Actions from the meeting: (18.10.18)

Brexit

To receive details of the impact of Brexit on current LEP Projects

Capital Growth Programme Call

To build a process into the call to ensure that all applicants receive a timely response

LEP Review

To receive clarification re the term of appointment for education members following the

reclassification

Welcome from the Chair

Doug Field (DF) welcomed everyone to the meeting including Martin Wilby, Mark Bee and Kevin

Maguire who were deputising for Andrew Proctor, John Griffiths and Alan Waters respectively.

DF thanked Tom McGarry for hosting the Board meeting at Sizewell.

Apologies

Apologies were received from: David Ellesmere, John Griffiths, Matthew Hicks, Steve Oliver,

Andrew Proctor, William Nunn, Alan Waters and Tim Whitley.

Welcome to Sizewell

Tom McGarry (TM) provided the meeting with an update on the Sizewell C project advising

that the next phase of consultation was due to start in January 2019 with the planning

application to be submitted in 2020 and construction due to start 2021.

The presentation covered the plan to replicate large amounts of Hinkley Power Station when

building Sizewell C in order to reduce costs.

TM discussed the skills requirements for the project and the ongoing work to meet shortfalls.

TM stressed the benefits of Sizewell C and requested support from the Board in promoting

the project.

The Board agreed:

 To note the content of the presentation

Declarations of Interest

Full declarations of interest can be found at 30TUhttp://www.newanglia.co.uk/about-us/the-board/ . U30T

Item 9 - Capital Growth Programme Call: Nikos Savvas and David Richardson.

Minutes of the last meeting 19^th September 2018

The minutes were accepted as a true record of the meeting held on 19^th September 2018.

Opportunity Areas

Jackie Bircham (JB) presented the Board with an overview of the Norwich and Ipswich

Opportunity Areas (OAs) which had been identified as areas facing challenges to social

mobility based on the Social Mobility Commission’s Index. The Board was advised that the

OA projects will run for 3 years after which findings will be implemented as appropriate to

other areas of the country.

JB reviewed the priority areas identified in both Ipswich and Norwich and the Board watched

a video on the work carried out in the Norwich Opportunity area.

JB stressed that the work to date had showed that there was no lack of aspiration in young

children in these areas but they needed to be shown the route to achieve them.

Jeanette Wheeler (JW) asked about the impact of the lack of SENCO support given the

numbers of pupils identified as needing further help with their learning.

JB advised that the Inclusion Charter considered this issue and noted that schools had been

asked to come up with proposals regarding what would make a difference to pupils which

could include addressing this problem.

Kevin Maguire (KM) asked about the impact of the proposed closures of the Childrens

Centres should they proceed.

JB agreed that this would be an issue as the original plan had been to contact the relevant

families via the Childrens Centres. The project is now having to consider other ways to

reach out to the relevant children and families wherever they are rather than focussing on

the centres. This could include supermarkets and other community venues.

As a member of the Ipswich OA Board Nikos Savvas (NS) updated the meeting on the

challenges the OAs faced with the limited funding available to them.

Sandy Ruddock (SR) noted the importance of good diet and regular exercise on the ability

to learn and suggested that the latter issue could be implemented with minimal cost.

JB agreed but noted the challenges schools face in delivering the main curriculum meant

that they often focussed on this even though exercise could help their educational

achievements. JB noted that research was being carried out and when the evidence was

produced on the results of programmes such as the Daily Mile it may be incorporated in the

future.

NS stressed that the OAs had no power to change the curriculum or force schools to adopt

any of the measures suggested.

JB asked to Board to support businesses going into schools and also in offering work

experience and also raise the profile of Norwich and Ipswich as OAs.

The Board agreed:

 To note the content of the presentation

 To support the OAs by raising their profile with businesses

Brexit

Chris Starkie (CS) presented the meeting with a paper covering the LEP’s work to date on

Brexit as requested at the last Board meeting.

