessive lighting can deny views of the night sky. Large numbers of visitors in one
area can affect tranquillity.
• Water management of river basins and the lakes is central to our landscape. Water
quality has been declining due to diffuse agricultural pollution, erosion and detergent
use. This affects bathing and safety and is a symptom of failing ecosystems. The
drought conditions of 2010 highlighted the impact of excessive drawdown of lakes used
for water supply. There were profound effects on biodiversity, views and recreation.
Water supply security can affect development and sustainable water use needs to be
promoted. We will address concerns about naturalising rivers and future flood-proofing.
The landscape will continue to change as we seek to protect the ‘Lakes’ brand.
3.15.2 Recent activity and successes
Habitats provide many of the products and services that are essential for well-being and
economic prosperity such as clean water and air, high quality food, wood products and locking
up carbon. When these habitats are in good condition they provide better quality and quantity
of these products and services. We call these products and services from the environment
ecosystem services. In 2010, Natural England started a one year project as one of three
national pilots to better understand the ecosystem services of the Bassenthwaite catchment
and develop land management options.
Charismatic species-based projects are also being delivered. For example, the Osprey Project
at Bassenthwaite attracts up to 100,000 visitors a year to see the only naturally colonised
breeding pair of ospreys in England. Red Squirrel conservation attracts huge local support and
voluntary effort.
In 2007, the National Park Authority established the Windermere Lake User Forum, to advise
and guide delivery of the Windermere Management Strategy.
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Cumbria Freshwater Invasive Non Native Species Forum (FINNS) is a partnership that has
employed a coordinator to take a more strategic approach within the county. A Biosecurity
Plan is being developed for the county to address freshwater non-native species from which a
Catchment Action Plan can be developed.
In 2008 the Lake District National Park Authority with Natural England, National Trust and
Friends of the Lake District published a Landscape Character Assessment and Guidelines. It
also produced its Biodiversity Strategy 2009/14. A wealth of research assessing the status of
the Lake District’s landscape, biodiversity and ecosystem services has been undertaken and is
ongoing commissioned by a wide range of organisations. Natural England has mapped
ecosystems and conducted a High Fells adaptation pilot study.
Since 2002, partners have worked on upland landscape restoration through the Fix the Fells
project, maintaining and repairing more than 160 upland footpaths.
Community work and volunteering play a big part, offering working holidays and long-term
volunteering opportunities. More than 80 volunteers regularly help maintain hundreds of
kilometres of upland paths. We see long term funding of the project as essential, for landscape
protection and maintenance but also to celebrate our access heritage. And the project has
already shown how many people are willing to volunteer and make a difference by raising
awareness through active involvement.
The Countryside Quality Counts project systematically assesses how the countryside is
changing nationally. It helps us to understand where change is occurring and whether change
matters to people in the way it affects the landscape people value. Information can inform
decision-making and policies for achieving sustainable development - enhancing and
maintaining the character and quality of our countryside for future generations.
Recent successes include:
• Lake District Still Waters Partnership – 2001 onwards. Catchment management
projects. Bassenthwaite Lake Restoration Programme including Heritage Lottery funded
Bassenthwaite Reflections. We are currently in the early stages of a Windermere
Catchment Restoration Programme, including Heritage Lottery funded Windermere
Reflections.
• Cumbria Biodiversity Partnership and Cumbria Biodiversity Action Plan – projects
and partnership activity to deliver actions from the Cumbria Biodiversity Action Plan
including the Heritage Lottery funded Wealth of Wildlife project 2005-2009.
• Wild Ennerdale – Natural England, National Trust, Forestry Commission and United
Utilities promoting natural processes in Ennerdale.
3.15.3 Opportunities
The landscape continues to evolve with climate change, agriculture, forestry and other land
management practices, as well as development, affecting its quality and character. Changes
have varied in scale and impact, from road schemes to single structures such as wind
turbines.
Grazing by livestock is a traditional land use. It effects the habitats grazed, and in some
locations can cause damage and deterioration of habitats. Conversely, too little grazing can
lead to habitat degradation. Achieving a balance of grazing that enables livestock farming and
food production to continue and allows habitats to flourish is a challenge. Getting this balance
right is being achieved, and is improving the supply of Ecosystem Services from farmed land.
Ensuring farmers are rewarded for this management is a linked challenge.
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Our high level paths are fragile with millions of visitors each year contributing to erosion of
vegetation and soil compaction. We need to work hard to maintain them but this provides an
opportunity to engage visitors in understanding the issues and contributing in some way.
Networks of healthy habitats, or green infrastructure, allow species to move more easily and
make the landscape more adaptable to change. This will become increasingly important with
climate change. Well managed peat bogs, for example, are valuable for biodiversity and
absorbing and storing carbon.
The European Habitats Forum, a coalition of conservation networks across the European
Union, has recently asked Heads of Government to commit to a 2020 target for the recovery of
characteristic species and habitats and well-functioning ecosystems. It seeks to achieve
synergies between sustaining biodiversity and mitigating and adapting to climate change.
Ecosystem services are an important reason to protect and enhance species, habitats and
habitat networks. Many businesses, especially the tourism industry, will rely even more on a
high quality environment, and the richness of the natural resource attracts investment into the
area.
There is increasing pressure on land use and uncertainty as to public priorities for the uplands
in the future which make it difficult to know future policy – for example, the potential tensions
between the delivery of ‘food security’ and other environmental services such as water and
carbon. These tensions are most usefully explored with stakeholders as part of a valley
planning process.
We have an opportunity to work with the Government to respond to the recent Commission for
Rural Communities inquiry into the English uplands ‘High Ground, High Potential – a future for
England’s Upland Communities’.
3.15.4 Key partners
Natural England, Lake District National Park Authority, Friends of the Lake District, Cumbria
Wildlife Trust, RSPB, The Environment Agency, United Utilities, the National Trust and the
Forestry Commission and farmers themselves are key partners contributing to the
management of changes which support the success of the conservation, the maintenance of
biodiversity and the development of ecosystem services.
3.16 Cultural heritage and built environment
3.16.1 Facts and challenges
• We believe the historic environment is an asset of enormous cultural, social, economic
and environmental value. It makes a very real contribution to our quality of life and the
quality of our places. Aside from its inherent cultural value, the historic environment
also has an important role to play in helping Government to achieve many of its
broader goals. It can be a powerful driver for economic growth, attracting investment
and tourism, and providing a focus for successful regeneration.
• Over 14,000 individual sites are recorded in the Lake District Historic Environment
Record, of which 275 are designated as Scheduled Monuments, 1,740 Listed
Buildings, nine Registered Parks and Gardens and one is part of Hadrian’s Wall World
Heritage Site. The Government has proposed changes to heritage protection legislation
through a heritage protection reform process.
