The Partnership's Plan - Lake District National Park

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• 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
Page 1 and 2: Partnership The Partnership’s Pla
Page 3 and 4: Contents Page Foreword 1 Welcome to
Page 5: Foreword Having been Chairman on th
Page 8 and 9: Why is the Plan different and what
Page 10 and 11: Guiding principles for the Partners
Page 12 and 13: Links to the Local Development Fram
Page 15 and 16: PART ONE - What the Lake District l
Page 17 and 18: History of tourism and outdoor acti
Page 19 and 20: PART TWO - Where we want to be This
Page 21 and 22: 2.2 Financial commitments All our w
Page 23 and 24: World class visitor experiences The
Page 25: Spectacular landscape, wildlife and
Page 28 and 29: What does it look like now - Specia
Page 30 and 31: • There are also challenges from
Page 32 and 33: There needs to be a supply of local
Page 36 and 37: 3.4 Prosperous economy - Actions fo
Page 38 and 39: Action No. Action How Complete by L
Page 40 and 41: World class visitor experience - Is
Page 42 and 43: Underlining these five priority act
Page 44 and 45: 3.6 Education, access and outdoor r
Page 46 and 47: Interpretation is more than informa
Page 52 and 53: • Cumbria Fells and Dales Local A
Page 54 and 55: • There is immense pressure on ou
Page 56 and 57: 3.11.2 Recent activity and successe
Page 58 and 59: 3.13 Vibrant communities - Actions
Page 62 and 63: Spectacular landscape, wildlife and
Page 64 and 65: The Low-carbon Lake District work c
Page 66 and 67: Cumbria Freshwater Invasive Non Nat
Page 68 and 69: • English Heritage’s Scheduled
Page 70 and 71: The Cumbrian Fells have provided ac
Page 72 and 73: 3.5 Spectacular landscape - Actions
Page 81 and 82: PART FOUR - Implementing and monito
Page 83 and 84: 13 Maintain the number of settlemen
Page 85 and 86:
Annex A Statement of Outstanding Un
Page 87 and 88:
Wordsworth’s Romantic vision, sha
Page 89 and 90:
Annex B The Lake District National
Page 91:
Annex C National Park Profile (2009
Page 94:
A Renewed Focus on Achieving the Pa
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The Partnership's Plan - Lake District National Park

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