The Board was advised that there were four main workstreams:

Intelligence - The LEP will continue to act as an information resource to government based

on engagement with business, business intermediaries and local authorities.

Advice - A plan is being developed to provide succinct information on areas of concern to

businesses including the impact of the future UK-EU relationship on companies.

Funding - The LEP is working both regionally and nationally to help shape the future of

funding and has been making the case to Defra regarding transitional funding.

Strategic Opportunities - The LEP is delivering on the ambitions set out in the Economic

Strategy and many actions will be impacted by Brexit either as opportunities or challenges.

Dominic Keen (DK) asked what the LEP could do to help business if market conditions

deteriorated significantly.

CS advised that the workstreams he cited were interlinked and funding would be used to

increase capacity for support as required in order to support companies across the LEP

area.

Lindsey Rix (LR) asked if Board members were receiving questions about Brexit from

businesses. JW felt that businesses were still largely ignorant on the support available for

them now and this would need to be addressed by promoting the help which the LEP could

provide.

LR asked if an analysis of the LEPs current projects had been carried out. CS confirmed

that this would be completed.

Mark Bee (MB) noted that even small changes would have a significant impact of

businesses and it would be beneficial to have the information on these impacts collated in

one place.

David Richardson (DR) suggested that it would be useful to understand the benefits

available from early trade agreements.

JW asked if work was being done to understand the increased costs of doing trade, the

impacts of these on businesses and whether the Board can do anything to address these.

Johnathan Reynolds (JR) noted the importance of understanding impact on specific sectors

and whether any challenges can be exploited as game-changing opportunities.

The Board agreed:

 To support the approach detailed in the paper

 To receive details of the impact of Brexit on current LEP Projects

LEP Review

CS presented the paper included in the meeting pack detailing the progress made on

implementing the LEP Review.

LR asked whether the level of female representation was a specific target. Shan Lloyd (SL)

advised that this was an ambition and that Government recognised the challenges given the

number of Board members coming from Local Authorities which was outside the LEP’s

control.

It was agreed to change the wording from “target” to ”ambition”.

The Board was advised that, in order to achieve the requirement of having two thirds of

board members from the private sector, it was proposed to amend the LEP’s articles of

association to class education members as private sector and to then to recruit 2 more

private sector members in order to increase the number of private sector board members to

12.

Martin Wilby (MW) asked if the Board was able to be challenge the requirements laid down

for the split of private and public sector board members. CS advised some councils had

already asked for this to be reconsidered but that Government had reiterated that the

requirement would stand.

KM asked if the 3^rd Sector was represented and was advised that these were included as

private sector.

NS stressed that this provided the opportunity to recruit 2 new high quality board members.

JW agreed and noted that this would also give the chance to expand the representation of

sectors on the board.

NS asked if he and DR needed to leave the room for the vote. It was agreed that this was

not a requirement.

DR asked for clarification re term of appointment for education members following the

reclassification.

JR noted that a change to the articles would be needed to allow Education board members

to send substitutes.

The meeting voted on the proposal to amend the LEP’s articles of association to increase

the number of private sector board members to 12.

10 Board members voted in favour of the proposal with 1 Board member voting against.

DF proposed that the Articles be amended to allow the Board Members representing

Education to be allowed to send deputies.

This was agreed by the meeting.

The Board agreed:

 To note the content of the report

 To maintain its existing approach to the recruitment of its chair.

 To appoint a deputy chair by February 28^th 2019.

 To amend the LEP’s articles of association to class education members as private

sector.

 To amend the LEP’s articles of association to increase the number of private sector

board members to 12.

 To amend the articles of association to allow education sector board members to

send deputies to board meetings

 To amend the wording from “target” to ”ambition” in relation to the recruitment of

female board members

 Agree to work towards increasing the female representation amongst private sector

board members.

 Ask the LEP chair to write to education and local authority members to highlight the

gender balance recommendations in the LEP Review and ask for support in helping

the LEP board achieve the targets set by Government.

