YORKSHIRE DALES NATIONAL PARK AUTHORITY ITEM 10 … · Report: FINANCIAL PROGRESS REPORT - 1 APRIL TO 31 AUGUST 2020 Purpose of the Report 1. To provide Members with information on

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YORKSHIRE DALES NATIONAL PARK AUTHORITY

ITEM 10

Committee: FINANCE AND RESOURCES Date: 29 September 2020 Report: FINANCIAL PROGRESS REPORT -

1 APRIL TO 31 AUGUST 2020

Purpose of the Report 1. To provide Members with information on the financial performance of the National Park

Authority for the period1 April to 31 August 2020.

Recommendation

2. Members are asked to note the report and approve the virements set out in Appendix 2.

Strategic Planning Framework

3. The information and recommendation contained in this report are consistent with the

Authority’s statutory purposes and its approved strategic planning framework, and in particular, Objective 34 of the 2020/21 Action Plan, ‘to plan and manage the Authority’s work so as to make the most effective use of its resources, including generating sufficient income to maintain expenditure at the same level as 2014/15 in real terms across the extended National Park area’.

4. Ordinarily, a quarterly financial update to 30 June would be presented to this meeting.

However, because of the impact of COVID-19 and the consequent need to keep Members informed about the Authority’s financial situation, the update to June was emailed to Members in August. The results for the year so far have now been updated to 31 August 2020 and are presented here.

Introduction 5. Detailed information on financial performance in the five months to 31 August 2020 is

contained in Appendices 1 & 2. 6. Appendix 1 provides a detailed picture of performance against budget, analysed by

Programme, Corporate Employment and Central costs.

7. Appendix 2 provides information on virements and budget movements for the quarter. This table lists movements between budget headings as well as any additions to budget.

8. With the onset of the COVID-19 pandemic, the Authority budget was revised in May 2020 on

the assumption that - for the six months to the end of September - a number of our services

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or programmes would be seriously diminished or would stop altogether. The impact was that some costs were reduced (for activities that would no longer happen) and - more significantly - income was also reduced, because our visitor facilities (car parks, retail, Dales Countryside Museum) were closed. That situation changed after the Authority took a later decision to re-open car parks and Visitor Centres considerably earlier than had been projected in the revised budget. In addition, assumptions about reductions in planning fee and planning-related legal income proved to be over-pessimistic, and bank interest income did not fall (as had been expected, given interest base rate cuts).

9. The budget has now been updated to reflect the improved income position following early

reinstatement of services, and the costs associated with running these services have also been added back. The outcome of these changes is projected additional income for the year approaching £350k. These changes are included in the figures quoted in this report; details of the budget virements that have been made to reflect these new circumstances are shown at Appendix 2.

10. Further work will be undertaken in the coming months to identify areas of spending needed to assist with progression of Corporate Plan objectives and to ensure that we have the infrastructure to support the Authority’s working practices in the longer term, given the dramatic change in the office / home-working mix.

11. Although the current projection is considerably more positive than had been allowed for in the

revised budget, it does assume that the second half of 2020/21 will be unaffected by COVID-19, both in terms of income (especially from visitors and planning applications) and expenditure on programmes. Given how rapidly the situation has changed over the past six months, there remains a considerable risk that our financial performance going forward won’t be as projected; however, at this stage, because of the continuing high numbers of visitors, there is no emerging risk of a financial shortfall.

Performance Summary 12. The re-opening of the Authority’s Car Parks and Visitor Centres has had an extremely

positive effect on our income streams; this has come about not simply through re-opening but from the number of visitors that have flocked to the National Park. As also mentioned, the expected reduction in income from planning fees, legal fees and bank interest did not materialise. The financial consequence for the Authority is a £161k favourable variance on the revised budget figures. This is a combination of variances in income and expenditure. More detail follows in this paper.

Income 13. Net earned income is shown as £92k behind the revised target as at 31st August 2020. This

is a distortion of the ‘real position’, a result of a delay in certain projected income coming into the Authority’s accounts (that income is still expected to be received; the Landscape Features programme is the main component). Allowing for this distortion, we are approximately £100k ahead of our budgeted income figure for this stage of the year. Income variances in excess of £10k are as follows:

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Programmes where Income due but not yet received (timing issue):

Landscape Features £136k

National Park Centres & Retail £52k

Programmes where actual income is above the amount budgeted:

Car Parks £47k

Rights of Way £17k

Land Management £15k

Dales Countryside Museum £11k

Expenditure

14. Expenditure was £253k less than was projected in budget as at 31st August 2020.

15. Most cost centres within the programmes have some variances due to the difficulty of estimating the timings of income and expenditure when setting budgets: invoices can be later or earlier than expected, and projects can be delayed or accelerated ahead of expected timescales. This year holds more uncertainty than normal as external partners, contractors and customers are following their own COVID-19 safety rules, making it more difficult to estimate when projects will be completed. The following programmes had variances of over £10k as at 31st August 2020.