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• English Heritage’s Scheduled Monuments at Risk Survey, assisted by the National
Park Authority, has identified 65 Lake District Scheduled Monuments at High Risk, the
highest number in the North West Region. Thirty-seven are at Medium Risk and 170 at
Low Risk.
• Conservation issues include:
o Damage to archaeological sites through bracken and scrub growth and other
natural agencies such as animal burrowing
o Inappropriate agricultural management
o The results of extreme weather events, including flooding and storms leading to
erosion
o Lack of archaeological information for some areas (only 20 per cent of the
National Park has been surveyed)
o Development proposals
o Deterioration of industrial remains through lack of maintenance
o Deterioration of walls and agricultural buildings through lack of investment.
• Issues affecting local cultural heritage and traditions include:
o Loss of knowledge and continuity of practice through reduction in local farming
communities and commons management
o Loss of local traditional skills
o Need to record information from older generations (oral history for example)
o Recognition of lesser-known or appreciated aspects of cultural heritage such as
local tradition of wooden boats.
• Many archaeological conservation problems are avoided through the early provision of
advice and information. This includes pre-application advice through the development
control process and the provision of information through outreach projects such as the
recently completed Access to Archaeology and Ring Cairns to Reservoirs projects.
These often rely on Heritage Lottery funding for implementation.
3.16.2 Recent activities and successes
The management of change in the built environment is primarily dealt with through the
National Park Authority’s Development Management Service. The Authority handles
approximately 1,200 planning applications and 150 planning consultations (usually for
agricultural developments) in a typical year. The Local Development Framework core strategy
sets out policy for the built environment and heritage assets. Other guiding documents are the
Historic Landscape Characterisation for Cumbria and Landscape Character Assessment for
Cumbria. Key partners take a proactive lead on public realm improvements within the Park.
Various funding streams exist (for example the Environmentally Sensitive Area scheme and its
replacement the Environmental Stewardship Scheme) which support the conservation of
landscape features and buildings. Funding for buildings in towns and settlements is also
available through English Heritage and Heritage Lottery Fund support.
Nationally, English Heritage maintains a register of scheduled monuments and buildings at
risk. In addition the National Park Authority is undertaking a survey of the condition of listed
buildings in the National Park, to maintain an active register. It also has a continuing
programme which surveys the condition of scheduled monuments and other sites. This is
maintained by volunteer support. Conservation Area Appraisals and associated management
programmes for those areas are also being prepared.
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Recent successes include:
• Increasing public participation in the discovery and enjoyment of the historic environment
of the NP through HLF funded projects Access to Archaeology and Ring cairns to
Reservoirs.
• Master planning – Bowness, Ambleside and Waterhead.
• Enhancement of Public Realm – Keswick Market Square completed in 2006, Derwent
Water Foreshore completed in 2009. Crescent Road, Windermere completed in 2008.
• Improving the quality of design – North West Development Agency funded programme
started in 2008 encouraging a new ‘design intelligence’ in the National Park. Good design
can reduce building costs both during constructions and on-going operation.
3.16.3 Opportunities
The Lake District is one of the richest cultural landscapes in England, reflected as one of the
National Park’s special qualities. The landscape, hand made over centuries by hill farmers,
inspired Romantic poets and artists such as Wordsworth, Coleridge and Turner. Battles over
its protection led directly to the development of the modern conservation movement and the
National Trust. This gives the Lake District an international significance which is being
addressed through the current bid for World Heritage Site inscription.
The historic environment is fragile and requires management and protection to avoid damage.
This must be based on sound information derived from survey and assessment, and the
National Park Authority maintains the Lake District Historic Environment Record for this
purpose. This also includes the results of the Lake District Historic Landscape
Characterisation project.
Bracken and scrub growth, animal damage, poor agricultural practice, mitigation of the effects
of extreme weather events and conservation of industrial sites can be tackled through agrienvironment
grant schemes and the Environmental Land Management Scheme where sites
fall within agreement areas. Some issues may require joint action and funding with partners,
including English Heritage, the National Trust, United Utilities, Forestry Commission and
others.
Development that is designed excellently, of the right type and in the right location, will add to
the existing high quality natural and built environment. National and regional design policies,
such as those in the Regional Development Principles, aim to secure high quality design. We
want to establish a reputation for design that inspires people to live and work in the National
Park and enjoy it.
Often good quality design is not achieved because of high short term costs, which are not
considered against the long term economic benefits, gained over an extended lifetime and
through improved robustness. Design is about more than how a building or place looks. We
aim for development where inspirational design ensures it contributes to local identity and
incorporates sustainable development principles.
Our built environment is a central part of our cultural heritage, cultural landscape and sense of
identity. The availability of local materials has been fundamental in creating the local
vernacular. Whilst we are not suggesting that everything has to be built in stone, we are keen
to maintain and strengthen these distinctive characteristics, and this relies on a reliable source
of local material. We are therefore not basing our starting point for future mineral extraction
purely on economics.
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The Cumbrian Fells have provided access to rare minerals such as copper and lead for
centuries, bringing local prosperity and leaving a visible and important mineral heritage across
the area. We have not identified any significant problems with the current supply levels of
building stone or slate. But the heritage of the area has left an environmental legacy and
liability including the release of heavy metals to watercourses.
The National Park Authority has been undertaking a comprehensive assessment of its
Conservation Areas in terms of producing appraisals and management plans. This is useful for
of understanding and managing what we have in designated settlements. There are
opportunities to appraise settlements without Conservation Area designation to understand
their needs and priorities. Community led planning is an excellent way to do this. The built
environment frequently generates interest from local communities as we have witnessed
through several public realm enhancement schemes.
We will use the Lake District Landscape Character Assessment and the Building in Context
toolkit (produced by the Commission for Architecture and the Built Environment and English
Heritage) to assess the design of development proposals. To promote design excellence, we
will encourage and collaborate with the North West Design Review Panel.
3.16.4 Key partners
Lake District National Park, National Trust, English Heritage, farmers and other land
managers, and Natural England alongside a whole range of other organisations work in the
National Park to support the conservation of our cultural heritage and enhance the built
environment. Highways have a major impact on the public realm through signs, maintenance
and on the character of the unique road network. Cumbria County Council is a key partner.
The Fire and Rescue Service is also important in handling major incidents such as flooding.
The National Park Authority works with partners through the Lake District Historic Environment
Advisory Group to identify and coordinate historic environment work . The Group agrees and
monitors the Lake District Historic Environment Strategy and advises the Partnership on
historic environment policy.