 To receive clarification re the term of appointment for education members following

the reclassification

Capital Growth Programme Call

DR & NS left the room.

Chris Dashper (CD) reviewed the paper as included in the pack noting that the call would

focus on projects relating to skills, productivity and innovation.

DF noted the importance of infrastructure in the delivery of economic growth across the

region and stressed the importance of understanding how such projects would be delivered

if there were not prioritised in the call.

DF also asked for the mechanism for replying to applicants to be included.

CD noted that there would be other opportunities for infrastructure projects in future funding.

MW stressed the importance of importance of infrastructure in the delivery of productivity

gains and jobs. CD agreed but noted the call was focussing on delivering direct outputs

rather than these indirect outputs.

CS noted the £34m awarded to Norfolk County Council for infrastructure projects some of

which had been carried over from the previous financial year as it was unspent and there

was still slippage in the current ongoing projects.

The Board agreed:

 To approve the launch of a focused call on Skills, Innovation and Productivity, to

allocate the remaining £19m of the Capital Growth Programme

 For a process to be built into the call to ensure that all applicants received a timely

response.

NS & DR returned to the room

Innovative Projects Call

CD reviewed the paper as included in the pack detailing the background to the call and the

source of the fund as Pot C revenue.

CD advised that this funding will be available again and will increase as occupancy of the

Enterprise Zones increases.

JW stressed her support for the proposal and noted that some projects may not

automatically have the sustained funding in place which was detailed in the paper but would

still benefit from support at this stage.

DK asked if there was a preference for the number and size of projects.

CD advised that there was no specific requirements and the focus would be on the outputs

and contribution to the delivery of the Economic Strategy.

JR asked if the call could be linked to the Innovation Board as projects are presented to the

Board and which cannot be funded.

CD advised that this had been considered but it was felt that the call could not be linked to

only one Board however the views of the Innovation Board could be fed in.

MB asked about the funding for expanding Broadband across Norfolk and Suffolk.

It was agreed that this fell under the capital projects call and that it was important to have

funding available for innovative projects.

NS noted that there were various projects going on to delivery digital connectivity locally and

it would be beneficial to pull these together.

The Board agreed:

 To approve the specification and launch of a call for innovative growth projects to be

supported through EZ Pot C income

 To approve the eligibility framework

Eastern Agritech Report

Rosanne Wijnberg (RW) updated the Board on the progress made on the Eastern Agritech

initiative and recommended to the Board that New Anglia continues to support the initiative

subject to the conditions laid down in the paper.

DF asked if there was an alternative option available which would maintain the programme if

the Cambridgeshire and Peterborough Combined Authority failed to secure the funding

detailed in the paper.

CD advised that if this occurred the framework allowed for the LEP to pick the initiative up

and deliver it alone.

DF clarified the reporting requirements and RW advised that reporting to the Board would

take place on a quarterly basis.

DR stressed the importance of equal branding for the project as historically the role of New

Anglia in the initiative had not been obvious.

The LEP Board agreed:

 To approve the continuation of the programme in partnership with the Cambridge

and Peterborough Combined Authority, providing a financial contribution of £1m

towards the programme in 2018/19 under the terms laid out in the report

Chief Executive’s Report

CS presented his report to the Board and asked for questions.

CS provided an update on Banham Poultry and advised that he is meeting the MD on 19^th

October to discuss development plans and investment.

DF advised the meeting that Emily Manser was leaving the LEP as Growth Deal Manager.

DF expressed the thanks of the Board for Emily for her hard work in delivering the

programme.

The Board agreed:

 To note the content of the report

October Programme Performance Reports

RW presented the report included in the meeting pack.

The Board agreed:

 To note the content of the reports

Finance Report

RW reviewed the finance report and asked for questions from the Board.

DF asked if the further £200k from Government for the implementation of the LEP Review

had been factored in. CS advised that this would be done when confirmation was received.