Programmes which are behind budgeted expenditure:

Landscape Features £68k

Rights of Way £58k

Land Management £30k

Central Costs £30k

Development Management £18k

Dales Countryside Museum £13k

Visitor Management £13k

Corporate Salaries £11k 16. Net Expenditure

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Actual 413 690 1,088 1,340 1,839

Budget 256 740 1,198 1,661 1,999 2,637 3,205 3,645 4,210 4,752 5,125 5,790

01,0002,0003,0004,0005,0006,0007,000

£'000 Cumulative Net Expenditure 2020/21

(Excluding DEFRA Grant)

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Cumulative net expenditure at 31st August 2020 was £1,839k against a budget of £1,999k, a net positive variance against the budget for the year to date of £160k. The variance is mainly due to:

a. A net underspend on Programmes of £128k; b. A net underspend on Corporate Employment Costs of £10k; c. A net underspend on Central Costs of £22k.

17. Authority Employee Costs £45k underspend

The underspend on employee costs is the product of a later-than-projected annual pay award. The salary budget included an allowance for an inflationary pay increase of up to 3%; the national pay settlement for 2020/21 has now been agreed at 2.75%. Officers and Members had not yet received this pay increase as at 31 August, which will now be backdated to 1 April 2020 and included in end-September pay.

18. Central Costs £22k underspend

Training £20k, office accommodation £10k and maintenance costs £8k are all behind budget due to the closure of the offices and external training facilities. IT expenditure is ahead of budget by £18k but this is a timing issue.


Actual 370 729 1,095 1,456 1,819

Budget 375 746 1,117 1,491 1,864 2,235 2,626 3,010 3,394 3,776 4,165 4,562

01,0002,0003,0004,0005,000

£'000 Cumulative Salary and Travel Expense Costs 2020/21

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19. Programme Costs – Net Variances

Variances are shown net (i.e. they include income). Further explanations of the income position are included in paragraphs 21 to 24. Details of individual programme variances of more than £10k follow this table.

Programme Annual Budget

YTD Budget

YTD Actual

YTD Variance

Favourable/Adverse

Development Management 449 164 145 19 F

Land Management-Biodiversity 694 265 221 44 F

Rights of Way 855 305 230 75 F

Access For All 229 65 59 6 F

Dales Countryside Museum 200 64 40 24 F

Historical Environment 172 55 57 (2) A

Development Planning 161 57 52 5 F

Landscape Features (4) (46) 21 (67) A

Volunteers & Apprentices 272 108 97 11 F

Tourism 182 64 59 6 F

National Park Centres 289 69 112 (42) A

Car Parks-Toilets (193) (130) (175) 45 F

Sustainable Development 338 62 69 (7) A

Visitor Management 122 54 42 12 F

Total Variance on Programmes 3766 1157 1029 128 F

Priority Programmes

Development Management: £19k underspend. Relates to salaries and planning system IT costs.

Land Management & Biodiversity: £44k underspend. Relates to £10k Trees programme, £12k Parish Wildlife, £19k Biodiversity; Land management partnerships spend was ahead of budget by £12k, and grant income £15k ahead of budget.

Rights of Way: £75k underspend. Relates to £14k Pennine Trails, £16k flood damages NYCC, £16k Western Dales, £13k Northern Dales. Southern Dales was £10k ahead of budget due to unplanned repairs needed. £17k of donations were also received for flood repair work.

Adequate Programmes

Dales Countryside Museum: £24k underspend. Building running costs and Museum expenses underspent by £13k, with income ahead of budget by £11k.

Landscape Features: £67k overspend; Westmorland Dales Project has £68k expenditure underspent, with income due from the HLF of £136k.

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Limited Programmes

Volunteers & Apprentices: £11k underspend. Relates to salaries and £5k income received in advance.