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3.17 Strategic activities for spectacular landscape
Eleven strategic activities have been developed under this outcome of the Vision:
Spectacular landscape
19. Reduce carbon emissions and maximise carbon storage from
residents, businesses and visitors
20. Coordinate projects on a landscape-scale, through valley
planning, supporting adaptation to climate change
21. Improve upland landscapes and maximise the provision of
ecosystem services
22. Improve the quality of surface waters in the National Park
23. Restore, enhance and create habitats and their associated
species, and conserve geodiversity
24. Maximise benefits of woodlands in the National Park
25. Develop a joined-up approach to our green infrastructure and
provision of ecosystem services
26. Celebrate and protect our cultural heritage and outstanding
universal value
27. Improve the condition of our historic environment
28. Improve the public realm
29. Improve the quality of design in the National Park
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3.5 Spectacular landscape – Actions for 2010/11 and 2011/2012
Action
No.
Action How Complete
by
Lead partner Other partners Milestones
19. Strategic activity - Reduce carbon emissions and maximise carbon storage from residents, businesses and visitors
19.56 Set a carbon budget for the
National Park and apply carbon
reduction targets
19.57 Gain expertise on climate
change management
19.58 Help tourism businesses cut
their carbon emissions through
the user friendly information
toolkit
19.59 Provide coordinated information
to visitors on low-carbon
holiday options
19.60 Establish an evidence base for
carbon values of the natural
environment
19.61 Protect and restore existing
blanket bogs and mires
Apply to participate in Local Carbon
Frameworks, a government pilot which
incorporates targets for carbon reduction, a
strategy to achieve carbon reductions and
delivery plan.
Start leadership training on climate change to
lead by example. One member from each
Partnership organisation will be elected to form
an expert group.
Gaining environmental accreditation through
schemes such as the Green Tourism Business
Scheme or Cumbria Business Environment
Network.
Produce an online guide of actions which focus
on interesting low carbon itineraries, green
transport options, letting people know how they
can make their visit as carbon neutral as
possible.
Establish baseline of carbon flows in the
National Park, on land, woodlands, woodland
soils and in the lakes. Use evidence to inform
land management decisions by Partners and
agri-environment and forestry schemes.
Raising awareness of the issues and collection
of data with the help of volunteers.
Restore blanket bogs and mires storing carbon
and improving biodiversity across the National
Park, piloted through a CWT's wetland project
commencing 2011. Examine the capacity and
improve the effectiveness of peat bogs and
drainage systems to slow water transit and
assist with flood prevention.
2015 LDNPA All LDNPP partners,
Defra
2010 LDNPA LDNPP, Business
Taskforce
2010 Cumbria Tourism Small World
Consulting, Carbon
Trust
2011 Cumbria Tourism LDNPA, Nurture
Lakeland, FoLD
2016 LDNPA Earthwatch, Centre
for Ecology and
Hydrology, NE, EA,
FC, FLD, CWT,
RSPB, UU, NT,
UofC, Impact
2014 CWT NT, NE, LDNPA,
ACT
Accepted as pilot for Government's Local
Carbon Framework.
Establish carbon budget for the Lake District
by 2010
Report to the Partnership on key areas for
action in carbon reduction by March 2011
Number of LDNPP organisations completing
leadership training on climate change by the
end of 2010
Launch toolkit and roll out to all tourism
businesses by spring 2011
Guide produced by spring 2011
Baseline of carbon flows in the National Park
established by 2016, together with evidence
for carbon beneficial changes to land
management practices.
200 volunteers involved in fieldwork in 2012.
Carbon Management “Toolkit” produced by
September 2013
280 hectare of bog/mire restored by 2014
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
20. Strategic activity - Coordinate projects on a landscape-scale, through valley planning, supporting adaptation to climate change
20.62 Adopt the Landscape Character
Assessment as a Supplementary
Planning Document
20.63 Agree a strategic framework for
landscape-scale projects
Take account of landscape character to guide
development and land use change to protect
areas of high sensitivity by recognising there
are different distinctive areas in the Park
Produce policies and high level objectives that
will direct a prioritised approach to landscapescale
management. To include - catchment
scale management, valley management
planning and river management.
20.64 Pilot a valley management plan Work with a local community to pilot a valleyscale
planning approach, developing solutions
to issues associated with land and water
management
2012 LDNPA NE, NT, FC, EH, FLD Landscape Character Assessment adopted as
a Supplementary Planning Document by 2012
2010 LDNPA NE, FC, UU, NT,
RSPB, FLD, EA,
CWT, CCC, CT,
SLDC, CLA, NFU
2011 LDNPA NE, FC, NT, FLD,
ACT, RSPB, CWT,
EA, CLA, NFU
LDNPP agree strategic framework for
landscape-scale projects in December 2010.
This framework should include prioritisation
and resource allocation to successfully deliver
landscape scale projects and initiatives. To
include:
• Windermere Catchment Restoration
Programme
• Bassenthwaite Lake Restoration
Programme
• Ullswater/Thirlmere SCAMP
• Relevant actions from River basin
Management Plans and the Water
Framework Directive
Use existing valley planning areas – Ullswater
and Borrowdale – as test pilot areas.
Develop Valley Land Use Plan in chosen
location by 2011
20.65 Pilot an ecosystem services
approach
Use ecosystems and green infrastructure
approaches to improve resilience of the natural
environment, habitats and species and develop
models of water management that involve local
communities and agencies finding solutions
together
2011 NE NT, EA, NE, WT,
LDNPA, RSPB, FC,
CWT, ACT, CCC,
LDNPA
Complete Bassenthwaite Vital Uplands pilot
project by April 2011.
GIS layer map of ecosystem services in the
National Park produced by 2012
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
20. Strategic activity - Coordinate projects on a landscape-scale, through valley planning, supporting adaptation to climate change (cont)
20.66 Understand and plan for a
changing coastline
Review and build upon findings of the
Shoreline Management Plan 2 to:
Identify rate and likely effects of coastal
change
Identify key social, economic and
environmental assets under threat
Identify opportunities to adapt to coastal
change including building resilience to
environmental impacts through ‘managed
realignment’ and plan for future infrastructure
adaption/deployment
2016 Copeland BC EA, NE, LDNPA,
CCC, , FLD, MoD
21. Strategic activity - Improve upland landscapes and maximise the provision of ecosystem services
21.67 Deliver practical works that
develop public involvement and
understanding of pressures on
the upland landscapes
21.68 Reduce the potential for wild
fires to prevent damage to
upland habitats
Reducing the effects of landscape erosion
through restoration, prevention and repair
Cumbria Wild Fire Group training for land
managers as well as raising public awareness
to help reduce potential for wild fires
Identify rate of coastal change and assets
under threat (i.e. baseline) by 2012
2011 LDNPA NE, NT, FLD, NL Complete the Fix the Fells project. 18 paths
and associated vegetation recovered each
year for the life of project. 1000 volunteer days
of support each year for life of project.