RW confirmed to the Board that, at the AGM on 19^th September, approval had been given

for the Board to appoint the new auditors and confirmed that Price Bailey had been

selected.

The Board agreed:

 To note the content of the report

 To approve the appointment of Price Bailey as auditors

Board Forward Plan

CS reviewed the items to be covered at the November Board meeting and that revisions to

the programme was ongoing

Actions from New Anglia LEP Board Meetings

Date

Item

Action

Update

Actioned By

Status

18/10/2018

Brexit

To receive details of the impact of Brexit on current LEP Projects

This has been included in the November Brexit update

Complete

paper.

18/10/2018

Capital Growth Programme

To build a process into the call to ensure that all applicants receive a

The process for manaing applications includes timely

Complete

Call

timely response

responses to all applicants

18/10/2018

LEP Review

To receive clarification re the term of appointment for education

Details included in the paper tabled at the November

Complete

members following the reclassification

Board meeting

19/09/2018

Chief Executive's Report

To provide an update on the delivery timescales of major infrastructure

An update will be provided a the November Board

Complete

projects including East West Rail

meeting

21/02/2018

Economic Indicator

To receive a paper on CO2 reductions for

Work is ongoing in conjunction with the UEA

CS/JR

On-Going

Trajectories and Targets:

consideration of inclusion in the economic strategy targets

21/02/2018

Brexit Analysis

To receive an action plan detailing the next steps, timescales and

This will now be a standing agenda item.

LiR

Complete

measures of success

22/11/2017

Business Performance

To receive a proposal on the Eastern Agi-Tech initiative by email.

The LEP Board approved the proposal to continue

Complete

Reports

delivering the Agritech Programme in partnership with

the Combined Authority, subject to certain criteria being

met. The Agritech Programme Performance reports will

be submitted to the LEP Board as per the agreed

reporting cycle.

New Anglia Local Enterprise Partnership

Board Decision Log - Public

Date

Decision

Decision Made

Making Body*

18/10/2018

LEP Board

The Board Made the following decisions:

LEP Review

To maintain its existing approach to the recruitment of its chair.

To appoint a deputy chair by February 28^th 2019.

To amend the LEP’s articles of association to class education members as private sector.

To amend the LEP’s articles of association to increase the number of private sector board members to 12.

To amend the articles of association to allow education sector board members to send deputies to board meetings

To work towards increasing the female representation amongst private sector board members

Capital Growth Programme Call

To approve the launch of a focused call on Skills, Innovation and Productivity, to allocate the remaining £19m of the Capital Growth Programme

Innovative Projects Call

To approve the specification and launch of a call for innovative growth projects to be supported through EZ Pot C income

To approve the eligibility framework

Eastern Agritech Report

To approve the continuation of the programme in partnership with the Cambridge and Peterborough Combined Authority, providing a financial

contribution of £1m towards the programme in 2018/19 under the terms laid out in the report

18/10/2018

Investment

The IAC made the following decisions:

Appraisal

Albert Bartlett Growing Business Fund Grant Request - Confidential

Committee

MSF Growing Places Fund bridging loan request - Confidential

Nar Ouse Enterprise Zone Investment - Confidential

19/09/2018

LEP Board

The Board Made the following decisions:

Economic Strategy Delivery Plan

To adopt the concept of developing Game Changers.