National Park Centres: £42k overspend. A grant debtor is due for Grassington NPC Visitor Hub upgrade project.

Car Parks & Toilets: £45k underspend. Income is above the revised target. Since the easing of lockdown, income is £22-£25k per month higher than it would usually be at this time of year. However, the year-end position may still be down on the previous year due to the period when the Authority’s Car Parks were closed.

Visitor Management: £12k underspend, due to a vacant post.

20. Earned Income

‘Earned Income’ comprises all income other than the National Park Grant from Defra.

Total earned income for the five months to 31 August 2020 was £930k, £92k behind the budget projection of £1,022k, the net result of both positive and negative variances from targets; explanations for variances of more than £10k within the total ‘Earned Income’ figure can be found in paragraph 13. Paragraphs 21 to 24 describe performance on the Authority’s major ‘cash income’ earnings.

21. Dales Countryside Museum Admissions Income

We had assumed zero income for the year-to-date in the May revised budget. However we have received £5k due to re-opening the Museum.


Actual -113 139 302 679 930

Budget 284 407 552 680 1,022 1,190 1,339 1,588 1,822 1,934 2,215 2,781

0

300

600

900

1,200

1,500

1,800

2,100

2,400

£'000 Cumulative Earned Income 2020/21

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22. Development Management Income

Total Income for Planning Fees is very slightly ahead of the updated target. But because this is an updated target (revised to closer match the actual income received so far), it hides the fact that income from fee applications did not, as had been expected, fall during the period from 1 April 2020: our original projection was for a fall of 10%. With applications at normal volumes, this has created some significant work pressures and generated around £20k of additional fee income, compared to the revised version of the budget that was agreed in May.

23. Car Park Income

Income was £45k above the revised target. Note, however, that compared to the original ‘start’ budget for 2020/21, ‘lost income’ was £80k in April, £50k in May, and £7k in June.


Actual 68 87 116 138 153

Budget 65 89 109 132 152 171 202 222 236 270 289 309

0

50

100

150

200

250

300

350

£'000 Development Management Income 2020/21


Actual -12 0 57 147 246

Budget -9 8 64 125 201 255 288 305 314 327 342 373

0

50

100

150

200

250

300

350

400

£'000 Car Park Income 2020/21

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24. Retail Income

Gross income is on target in relation to the revised budget figure. It is unlikely that retail sales will recover to last year’s levels because the number of visitors which can be allowed in each National Park Centre at any one time is limited.

Westmorland Dales Grant Scheme 25. The Authority is the accountable body for the Heritage Lottery Funded (HLF) Westmorland

Dales landscape partnership. We are in the process of rolling out a small grants scheme within the component Traditional Farm Buildings project. This will see grants totalling £120k awarded over the next two years for the restoration of a number of buildings in the project area.

26. The Authority will be contracting these works directly, and then recovering the costs from the HLF, including a 20% contribution from the building’s owners. This creates a financial risk for the Authority if the building’s owners are unable to fund their contribution. However, as this represents only 20% of the works costs, and as each grant will only be a fraction of the total £120k project fund, the risk is not considered to be material.

27. An alternative arrangement, where the building’s owner incurred all restoration costs up front,

is deemed unlikely to be successful in encouraging participation, because of the bureaucracy involved and the cash flow implications for the owners.

Michelle Clyde Head of Finance 14/09/20


YTD Actual 0 0 0 1 30

YTD Budget 0 0 0 0 30 62 89 104 119 122 128 131

Profit Margin 0 0 0 0 12 0 0 0 0 0 0 0

0

20

40

60

80

100

120

£'000 Retail Income 2020/21

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Appendix 1

1 APRIL 2020 To 31 AUGUST 2020 2020/21 QUARTER 1 - MONTH 5 2020/21

REVISED ANNUAL BUDGET

YEAR TO DATE

BUDGET

YEAR TO DATE

ACTUAL

YEAR TO DATE

VARIANCE REMAINING

BUDGET

Programme Bids £'000 £'000 £'000 £'000 £'000

Priority Programmes

Staff Costs 693.9 287.9 277.5 10.4 416.4

Programme Costs 69.5 27.7 19.6 8.1 49.9

Income (314.0) (151.8) (152.5) 0.7 (161.5)

Development Management Total 449.4 163.8 144.6 19.2 304.8

Staff Costs 580.3 236.7 245.4 (8.6) 334.9

Programme Costs 380.3 63.1 24.9 38.2 355.4

Income (266.3) (35.0) (49.7) 14.7 (216.7)