Secure funding for Fix The Fells Your Heritage
2012 CCC Cumbria Fire
Services, NT, NE,
FC, CLA, LDNPA,
Cumbria LAF, MOD,
Mountain Rescue,
NFU
by January 2011
Fire plans in place for recognised valuable
and vulnerable upland sites. Partner
organisations to have staff trained to be
competent to attend wild fire sites and assist
CFS to combat them. Prescribed burning for
habitat management to be conducted within
guidelines of the CWFG.
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
21. Strategic activity - Improve upland landscapes and maximise the provision of ecosystem services (cont)
21.69 Promote understanding of the
value and management of
common land
21.70 Undertake a pilot project to
understand the condition of
common land in the National
Park
Establish a series of case studies and public
awareness events exploring the range of
Commons types in Cumbria.
Establish a joint programme for monitoring the
condition of commons, starting with the
identification of a representative sample of
commons to form a pilot programme.
2012 Cumbria
Commons
Federation
2012 Cumbria
Commons
Federation
22. Strategic activity – Improve the quality of surface waters in the National Park
22.71 Improve water quality of the
lakes and their catchments
22.72 Improve the local environmental
security and resilience of local
wastewater networks
Undertake a comprehensive lakes-wide
programme of surface water quality
improvements
Improve the quality of water returned to local
watercourses and to reduce the scale and
impact of discharges from combined sewerage
systems/emergency overflows.
LDNPA, Natural
England, Foundation
for Common Land
LDNPA, Natural
England, RSPB,
NWDA (RDPE),
Foundation for
Common Land
2012 EA UU, NE, LDNP, NT,
CT, FC, District
Councils, NFU, CLA,
RSPB
2013 UU LDNP, EA, District
Councils
Initial meeting of partners in 2010 to draft a list
of potential case study sites and awareness
raising events
Run a programme of pilot events in 2011
Evaluate effectiveness of programme in late
2011/ early 2012
Initial meeting of partners in 2010 to identify a
representative sample of commons to form a
pilot programme
Establish criteria for monitoring the condition
of the sample commons in early 2011
Run a monitoring programme on the pilot
commons in 2011/2012
Evaluate effectiveness of programme in late
2012
Agree (as part of a strategic framework for
Landscape scale projects), a 1year action plan
and 5 year business plan tackling those issues
which affect or compromise lake water
quality.These will initially be for the priority
catchments of Bassenthwaite Lake and
Windermere but will seek to cover the whole
Lake District lakes in the future
Deliver a programme of improvements at the
priority sites including :-
• Bowness bay Windermere,
• Keswick
• Elterwater / Gt. Langdale Beck
• Hawkshead
• Coniston.
Improvements will be in line with legal
requirements and the funding / delivery profile
directed through OFWAT
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
23. Strategic activity – Restore, enhance and create habitats and their associated species, and conserve geodiversity
23.73 Develop an Integrated
2010
Biodiversity Delivery Area
(IBDA) for the Lake District
National Park.
23.74 Review and ratify County
Wildlife Sites (CWS) element of
the Local Sites Network.
23.75 Deliver RSPB Morecambe Bay
Futurescapes Project
23.76 Deliver RSPB Lakes High Fells
Futurescapes Project
Develop a proposal for a Lake District IBDA
setting out how it will support existing projects
and assist in the development of new projects
that will deliver both BAP targets and
ecosystem services
Develop a strategy with relevant partners for
delivering the IBDA using guidance from IBDA
pilot projects and taking into account other
existing strategies in the area
Survey old sites and reassess using agreed
Cumbria Guidelines. CWSs provide an
important framework to help manage climate
change. Sympathetic management will also
help to retain/store carbon.
Restore wetland habitat on a landscape-scale
within targeted river valleys fringing
Morecambe Bay including the Lyth, Rusland
and Duddon Valleys, to help deliver the
national 50 year Wetland Vision.
Restore habitat on a landscape-scale within
the Ullswater, Haweswater and Bassenthwaite
catchment, delivering ecosystem services
benefits
2011
NE LDNPA, EA, RSPB,
UU, FC, CCC, CWT,
NT, Cumbria
Biodiversity
Partnership, NFU,
District Councils,
Tullie House
Museum
2011 CWT NE, LDNPA , NT, EA,
District Councils,
Tullie House
Museum.
2015 RSPB NE, EA, LDNPA,
Morecambe Bay
Wildlife Network
2015 RSPB NE, LDNPA, EA and
FC
Draw up and present proposal to Lake District
National Park Partnership or sub-group of
partners in December 2010
Identify key partners to steer development and
implementation of IBDA – March 2011
Produce IBDA strategy by November 2011
To have reviewed and ratified 11% of County
Wildlife Sites in the National Park by 2011
Restore 100 hectares of UK BAP wetlands
habitat per year. 500 hectares by 2015
Work with farmers within three defined
landscape-scale target areas from valley
bottom to hill top to deliver 100 ha per year of
habitat improvement. 500 hectares by 2015
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
24. Strategic activity - Maximise benefits of woodlands in the National Park
24.77 Maintain the existing area of
woodland
24.78 Introduce new woodlands that
complement the landscape
Develop a woodland strategy and delivery plan
to reflect the importance of our woodland
assets in relation to use for carbon storage,
recreation, low carbon material, energy use
and for furniture or building. Improve for
biodiversity value including woodland birds of
conservation concern.
Develop a woodland strategy and delivery plan
that reflects woodlands ability to increase the
resilience of land to extreme weather events
through soil protection, water quality and flood
alleviation and there are national targets.
2011 FC NE, FLD, Cumbria
Woodlands, NT,
LDNPA, RSPB
2012 FC LDNPA, NE, FLD,
Cumbria Woodlands,
NT, EA, CWT
25. Strategic activity - Develop a joined-up approach to our green infrastructure and ecosystem services.
25.79 Agree a Green Infrastructure
Framework for Cumbria
Increase the number of social, economic and
environmental benefits delivered by the
network of natural environments and green
spaces by improving their connectivity and
quality. This will include allotments, village
greens, gardens and churchyards. This
process will also include an acknowledgement
of the Lake District's potential role in assisting
flood prevention outside the Lake District.
2012 CCC Cumbria Green
Infrastructure Forum
Currently woodland cover from NIWT is
(including woodlands over 2 hectares) is
28,412 hectares.
Currently woodland cover from NIWT is
(including woodlands over 2 hectares) is
28,412 hectares.
A new woodland target set by June 2011 via
the Land Management Strategy Group.
A draft strategy agreed by Autumn 2011
Embed Green Infrastructure into Economic
Vision for Cumbria
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Action
No.
