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Cumbria Strategic Partnership

Priorities for Action through Partnership

A Sub Regional Strategy for Cumbria

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Foreword

Foreword

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Foreword- (to follow in next draft) Section one – Introduction The role and objectives of the CSP

Section two – Values and Cross Cutting Issues

Section three – Profiles & Issues (to follow in next draft) Cumbria in Profile

Section four – Strategic Context New Visions, The Rural Action Zone and the need for a Sub Regional Strategy

Section five – Vision and Component Themes

Section six - Key Priorities for Action Active Communities Economic Development and Regeneration Learning and Skills Rural Renaissance

Section seven - Compatibility with the RES

Section eight - Owning and Tracking the SRS

Appendixes:

Contents

Contents

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An Introduction the Cumbria Strategic Partnership The Cumbria Strategic Partnership (CSP) is a partnership that brings together a range of organisations from the public, private and voluntary sectors to lead on the development of a common vision for Cumbria. It in provides the opportunity for partners across the county to speak with one voice to Government, to the Region, and to Europe. The membership of the CSP reflects the strategic needs of the county, with representation from a wide range of organisations. Nationally and within the context of the North West of England, the partnership hopes to represent the whole of Cumbria and promote the well being of its citizens. Four thematic sub groups support the CSP; Active Communities, Rural Renaissance, Economic Development and Regeneration and Learning and Skills. These ensure that issues of strategic thematic importance are discussed and developed with the wider partnership, and from time to time intend to set up time limited and focused task groups that will undertake specific pieces of work in order to help do this. This draft Sub Regional Strategy is a compilation of priorities for action identified by the sub groups. It will be further refined and developed through consultation with the CSP membership. The Role and Objectives of the Cumbria Strategic Partnership Cumbria represents half the land area of the North West region but only 7% of its population. It faces a series of major challenges including regeneration (urban & rural), infrastructure (road, rail, air and e connectivity), and learning and skills development, creating an adaptable workforce attractive to future inward investment and indigenous growth. To address these challenges, the county needs to exert a powerful influence at regional and national level. Success in attracting funding at a national level post foot and mouth, demonstrates what Cumbria can achieve when clarifying its priorities. The CSP provides a means of achieving this influence.

Introduction to the CSP

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Working alongside the four local strategic partnerships, the CSP demonstrates Cumbrian organisations willingness to work together and agree on shared priorities, and shared responsibilities for action. All CSP partners bring a determination to battle for Cumbria’s interests and to cooperate on achieving this Sub Regional Strategy through the CSP. Working in partnership, the objectives of the Cumbria Strategic Partnership are to:–

Improve the quality of life of the people of Cumbria and for future generations

Raise the awareness of Cumbria as an excellent place in which to live, work

and visit

Achieve greater levels of external funding coming into the County from

Regional, National and European sources

Maximise Cumbria’s joint capacity for action and building effective strategic

alliances, including with, and between, the four Local Strategic Partnerships

Promote social and economic vitality throughout Cumbria, respecting the

County’s diversity

Conserve and improve Cumbria’s unique environment by

promoting sustainability

Promote inclusive communities in Cumbria

Develop and pilot innovative models of partnership working

in Cumbria

Contribute to the health, wealth and skills of the

population

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The goals of the Cumbria Strategic Partnership are to:-

Work together to promote the economic, social and environmental well-being of the communities of Cumbria

Act as a common voice for Cumbria to ensure that its strategic interests are promoted in Regional, National, European and global arenas

Lead the creation and ongoing development of a Sub

Regional Strategy for Cumbria, which builds on community engagement at a local level through the LSPs and provides a countywide framework for partnership action.

