1. South Cumbria Catchment Management Group
Vision, Strategic Themes, Objectives & Action Plan

2. Supported by our Mission to:
SC CMG Vision
Healthy, resilient and valued South Cumbrian Catchments, that help to sustain vibrant communities and economy.
Supported by our Mission to:
Reduce community flood risk through the delivery of co-ordinated on-the-ground action.
At the same time;
Deliver wider benefits for nature and people.
Enabled by:
A Strategic Overview
Collaborative Working
Joined-up Thinking
Open Innovation & Enterprise
Effective Dialogue
Learning By Doing
Implemented through:
A rolling annual programme of high impact projects.
Catchment Partnerships & Making Space For Water and other Working Groups
An Evolving Integrated Catchment Management Network

3. Strategic Fit & Process
At the first meeting of SC CMG in October 2017 members decided that the emphasis of the group should be that of enablement. SC CMG will enable delivery groups such as Becks to Bay CaBA Partnership and Making Space For Water (& others) to increase the scope, scale and impact of their existing project activities. A graphic is presented to illustrate how this will be achieved. The graphic shows 1) how SC CMG fits into wider flood risk, catchment management and innovation frameworks (blue boxes) and 2) the key stages in process of project identification, development, funding and execution (green boxes). This framework is presented to 1) make investment work harder and 2) drive better and faster outcomes 3) drive open innovation.

4. Open Catchment Innovation New Investment & Co-Created Solutions
SC CMG Strategic Fit (Concept)
New Funding &
Open Catchment Innovation
New Investment & Co-Created Solutions
(universities, industry, governments and communities)
e.g. CSFP (RFCC) / LDNPP / LEP
& KEY PARTNER BUSINESS PLANNING
South Cumbria
CMG
Becks to Bay
CaBA Partnership
Making Space For Water Group
Decision Support
(data & evidence)
Staveley Pilot
There will be more…
Strategic Prioritisation
& Resourcing
(Cumbria)
Making Investment Work Harder (Outcomes)
Towards Place Based Decision Making
Local Strategy & Enablement
CaBA sub-catchment level pulls in ( issues and action from a variety of other plans such as Windermere Strategy / Management Plan, River Restoration Strategy, etc, etc…
K&LCMG – Using best science and evidence (including benefits forecasting) build business case for ? Year implementation / business plan Defra FCG support that process with evidence and staff time.
CSFP consider the business plan in a Cumbria context and identify potential co-finance / resourcing mechanisms
Project Development
& Delivery
(Working Groups)
Integrated Catchment Management

5. Three Strategic Themes
ST1 Projects
Shaping Opportunity
Agreeing Solutions
Securing Resources
Delivering Effectively
ST2 Dialogue
Increased Understanding
Integrated Planning
Inclusive Decision Making
ST3 Innovation
Foresighting & Forecasting
Co-designed Solutions
Improved Delivery
Dialogue
Innovation
Projects
THEME SYMBIOSIS

6. How will we do this?
Gathering the best available information to understand our catchments - where the water comes from, how it flows through the landscape both overground and underground, and what activities in the catchment may be causing pressures (e.g flooding, pollution, etc.)
Looking at all the aspects of water on its journey through a catchment – flooding, pollution, agricultural, recreational, economic and also the vital ecosystems that depend on water to survive.
Engaging local communities and involving them in decision making and management of their catchments.
Adopting appropriate measures to ensure that significant pressures and activities are effectively managed.
Applying the scientific and local knowledge of how the catchment operates to manage, protect and improve water, providing a healthy, resilient, productive and valued resource that supports vibrant communities.
Adding Value and Making Connections to existing capital projects and investment programmes.