Action How Complete
by
Lead partner Other partners Milestones
26. Strategic activity - Celebrate and protect our cultural heritage and outstanding universal value
26.80 Achieve World Heritage Site
inscription for the National Park
26.81 Revise and implement the Lake
District Historic Environment
Strategy
26.82 Conserve and celebrate the Lake
District's association with
tranquillity and dark night skies
Continue to work towards a bid to UNESCO to
achieve World Heritage Site Status for the
National Park
Revise guidelines and actions on
archaeological sites, historic buildings and
settlements and historic elements of the
landscape.
QuietDark is a project that will work with
tourism providers to celebrate tranquillity
through visitor events, awareness raising for
eg. Improvements in tranquillity and a
reduction in light pollution will be sought
through design best practice.
27. Strategic activity - Improve the condition of our historic environment
27.83 Review conservation area
designations and develop
respective conservation area
appraisals and management
plans
27.84 Review register of listed
buildings at risk with annual
updates of progress made
against priorities
Complete conservation area appraisals and
management plans in consultation with local
people for all the conservation areas in the
National Park. Explore options for areas at risk.
Undertake a condition survey of all listed
buildings to get an up to date picture of the
condition of listed buildings in the National
Park.
2012 CCC WHS Steering Group Achieve inclusion on the UK’s new tentative
list Jan/Feb 2011
2010 LDNPA EH, NT, CWAAS To agree a revised Historic Environment
Strategy by December 2010.
2014 FLD LDNPA, AONBs, CT,
NT,CCC & District
Councils, local
communities
2013 LDNPA NT, EH, Local
community
Secure funding 2010. Deliver project between
2011 and 2014
All 23 conservation areas to have up to date
(less than 10 years old) character appraisal
and management plan by 2013.
New conservation area in Windermere
designated by 2011
2010 LDNPA EH Listed Building Condition Survey completed by
December 2010
Listed Building Strategy completed by March
2011
28. Strategic activity - Improve the public realm
28.85 Develop a prioritised investment framework for the public realm Develop a public realm investment framework
in light of work already undertaken and
underway to improve the public realm across
the National Park. Maintain and sustain the
existing public realm.
2012 LDNPA NWDA, District
Councils, Parish
Councils, CT,
Delivery Boards, EH,
CCC, Cumbria
Constabulary, Fire
and Rescue Service
Register of listed buildings at risk in the
National Park available by 2011, with annual
updates of progress made against priorities
LDNPP agree public realm investment
framework by 2012. To be developed in
conjunction with the County Council’s Public
Realm Implementation Framework for the
County.
74

Action
No.
Action How Complete
by
Lead partner Other partners Milestones
29. Strategic activity - Improve the quality of design in the National Park
29.86 Use the regional design panel,
'Places Matter', to improve
design
29.87 Continue the Design in
Excellence Programme
Use the regional design panel to encourage
high quality sustainable design in the National
Park
Host a range of events for architects,
specialists, staff and Members to learn about,
debate and discuss design themes.
2011 LDNPA NWDA, Places
Matter, EH, Fire and
Rescue Service
2011 LDNPA NWDA, EH, Places
Matter, RIBA
Agree criteria for assessing which
developments should be considered by Places
Matter panel by March 2011
50% of major planning applications
considered by Places Matter panel by 2011.
Development and launch of webpage of
exemplars - both in the National Park and in
terms of best practice
Design in Excellence publication launched in
Autumn 2010. Programme of 4 events on
design completed by December 2010.
75

PART FOUR - Implementing and monitoring the
management Plan
This part describes how we are going to monitor and report on progress with delivering the
Partnership’s Plan.
4.1 Implementation
The Plan sets out the Vision for the Lake District in 2030. It spells out key outcomes, delivery
aims, strategic activity for the next five years and detailed actions for the next two. Every
member of the Lake District National Park Partnership will help deliver. This isn’t a plan just for
the National Park Authority or a few individual organisations.
But while it is the Partnership’s Plan, the National Park Authority will also use it to prioritise its
work and resources. There will be a clear and direct link to its own Business Plan. We hope
other partners will adopt a similar approach.
We will begin to implement the Plan in October 2010 once it has been agreed by the Lake
District National Park Partnership. It will be monitored quarterly. We will report quarterly
updates in an online version of the Action Plan. We will refresh the Partnership’s Plan every
year and update the Action Plan, detailing every partner’s role in its delivery.
4.2 Monitoring and review
We recognise that this plan is only current at the time it was written. Many factors will affect
and influence the accuracy of content, decisions of all the Partners and the delivery of the
actions within it.
We do not know everything; we might even have missed some information out or got
something wrong. Finding out more about how things work and link together is really
important. This involves being receptive to new information, knowledge and research. This is
particularly relevant for the environment, which is at the heart of this plan. We will remain open
to new information and are willing to adapt our ideas, and when the weight of evidence dictate,
to modify our plans. We will take note of other people’s research and regularly consult a range
of experts. If necessary, when issues need urgent investigation, we will commission our own
targeted research.
In recognition of this we intend to review the plan every year, allowing us to adjust priorities
and our approach when faced with any emerging or influencing factors. This includes any
significant changes in our financial circumstances.
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The National Park Authority will lead the review, monitoring and reporting of the plan. The
Partnership has agreed performance measures and targets that monitor the condition of the
National Park.
Every year we will produce:
• A progress report and
• A ‘State of the National Park’ report.
The National Park Authority has to review its Management Plan at least every five years.
4.3 Indicators of success
We have key indicators of success to help inform us that we are working towards the Vision for
the National Park and in the shorter term that our delivery aims are being achieved.
In light of changes in Government and changes to funding, we need to work in partnership to
ensure that we can either continue collecting the specified data or develop new indicators.
This provides an opportunity to pool our resources and collect data that is more relevant to the
National Park. We also need to develop additional indicators relating to cultural heritage and
biodiversity.
So far we have set targets for 21 key indicators for 2015 as follows :-
1 Maintain the new business registration rate to at least the average rate over the last five
years
2 At least 12 per cent of small businesses in the area show employment growth
3 Increase the median earnings of employees in the area above the rate of inflation (using
the Retail Price Index)
4 Over 90 per cent of planning applications are approved for business, housing and other
applications.
5 A net increase of 3.1 hectares in the amount of additional employment floor space
developed by 2015
6 Over 80 per cent of visitors rate their overall level of satisfaction with their visit as very
good.