Develop countywide strategic policies which encompass and inform

other plans to ensure, where appropriate, high-level consistency in local decision making whilst acknowledging the need for flexibility to meet local needs and circumstances

Act as a catalyst for the translation of countywide

strategies into action, using the principle of subsidiarity

Avoid unnecessary duplication and resource problems in

partnership working on strategic issues

Work with other partners to evaluate the impact of

strategic policies and programmes within Cumbria

Encourage, comment on (and, where appropriate, endorse)

Cumbrian bids for resources to regional, national and European funding sources, according to strategic need

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Oversee specific pan-Cumbrian projects such as the Rural Action Zone and New Vision, to provide strategic guidance and monitoring

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Values and Cross Cutting Issues

Values The following values are significant to underpinning the work of the SRS and driving the actions that will work towards a better social, environmental and economic climate for Cumbria. Valuing Diversity – ensuring equity is weighed against need Adding value to the objectives of Organisations Using local produce and services whenever possible Developing practical & achievable projects and policies encompassing sustainable development principles

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Cross Cutting Issues There are a number of issues, which affect in some way, all of the key priority areas for action as defined by the SRS. These are themes, strategies/objectives or initiatives, which apply across each of the priorities and will need to be considered by the partnership in respect of all of its activities. There are a number of issues, which have this kind of impact on the KPAs within the SRS for Cumbria: - Well Being and Health

“Health is created and lived by people within the settings of their everyday life; where they learn, work, play and love” (World Health Organisation, 1986)

Health and the strategic impact on health are recognised as two parts of a major cross cutting theme throughout this entire document. In this context, health is understood to mean not simply the absence of illness or disease but rather a complete sense of well being that permeates throughout the community. Healthy communities are sustainable and empowered communities. Housing, social exclusion, safety, education, unemployment, low income, transport, and nutrition all have an impact on health. Consequently, significant improvements in a community’s health and a reduction in health inequalities can only be achieved through improvements to people’s social, economic and environmental quality of life, supported by appropriate healthcare and social care and action to support positive health behaviours. The importance of this cross cutting impact is further enhanced when connections are firmly made between healthy communities and a healthy economy. Studies have shown that organisations, which demonstrate an awareness of the wider needs their employees, are more likely to be effective and economically sound. Thus the focus in this strategy on economic development is designed to have a direct impact on the health and well being of Cumbria’s communities. This Strategy also recognises the enormous potential of the health sector related workforce, which encompasses a large proportion of the county’s working population. Better cooperation across the sector on skills development and procurement could bring benefits, particularly if carried out in partnership with the rest of the public sector. Links between the generations

The population of Cumbria spans a wide age range, and the profile of the population as a whole is ageing. Many people retire here, attracted by the quality of life and the cultural environment. Increasingly numbers of younger people are also relocating to the County attracted by the lifestyle and environment, particularly where e- business enables home working. The

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cultural sector represents a major potential growth area here. Conversely, many younger people leave the County seeking employment opportunities, and access to large cities. This Strategy sets out to encourage a celebration of the diversity of our population, maximising the benefits that an older population can bring by providing appropriate links between the generations. For example, increasing our learning and skills base to provide shared learning opportunities for young and old, and developing caring communities, which recognise a range of needs, would result in shared economic benefits. Cultural Identity

Cultural identity is about people and participation, either as an audience, volunteer or directly being involved in/or with an activity in doors or outdoors. It is also about people being involved in the creative process, visiting the cinema, the local community centre, listening to the local radio, walking the fells, visiting a museum, a sports centre an art gallery, an exhibition, a dance, a theatre, a music festival. It can mean people being assisted through their own activity to aspire to better things, achieving a sense of involvement, belonging and place. There are many cultural projects that can help people to voice their ideas and thoughts, giving them a sense of history. Through culture, there are opportunities to experience something that lifts confidence and helps make the very first steps to participation in training. Existing intelligence, data and information

CSP partners are committed to the use of up to date intelligence and data to inform and develop common areas of work. This clearly has an impact on all areas of work. Shared resources, intelligence and information will greatly benefit the joint efforts of the partners of the CSP.