Land Management-Biodiversity Total 694.2 264.8 220.6 44.2 473.6

Staff Costs 427.9 177.7 171.6 6.1 256.3

Programme Costs 986.6 307.5 256.1 51.4 730.6

Income (560.0) (179.9) (197.2) 17.3 (362.8)

Rights of Way Total 854.5 305.3 230.5 74.9 624.1

Staff Costs 159.2 62.0 59.3 2.6 99.8

Programme Costs 92.3 0.0 6.3 (6.3) 86.0

Income (22.7) 3.1 (6.2) 9.3 (16.5)

Access For All Total 228.8 65.1 59.4 5.7 169.4

Total Priority Gross Costs 3,390.0 1,162.6 1,060.6 102.0 2,329.3

Total Priority Income (1,163.1) (363.6) (405.5) 41.9 (757.5)

Total Priority Net Cost 2,226.9 799.0 655.1 143.9 1,571.8

Adequate Programmes

Staff Costs 85.4 35.1 35.1 (0.0) 50.3

Programme Costs 153.8 43.5 30.4 13.2 123.5

Income (38.8) (14.5) (25.8) 11.3 (13.1)

Dales Countryside Museum Total 200.4 64.1 39.7 24.4 160.7

Staff Costs 134.3 55.4 56.4 (1.0) 77.9

Programme Costs 58.0 0.0 1.0 (1.0) 57.0

Income (20.0) (0.5) 0.0 (0.5) (20.0)

Historical Environment Total 172.3 54.9 57.4 (2.5) 114.9

Staff Costs 124.9 51.7 50.1 1.5 74.8

Programme Costs 61.0 5.3 2.0 3.3 59.0

Income (25.0) 0.0 0.0 0.0 (25.0)

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YEAR TO DATE

BUDGET

YEAR TO DATE

ACTUAL

YEAR TO DATE

VARIANCE REMAINING

BUDGET

Programme Bids £'000 £'000 £'000 £'000 £'000

Development Planning Total 160.9 57.0 52.1 4.8 108.8

Staff Costs 0.0 0.0 0.0 0.0 0.0

Programme Costs 603.7 186.7 118.5 68.3 485.2

Income (607.9) (232.8) (97.1) (135.7) (510.7)

Landscape Features Total (4.2) (46.1) 21.3 (67.4) (25.5)

Staff Costs 175.3 69.4 63.3 6.1 111.9

Programme Costs 106.2 39.8 39.8 (0.0) 66.4

Income (9.0) (1.1) (5.8) 4.6 (3.2)

Volunteers & Apprentices Total 272.5 108.0 97.4 10.6 175.1

Staff Costs 106.7 44.5 47.9 (3.5) 58.8

Programme Costs 74.9 20.0 10.7 9.3 64.2

Income 0.0 0.0 (0.1) 0.1 0.1

Tourism Total 181.6 64.5 58.5 5.9 123.1

Total Adequate Gross Costs 1,684.2 551.3 455.3 96.1 1,228.9

Total Adequate Income (700.7) (249.0) (128.8) (120.1) (571.9)

Total Adequate Net Cost 983.5 302.4 326.5 (24.1) 657.0

Limited Programmes

Staff Costs 302.7 124.7 110.9 13.8 191.8

Programme Costs 192.7 45.5 50.1 (4.6) 142.6

Income (206.0) (100.8) (49.4) (51.4) (156.6)

National Park Centres Total 289.3 69.5 111.6 (42.1) 177.7

Staff Costs 68.5 28.0 27.2 0.9 41.4

Programme Costs 280.5 101.8 104.3 (2.5) 176.2

Income (542.4) (259.6) (306.7) 47.1 (235.8)

Car Parks-Toilets Total (193.4) (129.7) (175.2) 45.4 (18.2)

Staff Costs 37.2 15.5 15.0 0.5 22.2

Programme Costs 300.7 46.5 54.1 (7.6) 246.6

Income 0.0 0.0 0.0 0.0 0.0

Sustainable Development Total 337.9 62.0 69.1 (7.1) 268.8

Staff Costs 113.7 47.3 40.1 7.2 73.6

Programme Costs 69.4 7.9 1.9 6.0 67.5

Income (61.0) (1.0) 0.0 (1.0) (61.0)