7 At least 85 per cent of visitors return to the National Park
8 Visitors' average length of stay is at least five nights
9 At least 8 per cent of visitors use public transport during their visit
10 75 per cent of accommodation providers have a quality rating
11 Maintan at least 90 per cent of residents who are satisfied with their local area
12 50 per cent of parishes are covered by Community Action Plans, which have been
updated or created within the last five years
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13 Maintain the number of settlements with four, five and six services from: convenience
store, meeting place, primary school, public house, post office, doctors surgery
14 Build 300 additional affordable and local needs homes by 2015
15 At least 75 per cent of working age people have access to employment by public
transport, cycling or walking
16 Reduce per capita carbon dioxide emissions in Cumbria by 25 per cent by 2015,
compared with the 2005 baseline figure of 10.2 tonnes
17 50 per cent of county wildlife sites and regionally important geological sites are, or have
been in the last five years, in positive conservation management
18 95 per cent of sites of special scientific interest are in favourable or recovering condition
19 Increase the area of land in relevant agri-environment schemes, converting 75 per cent
of eligible farms exiting Environmentally Sensitive Area agreements to Upland Entry
Level Schemes and 40 per cent of eligible farms exiting Environmentally Sensitive Area
agreements to Higher Level Schemes
20 90 per cent of total length of public rights of way are easy to use by members of the
public
21 51 per cent of rivers and 29 per cent of lakes are in at least good ecological status by
2015
4.4 Partners – The Lake District National Park Partnership and others
The key partners (The Partnership) involved have committed to an active role in delivering the
plan. We list them on page 7. They will be supported by many other organisations from the
public, private, community and voluntary sectors, some of whom are already contributing to
the strategic aims and outcomes of this plan and some who wished to be involved as a result
of consultation on the draft of this document. This includes Cumbria Constabulary and
Cumbria Rural Housing Trust.
The plan provides a framework for coordinating this activity and we are keen to engage all
partners in delivery. We hope you will join us in achieving our Vision and delivering our
actions.
4.5 Paying for delivery
Focused and coordinated investment has the potential to make a significant contribution. We
will always consider how we can better deliver the Management Plan through the wise
allocation of our combined resources. This will be particularly important during a period of
public sector financial restraint.
We will target and prioritise our budgets and direct our staff and volunteers toward the key
areas where we are each taking a leading or supporting role.
We will work hard to attract additional funding and resources. We will explore funding from
local, regional and national sources, the European Union, National Lottery, and charitable
sources, as well as private investment.
79

List of organisation acronyms
ABC
ACT
CALC
CBC
CCC
CLA
CREA
CRHT
CT
CV
CWAAS
CWT
Defra
EA
EDC
EH
FC
FLD
FSC
HCA
LAF
LDNPA
LSP
NE
NL
NFU
NT
NWDA
PCT
RDPE
RSPB
SLDC
SLDT
UU
YDNPA
Allerdale Borough Council
Action with Communities in Cumbria
Cumbria Association of Local Councils
Copeland Borough Council
Cumbria County Council
Country Land and Business Association
Cumbria Rural Enterprise Agency
Cumbria Rural Housing Trust
Cumbria Tourism
Cumbria Vision
Cumberland and Westmorland Antiquarian and Archaeological Society
Cumbria Wildlife Trust
Department for Environment Food and Rural Affairs
Environment Agency
Eden District Council
English Heritage
Forestry Commission
Friends of the Lake District
Field Studies Council
Homes and Communities Agency
Local Access Forum
Lake District National Park Authority
Local Strategic Partnership
Natural England
Nurture Lakeland (formerly Tourism and Conservation Partnership)
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
Yorkshire Dales National Park Authority
80

Annex A
Statement of Outstanding Universal Value
World Heritage Site – Background and Outstanding Universal Value
Since the last Lake District National Park Management Plan was published in 2004, when the
potential for a World Heritage Site in the Lake District was briefly mentioned, considerable
work has been undertaken in order to progress a bid for inscription by the United Nations
Educational, Scientific and Cultural Organisation.
The bid centres on the ‘Cultural Landscape’ category and its Outstanding Universal Value. It
stems from Lake District special qualities as a place of ‘celebrated social and cultural heritage’
The proposed World Heritage Site boundary matches the Lake District National Park boundary
so management arrangements can align. By integrating the Plan’s content and the process of
identifying actions amongst partners, we have ensured that tensions between World Heritage
Site status and National Park aims are effectively dealt with. And eventually the Plan can act
as a dedicated World Heritage Site Management Plan too.
The primary aim of the Partnership’s Plan is to conserve the Lake District’s Outstanding
Universal Value so that the special qualities are maintained and enhanced for future
generations. This makes the Lake District globally important for everyone and therefore the
main focus of the Plan. Many other aspects of the proposed World Heritage Site need
managing and improving. ‘Conservation’ means ensuring the survival of important landscapes
and buildings associated with its Universal Value and fewer tangible assets such as
biodiversity and our ability to help visitors understand the importance of the World Heritage
Site. World Heritage Site Management Plans are recommended in government planning
guidance as a material consideration in planning decisions.
Inscription will bring international recognition to the Lake District and recent work,
commissioned by the Lake District World Heritage Site Project and the North West
Development Agency, has helped us understand the potential social and economic benefits to
the Lake District. There are many economic and tourism related benefits, with wider benefits to
the local economy and communities that reinforce connections between the core themes of
the Lake District’s Vision.
“Tourism is a huge industry supporting 35,000 jobs in Cumbria. The Lake District is the key to
this success and to the 15 million visitors who come to this outstanding area every year. The
NWDA is pleased to support the bid for World Heritage status which would not only preserve
and enhance the Lake District but would secure significant economic benefits for the
Northwest region.”
Steven Broomhead, Chief Executive of the Northwest Regional Development Agency
(NWDA)
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World Heritage site summary
The distinctive farming landscape of the Lake District is of outstanding universal value
because its terrain inspired fundamental and worldwide changes in the way humans view,
value and conserve landscape. A fusion of mountains, valleys and lakes, each with its own
specific character, it is one of the world’s most beautiful areas and the birthplace of what
landscape means to the modern world.
Overview
A compact, glaciated upland landscape of radiating U-shaped valleys – many of which contain
long narrow lakes – the Lake District is home to England’s highest mountain and its deepest
lake. Rocky mountain tops, open fell pasture and heather-covered slopes contrast with the
native woodland, exotic plantations and stone-walled fields. The dominant land use is upland
pastoral farming, often based on the local sheep breed, the Herdwick. This distinctive farming
system reached a peak of prosperity in the 17th and 18th centuries when a tradition of
independent farming emerged. The resulting landscape has a distinctive aesthetic unity
marked by contrasts in detail: mountains, moors, lakes, woods, streams, fields, stone walls,
farms, villages and small scale industry, which reflect its slow and gradual development since
the 12th century.
For almost 250 years the Lake District has attracted visitors, admirers and thinkers. This
process began during the late 18th and early 19th centuries with a conscious ‘discovery’ of the
Lake District by the wealthy, leisured and cultured classes. This coincided with the emergence
of the Picturesque aesthetic ideal.
Writers and artists began to seek out scenery in the uplands of Britain that satisfied the
Picturesque ideal – literally that which was fit to be made into a picture. This movement was
accompanied by an aesthetic urge to enhance the picturesque qualities of the landscape
through architectural creation and planting.