That the ESDCB should also coordinate development of the Local Industrial Strategy

Local Industrial Strategy

To agree the approach to developing the Local Industrial Strategy

LEP Review

To agree the LEP submission on geography

Programme Performance Reporting

To approve the reporting cycle with the inclusion of NAC

To approve the reporting template

September Programme Performance Reports

To approve the Growth Deal Quarterly Dashboard

19/09/2018

Investment

The IAC made the following decisions:

Appraisal

Capital Growth Programme Autumn Call

Committee

To recommend to the LEP Board that the recommendations in the paper should be supported and the call launched after the October LEP

board meeting

* New Anglia Local Enterprise Partnership Board, Investment Appraisal Committee, Growing Business Fund Panel, Remuneration Committee, Audit & Risk Committee

Revenue Budget Framework

To recommend to the LEP Board that the recommendations in the revenue paper should be supported and the call launched after the

October LEP board meeting

06/09/2018

Investment

The IAC made the following decisions:

Appraisal

Rouen House Grant Variation - Confidential

Committee

05/09/2018

Growing

The Panel approved the following applications:

Business Fund

• Zedbox UK Limited - Agreed to support

Panel

Approved Grant: £120,000

• Westover Vets Limited - Agreed to support

Approved Grant: £126,000

The Panel ratified the following applications:

• DB Sheetmetals Limited (considered and approved by email in August) - Agreed to support

Approved Grant: £60,000

• TML Precision Engineering Limited - Update report

Approved to continue to support - Revised Grant: £95,294

01/08/2018

Growing

The Panel approved the following applications:

Business Fund

• Mirus Aircraft Seating Limited - Agreed to support

Panel

Approved Grant: £140,000

• Vanilla Electronics Limited - Agreed to support

Approved Grant: £39,994

• TBI Manufacturing Limited - Agreed to support

Approved Grant: £69,500

30/0/72018

LEP Board

By written procedures the Board made following decision:

Financial Statements 31^st March 2018

To approve the 2017/2018 accounts as detailed in the following papers:

• draft accounts paper

• audit completion document - Confidential

• draft annual financial statements year ended 31 March 2018- Confidential

05/07/2018

LEP Board

By written procedures the Board made following decision:

Capital Growth Programme Honingham Thorpe Food Enterprise Park

To approve a grant of £1m with the following conditions:

• Confirmation of the signature of the contract between Unilever and Condimentum.

• Planning Permission secured for the Condimentum site on the Food Enterprise Park.

• A suitable State Aid mechanism prepared to cover wash-through, clawback and repayment of the grant, to be incorporated into the legal

agreement.

• All terms and conditions to be agreed by the applicant.

04/07/2018

Growing

The Panel approved the following applications:

Business Fund

• LDH (La Doria) Limited - Agreed to support

Panel

Approved Grant: £500,000

• Glowcroft Limited - Agreed to support

Approved Grant: £38,742

• Pecksniffs Bespoke Fragrances & Cosmetics Limited - Agreed to support

* New Anglia Local Enterprise Partnership Board, Investment Appraisal Committee, Growing Business Fund Panel, Remuneration Committee, Audit & Risk Committee

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November

Agenda Item 5

Infrastructure Update

Author: Ellen Goodwin

Summary

The provision of high quality infrastructure to support economic growth is a key element of the

LEP’s Economic Strategy.

The LEP plays a number of roles with partners in planning, securing and delivering this

infrastructure.

Appendix A, which will be presented to the board meeting by the LEP’s infrastructure manager,

outlines the different roles of the LEP and partners in the provision of infrastructure and highlights

the progress being made in key strategic projects.

Recommendation

The Board are asked to note the update.

Background

The September board meeting requested an update on the delivery timescales of major

infrastructure projects across Norfolk and Suffolk and beyond where relevant.

The Economic Strategy states that “Infrastructure improvements underpin all our priority places

and themes” so it is critical for the Board and its partners to continue in their role of providing

leadership, lobbying for improvements and securing as well as agreeing funding.

Appendix A outlines the key strategic infrastructure projects which we believe will help to unlock

growth across Norfolk and Suffolk. It is not an exhaustive list of projects being worked on across

the area and there are many key partners involved in the delivery of this infrastructure. The

presentation will be delivered at the Board meeting.

Link to the Economic Strategy

Boosting our infrastructure is central to delivering all our Economic Strategy ambitions. As such

is it a key underpinning priority throughout the Strategy.