Visitor Management Total 122.1 54.2 42.0 12.2 80.1

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YEAR TO DATE

BUDGET

YEAR TO DATE

ACTUAL

YEAR TO DATE

VARIANCE REMAINING

BUDGET

Programme Bids £'000 £'000 £'000 £'000 £'000

Total Limited Gross Costs 1,365.5 417.3 403.6 13.7 961.9

Total Limited Income (809.4) (361.3) (356.1) (5.3) (453.4)

Total Limited Net Cost 556.0 55.9 47.6 8.4 508.5

Programme Summary

Total Programme Gross Costs 6,439.6 2,131.2 1,919.5 211.7 4,520.1

Total Programme Income (2,673.2) (973.9) (890.4) (83.5) (1,782.8)

Total Programme Net Cost 3,766.4 1,157.3 1,029.1 128.2 2,737.3

Corporate Employment and Central Costs

Conservation and Communities Staff Costs 115.9 47.8 46.5 1.3 69.4

Conservation and Communities Staff Income 0.0 0.0 0.0 0.0 0.0

Park Management Staff Costs 355.4 147.4 136.5 10.8 218.9

Corporate Staff Costs 902.9 373.9 351.0 22.9 551.9

Corporate Staff Income (1.7) (1.9) (1.7) (0.3) 0.0

Vacancy Factor 2% (59.3) (24.7) 0.0 (24.7) (59.3)

Other Employee Related Costs 18.2 5.6 5.4 0.3 12.8

Other Employee Related Income 0.0 0.0 0.0 0.0 0.0

TOTAL CORPORATE EMPLOYMENT COSTS 1,331.4 548.1 537.6 10.4 793.8

Support Services 192.5 109.1 104.9 4.2 87.6

Support Services Income (67.0) (31.0) (28.8) (2.2) (38.2)

CEO Support 2.6 0.6 0.2 0.4 2.4

CEO Support Income 0.0 0.0 0.0 0.0 0.0

Legal Services 20.8 8.7 7.4 1.3 13.4

Legal Services Income (27.0) (12.5) (11.9) (0.6) (15.1)

Office Accommodation 96.2 42.6 31.9 10.6 64.2

Office Accommodation Income (12.5) (3.1) (2.3) (0.8) (10.2)

Health and Safety 11.7 9.1 8.5 0.6 3.3

Member 111.8 40.1 37.2 3.0 74.6

IT Licences, Consumables and Support 181.2 64.1 80.5 (16.4) 100.6

Communications and Web Services 43.0 13.8 15.5 (1.7) 27.4

Communication Income 0.0 0.0 4.9 (4.9) (4.9)

Land Holdings and Maintenance 87.8 26.0 17.9 8.1 69.9

Land Holdings and Maintenance Income 0.0 0.0 0.0 0.0 0.0

Training 51.3 26.4 6.0 20.3 45.3

Training Income 0.0 0.0 0.0 0.0 0.0

TOTAL CENTRAL COSTS 692.3 293.9 271.9 22.0 420.4

SUMMARY

National Park Grant (5,229.8) (2,614.9) (2,614.9) 0.0 (2,614.9)

Other Income (2,781.3) (1,022.5) (930.3) (92.2) (1,851.1)

Total Income (8,011.1) (3,637.4) (3,545.2) (92.2) (4,466.0)

Gross Expenditure 8,571.5 3,021.8 2,768.9 252.9 5,802.6

Net expenditure (excl.National Park Grant) 5,790.2 1,999.4 1,838.7 160.7 3,951.5

In-Year Deficit/(Surplus) 560.4 (615.5) (776.2) 160.7 1,336.6

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Appendix 2 Budget movements for the four months to 31 August 2020

1 APRIL 2020 To 31 AUGUST 2020

QUARTER 1 - MONTH 5

BUDGET MOVEMENTS SUMMARY

EXPENDITURE INCOME TOTAL

£'000 £'000 £'000

353.6

0.0 0.0 0.0

500.5 (96.6) 403.9

0.0 0.0 0.0

(841.6) 933.5 91.8

98.1 (444.0) (346.0)

212.8 (254.6) (41.7)

1.6 0.0 1.6

97.1 0.0 97.1

68.5 138.3 206.7

Revised Budget Deficit 68.5 138.3 560.4

OPPORTUNITY FUND

60.0


£'000 £'000 £'000

Total movement from/(to) Opportunity Fund 0.0 0.0 0.0

Opportunity Fund Balance Available 60.0

Description

Original Budget Surplus

Opportunity Fund Projects

Carry Forward Budgets from 2019/20 (F&R May 2020)