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Cumbria Today – Profile and Issues Cumbria The North West

• 48% of North West area • 7% of North West

population (489,000) • 7% GDP of North West

(£5,634 million) • 11% of wards in top

1000 most deprived by Index of Deprivation 2000

• 52% of North West area • 93% of North West population

(6,401,800) • 93 % of North West GDP (£69,641

million) • 26% of wards in top 1000 most

deprived by Index of Deprivation 2000

Profile and Issues

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Cumbria Today Cumbria as a place to visit is second to none. Nearly 15 million visitors a year visit the area, with over £400 million being generated in direct tourist related spend, a prime factor in relation to the economy of Cumbria. The Lake District National Park and the Hadrian's Wall World Heritage Site were recently awarded Green Global Destination Status by Green Globe 21, the independent accreditation body established by the World Travel and Tourism Council. Cumbria is the first destination in the world to demonstrate its ability to balance these needs. There are a number of tourist destinations which as well as contributing to the overall growth of Cumbria, the appeal and allure of the Lake District has impacted on local small business. It is these small enterprises that Cumbria needs to acknowledge further, invest and encourage to sustain the standing of Cumbria. An abundance of latent resources Although its natural environment gives Cumbria this global identity, the county enjoys a strong sense of identity in communities, which are dispersed across the county. These communities provide Cumbrians with a good quality and safe standard of living. Cumbria also enjoys some world class manufacturing, with a number of international firms with a significant Cumbria presence. There is a specific specialisation in energy, as a result of the nuclear and gas industries that generate substantial economic benefits for the County. The coastal part of Cumbria provides further opportunity to develop new energy specialisms. Specialisation also exists in tourism and activities supported by visitors to the County, food, and transport, as well as having an important, if dramatically changing, agricultural sector. Such specialisation is tied to Cumbria’s dependence upon a small number of large multinational corporations, such as BNFL, especially in West Cumbria. In the defence and nuclear engineering industries there exisits capacity for development of knowledge concentrated sectors to raise R&D capacity and add value. Such development would potentially attract research input that would significantly mitigate Cumbria’s historic under provision of Higher Education resources.

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The natural environment Good and safe quality of life Tourism and culture M6 and West Coast / Settle – Carlisle rail Some world class manufacturing Areas undergoing renaissance through regeneration

Some things Cumbria is struggling with…. Variable post 16 educational attainment Lower rates of progression to Higher Education Transport and infrastructure (physical and broadband) Deprivation issues in WCF Falling population in some communities Housing – affordability in rural, poor stock in urban Poor availability of industrial and business sites Low levels of entrepreneurialism

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Strategic context The approach taken by partners in developing this strategy is deliberately long term. This is in part a reflection of the detailed medium term thinking that underpins the future role of both Rural Regeneration Cumbria and West Lakes Renaissance, charged with regenerating and revitalising key parts of the sub regional economy that have experienced severe shock and decline. The visionary approach to this strategy also reflects a willingness among partners to have a challenging goal to work towards, taking a 10 year view, with actions designed to act as short to medium prerequisite building blocks to make the view a reality. Structural economic change in West Cumbria and Furness and the shock of FMD have caused us to rethink economic strategies in both urban and rural areas of our county. The products of this reappraisal include the New Vision for Furness and West Cumbria and Rural Action Zone (First and Next Steps) strategies underpinning the work of the emerging regeneration companies. This thinking provides a strategic context on which this strategy is based. New Vision for Furness and West Cumbria West Cumbria and Furness suffer high rates of unemployment, which began with the loss or diminution of some attractive and primary industries (coal mining and steel making) and is now predominantly attributable to continuing changes in the size and nature of the area’s manufacturing base. However, we would be wrong to conclude that all manufacturing is in terminal decline. Some industrial change is structural and irreversible and some is driven by savings in production costs. This is due to globalisation and the emergence of low wage economies in the developing world. However, it is vital we recognise that many manufacturers and process businesses have invested heavily in West Cumbria and Furness and will continue to do so. From time to time, that investment actually results in fewer jobs by displacing manpower with technology – but what is important is that the investment will ensure a continuing role for manufacturing and we need to be cautious of a headlong rush to service sector employment to the detriment of viable industry.