7. ST1 PROJECTS Annual Rolling Action Plan
Objectives
Actions
By When
Outcome/s
Programmes
E.g.
Working With /
Funded By
Shaping Opportunity
Map existing project activity
ID Gaps / Needs
Develop a pipeline of joined-up thinking projects
TBA
Adding value to existing programmes and ID gaps.
A long-list of new potential projects based on strategic need.
NFM
Capital Programmes
Cumbria Peat Partnership
CaBA
MSFW
UU AMP
LNP
Agreeing Solutions
Support development and preparation of project business cases.
Prioritisation of projects.
Agreed short-list of ‘ready to go’ projects.
River Restoration
MENTOR (NERC)
Defra Virtual Catchment Group
Lancaster Uni
United Utilities
Securing Resources
Present an annual portfolio / business plan of projects to strategic funders
Develops consortium based funding bids
An approved annual programme of prioritised and funded projects.
Defra Gia
WFD / RDPE
Countryside Stewardship
AMP 7 / PR19
Woodland Creation Grants
CSFP / RFCC
LDNPP UU
LEP
Private Investors
Defra Family
Delivering Effectively
Project Delivery Plan / Risk Register
Annual Plan Evaluation
Flood Risk Reduction
Nature & People Benefits
Investment working harder.
CMG 3 Year Rolling Implementation Plan
CMG Partners
Contractors
Communities

8. ST2 Dialogue Annual Rolling Action Plan
Objectives
Actions
By When
Outcome/s
CSFP Success Measure
Programmes
Working With /
Funded By
Increased Understanding
Provide Content for CSFP Website
Develop a Tactical Communications Plan
SC CMG
Projects
Place Based Engagement Events & Activities
TBA
An Informed Catchment Community
Third Sector Community Engagement
EA Flood Resilience
SCRT
LNP
FlAGs
Pilot Communities
Integrated Planning
Ensure key planning organisations are members of CMG
Provide input into local plan process
Outcomes Focused Catchment Management
Pioneer
Local Plans
AMP 7 / PR19
Planning Authorities
RMAs
Local Businesses
Inclusive Decision Making
Development of Decision Support & Targeting Tool/s
Working / Community Group Meetings
Supporting Local Priorities
Understanding Community needs
Delivering Organisational Requirements
NERC (MENTOR)
Lancaster Uni
Uni of Cumbria
Durham Uni
Communities at Risk

9. ST3 Innovation Annual Rolling Action Plan
Objectives
Actions
By When
Outcome/s
Programmes
Working With /
Funded By
Foresighting & Forecasting
Development of Decision Support Tools
TBA
Informed & Inclusive Decision Making
Pioneer
Mentor (NERC)
At Risk Communities
Universities (NERC)
Co-design
Place Based / Issue Project Working Groups
Integrated and Innovative Solutions
Increased Knowledge Exchange
Enterprise Approach
NERC NFM
EA / CCC
CaBA
MSFW
CSFP
Universities (LEC / UoC)
Improved Delivery
Link Investment Plans
Co-ordinate Capital Programmes
Making Investment Work Harder
Cost Effective Delivery
Managing / Mitigating Risk
Cumbria Floods Plan
Group Business Plans
Public Sector
Private Sector
Third Sector
Learning By Doing
Trialling new approaches / solutions
On-going Evaluation
Adaptive Management
Enhancement of SC CMGs reputation and image.
An increase in operational efficiency and cost benefits.
Better financial performance
Greater in‐house expertise leading to further innovation
NERC Mentor ??
Universities
Govt Research Bodies
Business

10. Risk Register Generic to All CMGs Specific to SC CMG e.g.
Lack of Funding (CMG & Actions)
Partner Commitment
Decision Support / Evidence
Specific to SC CMG
Geographic Scale (Impact)
Complexity of Catchments & No of ‘at risk’ communities
A Large Scale / High Intensity Flood Event
There are more!!!

11. Rolling Meeting Agenda
Agree Notes Of Previous Meeting
Actions Arising not covered in Agenda
Implementation Plan Reports (inc Exceptions)
ST1
ST2
ST3
Risk Register Review
CSFP Liaison
AOB (in advance)