Income In Advance (Not in 20/21 Budget) from 2019/20

Balance 31/03/20

QTR No Description Programme Description

Total In-Year Changes

Re-budget May

Additional Funding/Income

Corrections/Cancellations (from/to General Reserve)

Transfers from/(to) Reserves

Budget Adj. Aug (Resumed income streams and associated costs)


QUARTER 1 - MONTH 5

VIREMENTS TO THE BUDGET - DETAIL


£'000 £'000 £'000

500.5 (96.6) 403.9

(841.6) 933.5 91.8

1 1 Salaries Car Parks & Toilets Carparks and Toilets 1.4 1.4

1 2 Car Parks Carparks and Toilets 4.8 (322.3) (317.5)

1 3 Toilets Carparks and Toilets 16.9 16.9

1 4 Support Services Central Costs 1.7 (29.1) (27.4)

1 5 Legal Services Central Costs (3.0) (3.0)

1 6 Office Accomodation Central Costs 8.6 8.6

1 7 Employees Corporate Employment Costs 1.6 1.6

1 8 Dales Countryside Museum DCM 4.7 4.7

1 9 Development Management Development Management (33.0) (33.0)

1 10 Historical Environment Historical Environment 15 15.0

1 11 National Park Centre Employees NPC 1.1 1.1

1 12 NPC General NPC 0.8 0.8

1 13 Contracts - Access Rangers Rights of Way 5.8 5.8

1 14 Three Peaks Rights of Way 0.9 0.9

1 15 Retail NPC & Retail 36.8 (61.6) (24.8)

1 16 Contracts - Area Rangers Volunteers and Apprentices 3.0 3.0

98.1 (444.0) (346.0)

1 1 NYCC Flood Damage Rights of Way 150.0 (150.0) 0.0

1 2 Green Lanes NYCC Visitor Management 9.0 (30.0) (21.0)

1 3 National Trails additional Income Rights of Way 16.9 (15.8) 1.1

1 4 Woodland Trust - Fixed Term Contract Trees & Woodlands 28.7 (20.0) 8.7

2 5 Extension of GJ Apprentiship (6 months) Apprentices 8.1 (4.5) 3.6

2 6 Furlough incme for DCM DCM (7.4) (7.4)

2 7 Legacy Corporate (19.9) (19.9)

2 8 RHI Additional Income DCM DCM (7.0) (7.0)

212.8 (254.6) (41.7)

1 1 Overcommitted 19/20 SDF projects SDF (8.7) (8.7)

1 2 Covid-19 H&S/Equipment expenditure Various programmes 15.5 15.5

2 3 Buckden Pike Airlift CROWRW delayed to 21/22 Green Lanes (12.5) (12.5)

2 4 Dent Toilets Drainage works Toilets and Car Parks 1.1 1.1

2 5 Insurance underbudgeted Corporate 4.0 4.0

2 6 4 Laptops for Committee Meeings IT 2.2 2.2

1.6 0.0 1.6

Carry Forward Budgets from 2019/20 (F&R May 2020)

QTR No Programme DescriptionDescription

Re-budget May

Additional Funding/Income

Corrections/Cancellations from/(to) General Reserve

Budget Adj. Aug (Resumed income streams and associated costs)

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QUARTER 1 - MONTH 5

VIREMENTS TO THE BUDGET - DETAIL

1 1 Bolton Abbey Stone Flags Rights of Way 27.9 27.9

2 2 Bolton Abbey Stone Flags Rights of Way 14.5 14.5

2 3 64xdataCentre2019 + 2xSQL2019 licences BF from 22/23 IT - needed early for Finance upgrade 21.9 21.9

2 4 Calvert Barn tr from Barn Reserves Historical Environment 11.9 11.9

2 5 Northern Upland Chain Sal TR from Reserve Landscape Projects 21.0 21.0

97.1 0.0 97.1

TOTAL Movements From/(to) Reserves (29.6) 582.3 552.7

Transfers from/(to) Reserves

Documents

YORKSHIRE DALES NATIONAL PARK AUTHORITY ITEM 10 … · Report: FINANCIAL PROGRESS REPORT - 1 APRIL TO 31 AUGUST 2020 Purpose of the Report 1. To provide Members with information on