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Our skills development and training responses, our infrastructure investment and our marketing activity need to promote and celebrate the world class manufacturing and processing that exists in many companies in West Cumbria, Furness and other parts of Cumbria. As a consequence of the reduced employment in shipbuilding especially, many people have left the labour market through redundancy, long-term sickness and early retirement. This trend disguises the true level of unemployment. In addition, there are high levels of youth employment especially in the urban centres of Barrow-in- Furness and Workington. This is due to both reduced opportunities and highly skilled young people leaving the labour market, in turn diminishing the employability of the remaining young labour pool. The Index of Local Conditions in 2000 highlights overall disadvantage in Cumbria as being most pronounced in urban West Cumbria in the towns of Cleator Moor, Egremont, Maryport, Workington and Whitehaven, along with central Barrow and Millom. Many of these areas were the same as those identified in the 1980s, although during the intervening years the scale of deprivation in urban West Cumbria had become more marked. This was recognised by NWDA in the first Regional Economy Strategy, which called for a ‘New Vision for Furness and West Cumbria’. The resulting strategy led to the creation of a series of ‘New Visions’ that serve to provide the strategic context under which West Lakes Renaissance, the Urban Regeneration Company for the area, operates. These ‘New Visions’ are as follows: • Actively managing Transition • The Lifestyle Choice • The Coastal Renaissance • Making better Connections • Networks and Leadership for the New Millennium • Communities that Work • Advantage through Knowledge Rural Action Zone (First and Next Steps) The catastrophic impact of Foot & Mouth in 2001 on agriculture and tourism, as well as those businesses and communities dependent on those sectors, highlighted the need for a more sustainable economy in rural Cumbria. The disease exposed interrelationships between landscape, visitors, farming, communities and the economy. The effect of Foot and Mouth Disease upon Cumbria was to amplify existing problems. The short-term shock in 2001 on tourism and agriculture and

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related industries was very significant, and has served to accelerate existing pressures for sector restructuring, especially in agriculture. The crisis highlighted starkly the significant interdependence between the agricultural and tourism sectors, since the latter relies heavily upon the countryside stewardship of the former. Strategies for the renewal and rejuvenation of the rural economy such as the Rural Action Zone now acknowledge this interaction and aim to tailor support that will be mutually beneficial to both sectors. The Cumbria FMD Taskforce was established at an early point in the crisis in March 2001, and brought together all the key stakeholders in the County. It developed a medium to long-term strategy for recovery by seeking to generate new and sustainable relationships between the local economy and communities. The vision was: To enable the rebuilding and development of a dynamic rural economy

for Cumbria, which is financially, socially and environmentally sustainable.

Cumbria’s Rural Action Zone now forms part of the ‘Rural Renaissance’ Action Plan sponsored and funded by the North West Development Agency (NWDA) on behalf of all rural partners in the Region. The Plan provides a framework within which coherent and integrated sub-regional activity can contribute to rural recovery in the wider region. The Rural Action Zone ‘Next Steps’ strategy is now being delivered by Rural Regeneration Cumbria a nationally innovative company targeting European and domestic rural regeneration funding in a coordinated way, tackling issues identified by the Cumbria RAZ. Its focus is on the following strategic objectives: • Broadening economic base of rural areas • Renew & strengthen sustainable recreation & tourism • Assisting the restructuring of agriculture • Enhancing competitiveness of primary agriculture • Rural skills development • Development and promotion of countryside products • Sustaining the rural environment • Delivering social and community regeneration North West Regional Economic Strategy The NWDA is a key policy making and funding agency for the regeneration and economic development in the county. One of its key roles is the production and implementation of the Regional Economic Strategy, which was updated in 2002 / 03. The Regional Economic Strategy (RES) has become the touchstone for economic development in the region and the

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Cumbria Sub Regional Strategy should in many ways, reflect the same methodology and become Cumbria’s ‘translation’ of the RES into local conditions as well as being a sub regional statement of need to inform future revisions of the RES. The RES represents a considerable opportunity for Cumbria because it promotes subsidiarity and devolves most implementation to sub regional partners. The updated strategy has five objectives that have been expanded from the original Strategy’s four themes, “Regeneration” and “Skills and Employment” emerging from the original People and Communities theme. Objectives of the RES: Business development Regeneration Skills and Employment Infrastructure Image