A number of significant properties and designed landscapes from this period survive in the
Lake District together with a series of ‘viewing stations’ – locations chosen for their
Picturesque outlook of lake and mountain scenery. Picturesque aesthetic principles, a crucial
part of the emerging Romantic sensibility of the later 18th century, now underpin much of
modern regional planning throughout the world.
The beauty and sublime qualities of the Lake District combined with the perceived admirably
collaborative yet self-reliant way of life of its inhabitants led to the area becoming the cradle of
English Romanticism. This revolution in the intellectual arts, particularly poetry, placed emotion
at the centre of the aesthetic experience, especially in relation to perceptions of landscape.
Nowhere is this more profoundly illustrated than in the work of William Wordsworth (1770-
1850), the central poet and writer of the age of English Romanticism. Wordsworth grew up
amongst the hills of the Lake District and lived there for much of his life. The landscape of the
Lake District and the lives of its inhabitants are the foundation of Lake District OUV 19/8/08 the
poet’s work. He also wrote a Guide to the Lakes (1810) which included the famous assertion
that the Lake District stood as “a sort of national property in which every man has a right and
interest who has an eye to perceive and a heart to enjoy”. This sentiment, the foundation stone
of the international concept of protected landscapes, would be taken up with vigour in the fight
to protect the Lake District from large scale development in the later 19th century.
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Wordsworth’s Romantic vision, shaped by the landscape and people of the Lake District, has
had wide international influence. His work particularly inspired the American Transcendental
Movement, including writers such as Emerson and Thoreau, and John Muir, founder of the
American national park movement.
Of even greater universal importance is the increasing recognition that Wordsworth and fellow
‘Lakes Poets’ such as Coleridge were primary exponents of the intrinsic value of landscape
and nature that underpins much of modern ecological thought.
The modern conservation movement also springs from this association of the Lake District
with powerful ideas. In 1873, the artist, philosopher and philanthropist John Ruskin (1819 –
1900) came to live in the Lake District. His ideas, together with those of Wordsworth,
underpinned campaigns in the second half of the 19th century to protect the area from
damaging development. It was through protests against railways, reservoirs and creeping
industrialisation that the idea of environmentalism and notions of national ownership of areas
of scenic beauty began to be widely articulated, leading to the creation of organisations such
as the Lake District Defence Society (1883).
Ruskin’s concern for protecting important landscapes influenced his friends Octavia Hill and
Canon Rawnsley, who – with Sir Robert Hunter – went on to found the National Trust in 1895.
In addition to being the home of one of its founders, Rawnsley, the Lake District has been
central to the development of the National Trust. Numerous farms and extensive tracts of land
were gifted to the National Trust by the author and artist Beatrix Potter and other donors and
today the organisation owns and manages 25 per cent of the area of the Lake District National
Park. The National Trust has had extensive international influence as a model for similar
bodies including in the USA, India and Japan. It is also the ‘mother’ organisation for the
recently formed International National Trust Organisation (2007).
The battles to protect the Lake District and the organisations which were formed as a result,
eventually led to the 1949 UK National Parks legislation, which saw the designation of the
Lake District as a National Park in 1951. The UK’s National Parks, of which the Lake District is
the prime example, are recognised internationally as exemplars of protected, lived-in, working
landscapes. As a result of earlier nominations for World Heritage Site inscription, the Lake
District itself provided the stimulus for the definition of the category of World Heritage cultural
landscape.
All the key elements of the dramatic late 18th century farmed landscape that so inspired early
visitors in search of picturesque scenery, as well as Wordsworth and his Romantic
contemporaries, still survive in the Lake District as a testimony to the effectiveness of the
conservation movement.
The present local community is now the link between cultural heritage and the present cultural
landscape, and as the custodians of both.
Authenticity and integrity
As part of the journey towards World Heritage Site Inscription, we have expressly shaped the
special qualities to celebrate the Lake District’s authenticity and integrity as a cultural
landscape. But we have done so in a way that ensures we recognise it as a living, working
environment and a model of sustainable development in action.
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Authenticity
The Lake District contains extensive archaeological remains of the prehistoric, Roman and
early medieval periods. We can trace Medieval origins in the existing stonewalled field
systems, village plans and ecclesiastical architecture. The farming landscape of the 18th
century with its distinctive farmhouses, barns, field walls and native woodland survives
alongside the remains of important local industries.
The tradition of upland hill farming in the Lake District is based on the indigenous Herdwick
sheep and other local breeds and has a rich cultural heritage that survives to the present day.
This is in large part due to the continuity of farming families in the Lake District over long
periods of time.
There are a number of important examples of villas and designed landscapes built as a result
of the Picturesque interest in the Lake District. Many tree planting schemes of that period
survive. The farming landscape and stunning natural features which inspired the Romantic
poets can be seen today alongside key residences, collections and places with important
artistic and literary associations.
The successes and failures of early environmental battles to protect the Lake District are
reflected in the landscape. The National Trust owns and manages 25 per cent of the National
Park which includes some of the Trust's earliest acquisitions. And the1951 National Park
boundary encompasses all the attributes which exemplify Outstanding Universal Value.
Integrity
The boundary of the proposed World Heritage Site matches the National Park boundary.
When designated, the National Park included the landscapes that characterised the special
qualities of the Lake District. These align with the elements of Outstanding Universal Value
and the boundary would guarantee the integrity of the World Heritage Site.
The continuing tradition of upland farming and the slow pace of change in the Lake District
have underpinned the survival of the historic elements of the farming landscape that were in
place by the end of the 18th century. The farming infrastructure of stone walls and buildings is
maintained by a farming community which takes pride in the skills that make this possible.
The same applies to managing the hefted flocks of local sheep. Traditional methods of
shepherding have been passed down over many generations. This has been assisted by the
purchase and protection of key farms by the National Trust, financial investment in wall and
building repairs and through agri-environment grant schemes. The majority of the buildings of
the late 16th and early 17th century have survived in their original form and maintenance and
repairs have been carried out using traditional materials and techniques.
The system of development management and planning control implemented by the National
Park Authority ensures that new development is appropriate to its context.
The residences, collections and associated landscape features of the Romantic poets have
also been maintained through a combination of traditional management by the local
community and by the National Trust and other conservation organisations. The Wordsworth
Trust manages Dove Cottage and its collection of over 80 per cent of William Wordsworth’s
original manuscripts. And the Brantwood Trust manages and conserves Ruskin’s house and
grounds at Brantwood near Coniston Water.
84

Annex B
The Lake District National Park Partnership
The terms of reference of The Lake District National Park Partnership are to:
1. Develop, agree, and continuously review, a vision for the Lake
District National Park by engaging others.
