The National Park Management Plan is the most important document for the Yorkshire Dales National Park. It is, in effect, a five year work programme for a whole range of organisations operating across the area. The new Yorkshire Dales National Park Management Plan 2019-24 contains 49 measurable objectives to pursue by 2024. It is the first Management Plan to cover the new western extension area, supporting projects such as the £3.5 million Westmorland Dales Landscape Partnership programme, now being funded by the National Lottery Heritage Fund. The Plan recognises that National Park purposes cannot be achieved without strong, self-reliant communities. So, alongside measures to tackle illegal persecution of birds of prey and create more woodland, it also includes objectives to support upland farming after Brexit, attract younger working age people into the area, improve connections to superfast broadband and build more affordable housing. The Vision Through their passion for this special place, local people, businesses and organisations will keep the Yorkshire Dales National Park a thriving area. Its unique cultural landscape will be treasured for its stunning scenery, exceptional heritage and wonderful wildlife, and every year millions of people will be inspired to be a part of it. By 2040, it will be: A distinctive, living, working, cultural landscape that tells the ongoing story of generations of people interacting with their environment. A friendly, open and welcoming place with outstanding opportunities to enjoy its special qualities. Home to the finest variety of wildlife in England. Resilient and responsive to the impacts of climate change, storing more carbon each year than it produces. Providing an outstanding range of benefits for the nation based on its natural resources, landscape and cultural heritage, which underpin a flourishing local economy. Home to strong, self-reliant and balanced communities with good access to the services they need. Each element of this Vision carries equal weight. As might be expected given the integrated approach that has been taken in developing this Management Plan, every objective will help to deliver at least two of the elements of the Vision. Similarly, the delivery of each objective is underpinned by more detailed policies and procedures to ensure that that action on the ground is delivered in a way that that avoids any potentially negative effects on other objectives. The intention is that all the objectives will be delivered or will make substantial progress by April 2024. There are, however, six objectives that are very ambitious, and do not yet have sufficient funding to implement them. These six are highlighted, one for each element of the Vision. By putting them in the Plan, the partners have made a commitment to collectively seek and lobby for the necessary funding to deliver them.