As the overarching context for regional development activity in the North West, the Regional Economic Strategy provides an umbrella within which integrated and coordinated regeneration activity can be followed. The relationship between the Sub Regional Strategy and the LSP based Community Strategies The Sub Regional Strategy identifies the main issues for partnership action affecting Cumbria as a whole, forming the basis of a “Community Strategy for Cumbria”. It is designed as a business plan and statement of purpose for the CSP, serving the needs of the CSP partners including the NWDA, which is seeking sub-regional input in the North West to inform its future policy decisions. In particular it will help to shape the CSP future work programme and help define its role and priorities for action to partners. A Sub Regional Strategy for Cumbria will sit alongside the Community Strategies being prepared by the four Local Strategic Partnerships - Furness LSP community strategy, West Cumbria LSP community strategy, Carlisle and Eden LSP community strategy and South Lakeland LSP community strategy. As these community strategies emerge their priorities will need to be fed into further revisions of the SRS. Similarly, it is hoped that the priorities in the SRS will be considered as one of many policy drivers by each LSP in drafting their strategy. These will therefore enable, support and add value to the Community Strategies being prepared by the four Local Strategic Partnerships.

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Component Themes and Vision for Cumbria Diagram to be added A 10 - year vision for Cumbria The Cumbria Strategic Partnership believes that over the next ten years the county should become: • A competitive and prosperous sub region, encompassing a diverse

and integrated economic base maintaining existing levels of manufacturing employment, and providing new opportunities in growth areas of energy, environmental and knowledge industries, tourism and services.

• An economy that is both socially and economically inclusive, offering

a wide range of opportunity for wealth creation, employment, training and development to all the communities in the county.

• A sub region, founded on economic, social and environmental

development principles, that encompasses equity, equality and sustainability, so that Cumbrian communities are inclusive and that development does not prejudice the quality of life of present or future generations.

The CSP will help deliver this vision through partnership action organised around the following themes: - • Empowering active communities • Driving economic development and regeneration • Increasing commitment to learning and skills • Delivering rural recovery and environmental enhancement

Empowering Active Communities Cumbria has many vibrant, active and culturally rich communities, which exemplify its unique identity. Partners of the CSP will work together to develop this further, pursuing the following: Commitment to active and inclusive neighbourhoods

Component Themes and Vision

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The active development of healthy neighbourhoods, both urban and rural, maximising the effectiveness and accessibility of local services for local people, according to need, is a key factor leading to increased community well being. Future developments and projects need to take cognisance of all sectors of the diverse Cumbrian population, maintaining an awareness of harder to reach groups ensuring equity of service. Active neighbourhoods are empowered neighbourhoods, which work collectively, building alliances between all sectors of the population, encouraging shared and flexible approaches to problem solving and supporting active lobbying for change where appropriate. The CSP will ensure that the needs of all sectors of the community are taken into account in policy-making decisions. Supporting capacity in the voluntary sector

The voluntary sector is a vast, underused and under recognised workforce. This sector should now be seen as a crucial partner in the delivery of key services throughout the county, working closely with the statutory sector, in particular, contributing local and “on the ground” knowledge to support the implementation of the broader strategic approach. This wealth of skill and energy should be supported, developed and encouraged, with appropriately targeted resources and training, resulting not only in maximum impact by this sector but also in individual and personal development. Such capacity building will in turn contribute to an overall up-skilling and empowering of the entire community. The CSP will look at opportunities to maximise benefits from employing the voluntary sector in developing and delivering solutions to problems facing Cumbria. Making the most of community assets

The collective communities of Cumbria are our greatest assets. The CSP will aim to recognise the contribution of the entire population, building a social capital, which is robust, and self-generating. Communities in Cumbria discovered and demonstrated a tremendous strength of character during the hardships of the foot and mouth crisis and the CSP will work with Cumbrian, Regional and National organisations to ensure that that strength is not only maintained but further nurtured, and developed. Encouraging sustainable community thinking

The quality of much of the environment of Cumbria is exceptional. There is a rich diversity and wealth of natural, environmental and built resources that are irreplaceable. Communities should be supported in approaching future development with regard to sustainability, moving forward with innovations, which demonstrate a synergy between economic progress and environmental enhancement.