2. Develop, agree and monitor a delivery plan for the vision for the
National Park by establishing clear roles for members of the
partnership and other organisations.
3. Provide strategic advice and recommendations to the National
Park Authority in the creation, monitoring and review of policies for
developing and managing the National Park and any issues related
to its future. This will include this Lake District National Park
Management Plan, the Local Development Framework, and the
State of Park Report.
In May 2009, the Lake District National Park Partnership identified a number of partner
organisations to help develop the detail of this document, which has been termed a Sub
Group. Dedicated organisations and respective individuals were highlighted as leads for each
of the four elements of the National Park Vision:
• Prosperous economy – Cumbria Vision
• World class visitor attraction – Cumbria Tourism
• Spectacular landscape – Natural England
• Vibrant communities – Cumbria Association of Local Councils / Action with Communities in
Cumbria (ACT)
Each of the four thematic vision leads above have also been joined by a number of other
individuals through the formulation of this document in what has been called a ‘Partnership’s
Plan Sub Group’. This group met a number of times through the process to help agree the
structure, content and perhaps most importantly, the priority actions and responsibility for
delivery. This group was formalised at the Lake District National Partnership meeting on 16 th
November 2009. The engagement itself took the form of a number of workshop sessions and
continual input to develop and refine the draft document.
In addition to the four lead organisations above, other organisations that are part of The
Management Plan Sub Group include:
• Friends of the Lake District
• South Lakeland District Council
• The National Trust
• Forestry Commission
• Copeland Borough Council
• National Farmers Union
A list of partners is shown over the page.
85

The Partnership currently has 23 members (September 2010)
Action with Communities in Cumbria
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
Royal Society for the Protection of Birds
South Lakeland District Council
United Utilities
86

Annex C
National Park Profile (2009)
Area
ITEM
UNIT
Total Park area
229,200 Ha
Parishes totally or partly in the Park 80
Population
Resident population 41,831
School and pre-school age (0-15) 6,326 and 15%
Working age (16-64) 26,429 and 63%
Pensionable age (65+) 9,076 and 22%
Settlements with 3,000+ population 3
Housing
Housing stock 23,664
Resident households 18,539
Owner occupied 12,775 and 69%
Private rented 2,236 and 12%
Social housing 3,528 and 19%
Nature Conservation
Sites of Special Scientific Interest
Special Protection Areas
Special Areas of Conservation
RAMSAR Sites
National Nature Reserves
Land Use
41,947 Ha
36,037 Ha
36,404 Ha
757 Ha
1,200 Ha
Moorland, heathland and unenclosed 104,979 Ha and 45.8%
grassland
Farmland 76,815 Ha and 33.5%
Woodland 28,931Ha and 12.6%
Heritage
Scheduled Ancient Monuments 275
Conservation Areas 22
Listed buildings 1,756
Grade I 31
Grade II* 120
Grade II 1,605
Recreation
Public footpaths
2,137 km
Public bridleways
875 km
Other public rights of way
33 km
Open access land 46 %
87

Annex D
English National Parks and the Broads: UK Government Vision and Circular 2010
(Defra)
The purpose of this circular, which applies only in England, is to provide updated policy
guidance on the English National Parks and the Broads (‘the Parks’). It is relevant to those
bodies with appropriate statutory functions and will be of interest to all those who have a key
role in contributing to the success of the Parks, including landowners and land managers,
private companies and voluntary bodies. The Vision is:
By 2030 English National Parks and the Broads will be places where:
• There are thriving, living, working landscapes notable for their natural beauty and
cultural heritage. They inspire visitors and local communities to live within
environmental limits and to tackle climate change. The wide-range of services they
provide (from clean water to sustainable food) are in good condition and valued by
society.
• Sustainable development can be seen in action. The communities of the Parks take
an active part in decisions about their future. They are known for having been
pivotal in the transformation to a low carbon society and sustainable living.
Renewable energy, sustainable agriculture, low carbon transport and travel and
healthy, prosperous communities have long been the norm.
• Wildlife flourishes and habitats are maintained, restored and expanded and linked
effectively to other ecological networks. Woodland cover has increased and all
woodlands are sustainably managed, with the right trees in the right places.
Landscapes and habitats are managed to create resilience and enable adaptation.
• Everyone can discover the rich variety of England’s natural and historic
environment, and have the chance to value them as places for escape, adventure,
enjoyment, inspiration and reflection, and a source of national pride and identity.
They will be recognised as fundemantal to our prosperity and well being.
The circular contains a number of Priority Outcomes for 2010-2015 and suggested actions, a
period of time that coincides with the lifetime of this Lake District National Park Management
Plan.
The Circular contains the following five outcome areas and respective sub actions. The
Government believes early progress towards achieving the vision can be made through the
Authorities and key partners together focusing on the achievement of the following key
outcomes in the next five years:
• a renewed focus on achieving the Park Purposes
• leading the way in adapting to, and mitigating climate change
• a diverse and healthy natural environment, enhanced cultural heritage and inspiring
lifelong behaviour change towards sustainable living and enjoyment of the countryside
• foster and maintain vibrant, healthy and productive living and working communities
• working in partnership to maximise the benefits delivered.
Each of these outcomes is summarised over the page with the key action areas. The full
document can be viewed:
www.defra.gov.uk/rural/documents/national-parks/vision-circular2010.pdf
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A Renewed Focus on Achieving the Park Purposes
This outcome features the following actions areas:
• Conserving and enhancing the natural beauty, wildlife and cultural heritage of the National
Parks
• Promoting opportunities for the understanding and enjoyment of the special qualities of the
National Parks by the public
• Sustainable Development
• Major Developments.
1. Leading the way in adapting to, and mitigating, climate change
This outcome features the following actions areas:
• Helping people and nature to adapt to climate change
• Mitigating climate change: leading the way.
2. Secure a diverse and healthy natural environment, enhance cultural heritage and
inspire lifelong behaviour change
This outcome features the following actions areas:
• Manage landscape, heritage and improve quality of place
• Biodiversity, valued, safeguarded and enhanced
• Protecting and enhancing soils in our most valued landscapes
• Promoting and delivering agri-environment schemes and food security
• Promoting better management of Common Land
• Improving public understanding of the natural environment and the benefits of outdoor
recreation.
3. Foster and maintain vibrant, healthy and productive living and working communities
This outcome features the following actions areas:
• Foster and maintain thriving rural economies
• Support the delivery of affordable housing
• Encourage communications infrastructure
• Make tourism sustainable
• Promote sustainable transport, including navigation.
4. Work in Partnership to maximise benefits and minimise costs
This outcome features the following actions areas:
• Leadership by the Authorities
• Partnership working
• Community Engagement
• Contributing to Integrated Coastal Zone Management
• Health and wellbeing.
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Partnership