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Commitment to Community Safety

Community safety and, importantly, the individual perception of community safety is a key factor in community well being. This perception is a reaction to a range of factors, which contribute to how an individual might feel about the safety of the community in which they live. The CSP will help to develop a broader understanding of all that contributes to community safety and support developments which lead to positive change.

Driving Economic Development and Regeneration Partners of the CSP will work together to develop this theme further by pursuing the following: Develop sector based business strategy

A sector based business strategy will enable the CSP to support the development of potential growth industries in Cumbria by identifying market changes and opportunities. A sector based strategy will also improve strategic understanding of vulnerable sectors, and where possible engage the lobbying and persuading power of the CSP to secure investment and employment. An integral part of this approach will include the encouragement and development of business leadership networks. This approach includes recognition of the public sector as key employer and purchaser in the sub regional economy. Lobbying on planning & infrastructure issues

Cumbria is a unique case in the North West with particular issues around developing effective east-west transport links, improving access for Furness and West Cumbria and improving the quality, speed and reliability of the West Coast Mainline service. Other concerns include the continuing provision of sites and premises for inward investors, the potential for air transport, the capacity to increase the utility of local rail services (particularly the coastal route) and the role of the county’s ports in freight carriage. The CSP and the Economic and Regeneration Sub Group recognises the role of infrastructure in unlocking business potential and job creation, and will focus its full lobbying effort to secure improved transport, air and IT infrastructure in Cumbria. Making the economic case

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Public sector funding requires an evidence-based case for need to be made to the NWDA, Central Government and or Europe. Economic and Regeneration Programmes such as Objective 2 European Regional Development Fund, Regional Selective Assistance, Single Regeneration Budget and the new urban and rural regeneration programmes have been secured on the back of robust intelligence and research work. The Cumbria Economic Intelligence Partnership supports this work by improving the understanding of the local economy and labour market through research, analysis, and data dissemination. Partners include: Cumbria County Council and District Councils, Learning & Skills Council, Cumbria Inward Investment Agency, Cumbria Tourist Board, Cumbria Careers, and Further Education Colleges. At a regional level the North West Development Agency and Government Office for the North West fund and deliver economic development related services delivered either directly or through agencies and local authorities at a sub regional level. GONW is also responsible for the administration of European Funding. The CSP and partners will work to maintain an effective economic lobby to work for Cumbria’s best access to UK and European funding regimes. This will, in particular, consider actions necessary to secure maximum benefits to the county in the next (post 2006) round of European Structural Funds.

Increased Commitment to Learning and Skills The commitment and skills of the people of Cumbria lie at the heart of their ability to take advantage of the opportunities for growth that this Strategy is seeking to maximise. It is therefore essential that developing those skills should be a major priority of this Strategy. Partners of the CSP will work together to develop this further pursuing the following: Increased educational achievement at 14 to 19

The CSP will be seeking to ensure the effective inclusion of all sectors of the Cumbrian community as part of this component theme through encouraging increased educational achievement in the 14 to 19 age group, and through a renewed dedication to lifetime learning, including community learning and commitment to the life long learning agenda. Commitment to lifelong learning & widened participation in HE

Cumbria is one of few English Counties without a broad based Higher Education facility. The development of the Higher Education sector within the county is of fundamental importance to the local economy. To this end the CSP is committed to improving the current provision through increased diversity and capacity through collaboration. This will increase the pool of higher level skills from which the County's businesses can draw; help to

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reduce the flow of young people from the county; provide new learning opportunities for Cumbria's population; and stimulate economic and cultural development. Targeted upskilling to meet sectoral needs

A particular focus of learning and skills activity over the next 5 years will be ensuring that the Nuclear Decommissioning Authority (NDA) can draw from a significant indigenous skills base. This will help maintain Cumbria’s position as a key centre for employment and skills in the nuclear sector and ensure that decommissioning activity is carried out to the highest possible standards. The opportunity represented by the NDA cannot be overstated. The high quality engineering skills honed in Barrow’s shipbuilding community and Workington’s steel making industry could be invaluable to the decommissioning process. The CSP will work to maximise the benefits to Cumbria from this investment. The work of the Urban Regeneration Company, Westlakes Renaissance, will be critical here. Cumbria is currently suffering skill shortages and gaps in the construction sector, which are currently widespread and are impacting upon business performance. The CSP will support partners in encouraging the recruitment of more young people to ensure that the sector is equipped with the skills it needs in the future and also to reduce the ageing profile of the workforce. This will include combating gender stereotyping and encouraging more women to enter the sector, particularly at craft level.

Delivering Rural Recovery and Rural Renaissance Cumbria has emerged stronger and more determined from the foot and mouth crisis, which blighted the County in 2001. Since then, Cumbria has begun the recovery process, part of which was the recognition of the value of creating the CSP. Commitment to rural regeneration

The FMD crisis of 2001 had profound and complex effects on communities and businesses across Cumbria. As often happens in crises, individuals and agencies collaborated and showed great determination to tackle the problem and emerge stronger than before. One example was the development of the Rural Action Zone programme, which is crucially important to the future of rural Cumbria. The RAZ constituted a policy and strategy framework to redress the damage caused by the outbreak and address the underlying challenges facing rural Cumbria over the next twenty years. The overseeing role that was begun by the Cumbria FMD Taskforce has now transferred to the CSP and the Rural Sub Group. The establishment of Rural Regeneration Cumbria (Cumbria’s rural regeneration company) is a milestone in the implementation of the Rural Action Zone from policy exemplar to tangible change.

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The CSP will also want to ensure that rural communities continue to develop and prosper beyond the lifespan of Rural Regeneration Cumbria and the RAZ in its current form. Making the most of natural and latent resources

Cumbria as a great place to live, work or visit is second to none. Nearly 15 million visitors a year visit the area, with over £400 million being generated in direct tourist related spend, a prime factor in relation to the economy of Cumbria. Both the Lake District National Park and Hadrian's Wall World Heritage Site have been given Green Global Destination Status by Green Globe 21 (independent accreditation body established by the World Travel and Tourism Council). This is a clear acknowledgement of the position of Cumbria as a globally prominent location. The CSP is committed to maximising the potential of its natural, cultural and historic heritage, and also to make more of the latent resources existent in the less prominent parts of Cumbria. Commitment to sustainability

The 2002 Cumbria FMD Inquiry commented that:

“Although firmly based on the familiar principles of economic, environmental and social sustainability, the Rural Action Zone proposals are refreshingly free from intellectualised sustainability theory”

The overview function that the CSP exercises on implementation of the RAZ by Rural Regeneration Cumbria will continue the approach praised by the inquiry, and will encourage partner policies and strategies relating to modern rural practices, development and recycling to mirror this approach. The RRC and RAZ, together, aim to be a national demonstration project maximising the potential for sustainable rural regeneration, and enabling companies to prosper. The proposed Centre for Sustainable Uplands will provide research and high calibre thinking on this subject, informing practical delivery by Rural Regeneration Cumbria.

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Key Priorities for Action In order to deliver on these themes, the CSP has identified the following specific actions. A. Empowering active communities

Longer-term actions Include work to encourage the bending of funding streams to maximise funding potential, and work to understand and address the challenges posed by demographic change including an aging population.

Priority

Action

KPA A1 Community Safety

Tackling the issue of fear of crime, considering common issues arising across local crime & disorder partnerships which can best be addressed at a countywide level

KPA A2 Hard to reach groups

Addressing problems caused by social exclusion, ensuring that excluded groups in Cumbria have a voice in decision-making and meaningful engagement in consultation

Key Priorities for Action

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B. Driving economic development and regeneration

Longer-term actions This theme will include work to improve labour market mobility in areas of industrial change, and market failure provision in the industrial property market.

Priority

Action

KPA B1 Lobbying on infrastructure

Particularly improvements to the West Coast Mainline and East-west links

KPA B2 Understanding the economic issues in the Lake District

Reviewing how Cumbria can maximise the economic potential of its unique natural and cultural landscape whilst safeguarding this legacy for future generations

KPA B3 Broadband Development

Ensuring that Cumbria businesses are best placed to exploit and gain market advantage from the broadband IT network

KPA B4 Develop a sectoral business strategy

Building on growth areas, particularly in partnership with the public sector

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C. Increased commitment to learning and skills

Longer-term actions This theme will involve the encouragement of entrepreneurial skills, improving attainment in the 14 to 19 age group.

Priority

Action

KPA C1 Raising the profile of Higher Education

Raising aspirations, improving quality of product and ensuring effective use is made of diverse providers in the county Taking forward the Fender report into Higher Education in Cumbria

KPA C2 Upskilling in the nuclear / post nuclear sector

Ensuring local people are able to take advantage of investment by the NDA development so that West Cumbria maintains its position as a key centre for nuclear skills and employment

KPA C3 Upskilling in the construction sector

Address skills gaps and shortages, encouraging young people into the industry and combating gender stereotyping

KPA C4 Developing skills for the service sector

Reviewing the potential for cooperation across the public sector in Cumbria to improve skills levels and encourage the retention and development of staff Supporting the development and the implementation of the Sub Regional FRESA (Framework for Regional Employment & Skills Action)

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D. Delivering rural recovery and environmental enhancement

Longer term actions This theme will include encouraging partnership collaboration to maximise funding.

Priority

Action

KPA D1 Developing projects that access funding

Addressing capacity problems which are resulting in low take-up of currently available funds

KPA D2 Support the implementation of the RAZ and the development of Rural Regeneration Cumbria

Ensure that the full range of priorities for rural regeneration in Cumbria identified by local partners through the RAZ, drive the implementation of funding programmes.

KPA D3 Ensure that RAZ funding can support projects that would not normally be funded

Using RAZ to break out of the mould of past programmes and support projects that can make a step-change to the sustainability of rural Cumbria

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Compatibility with the Regional Economic Strategy

This section demonstrates the alignment between the Regional Economic Strategy (RES) Objectives, and the four component themes of the Cumbria Sub Regional Strategy. The NWDA is a key agency in the delivery and funding of regeneration and economic development in the County. It is a major funding partner and/or lead body for key initiatives in Cumbria including the Urban and Rural Regeneration Companies, the Cumbria Broadband Initiative, and the Land Reclamation Programme. The continued support of NWDA is essential if these initiatives are to achieve their potential in the County. The RES has five objectives that have been expanded from the original Strategy’s four themes, “Regeneration” and “Skills and Employment” emerging from the original People and Communities theme. This split allows due weight to be given to regeneration (including rural regeneration, the need for which in the aftermath of FMD is well developed in the Consultation Document); and to the improvement skills base within the region. The following areas of consistency can be defined:-

RES Objective 1 Business Development • Driving economic development and regeneration • Delivering rural recovery and environmental enhancement RES Objective 2 Regeneration • Increased commitment to learning and skills • Empowering active communities • Driving economic development and regeneration • Delivering rural recovery and environmental enhancement

Compatibility with the Regional Economic Strategy

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RES Objective 3 Skills and Employment • Increased commitment to learning and skills • Driving economic development and regeneration RES Objective 4 Infrastructure • Driving economic development and regeneration • Delivering rural recovery and environmental enhancement

RES Objective 5 Image • Empowering active communities • Driving economic development and regeneration • Delivering rural recovery and environmental enhancement

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Owning and Tracking the SRS Owning the SRS The Cumbria Strategic Partnership (CSP) has responsibility for overseeing the developing themes of the Cumbrian SRS, and in doing so, has identified through the sub group chairs of the CSP, thematic champions. These champions will steer and guide the development of the themes, as well as the relevant KPAs. Tracking the SRS - Milestones A set of milestones will be defined in the next phase of the SRS development, which will allow progress to be tracked. The thematic champions will present annual updates to the full CSP partnership, where progress will be noted and received, and future actions agreed.

Owning and Tracking the SRS

Section 8