Our key policies associated with infrastructure are:

 Build the right kind of housing and commercial space where it is needed

 Use new rail investment to further improve connectivity

 Prioritise digital and physical infrastructure projects

Delivering Norfolk & Suffolk Economic Strategy

•

Make sure that investment markets have the

information they need to take the decision to invest in

infrastructure.

•

Build the right kind of housing and commercial space

where it is needed and integrate infrastructure to build

the communities and places people want to live.

•

Prioritise digital and physical infrastructure projects to

support businesses to develop and provide the space

that new and existing firms need to grow.

•

Commit to further supporting businesses through a

smoother planning system, linking housing and

infrastructure provision with flexible investment plans,

working with Homes England and the Housing Finance

Institute.

•

At a regional level, continue to work with other areas,

Infrastructure improvements underpin

on major physical and digital infrastructure

improvements, and proactively identify opportunities to

all our priority places and themes

create bigger gains across the East.

Strategic Road Network

No more A14 delays in Suffolk

The multi-partner ‘No More A14 Delays in Suffolk’ campaign, led by the

Suffolk Chamber of Commerce is working to secure improvements to the

A14. Improvements would increase GVA by £362m, help to deliver 7,000

new jobs and offer an average journey time saving of 13 minutes per trip

per day. Suffolk Growth Programme Board have recently commissioned

an EIA of A14 road and adjacent rail corridor.

The A47 Alliance, led by Norfolk County Council, has already been successful in

securing a number of improvements to the A47 as part of Highways England’s first

Roads Investment Strategy. Two further schemes are currently being promoted.

In the longer term the A47 Alliance is campaigning for full dualling of the A47 through

its #justdualit campaign with the Norfolk Chamber of Commerce.

The campaigns are being promoted as part of Highways England’s Roads Investment Strategy post 2020 for delivery before

2025. An announcement is expected in 2019.

New Crossings

New Crossings are being progressed in Great Yarmouth, Ipswich and Lowestoft with each having received funding from

Growth Deal and DfT.

Great Yarmouth: Norfolk County Council expect to award the contract for this project by January 2019 after a competitive

dialogue procurement process. The project remains on track to start main works in October 2020 with completion by the end

of January 2023. Local contributions are currently being pursued to support the delivery of the project.

Ipswich: a recent report by Jacobs highlighted a funding gap of £43.2m. Suffolk County Council are currently in discussions

with a number of relevant bodies about closing the funding gap to enable the Upper Orwell Crossings project to proceed.

Lowestoft: the planning application for the new crossing has recently been accepted. The start of the public examination is

expected to begin on 5 December with a decision expected in 2019. Construction is programmed to begin in 2019 or 2020

and is scheduled to complete in 2022. Local contributions are currently being pursued to support the delivery of the project.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 6

Tier 2 Governance Review

Author and presenter: Chris Starkie

Summary

This paper makes a number of recommendations as part of the review of Tier Two Governance

instigated by the PwC review into the LEP’s governance and operations.

It aims to bring into line the governance of advisory boards covering transport, skills, innovation,

inward investment and sectors.

This builds on the work done to improve the Governance of the main LEP board and its boards

responsible for finance and corporate governance.

A diagram of the boards covered by tier one and tier two reviews can be seen at appendix 1.

Recommendations

 The LEP board is asked to endorse the continued role of the LEP Skills Board with its

terms of reference amended in the paper.

 The LEP board is asked to agree to amalgamate the Local Transport Body and Board

into a single forum with greater emphasis on developing and implementing the

Integrated Transport Strategy Delivery Plan.

 The LEP board is asked to agree further work to determine the required composition,

membership and name of the new transport group and produce appropriate Terms of

Reference, ensuring it aligns with other bodies in the second tier Governance review.

 The LEP board is asked to endorse the continued role of the LEP Innovation Board and

approve a review into its Terms of Reference, membership and outputs.

 The LEP board is asked to support a review of the aims, objectives and terms of

reference of the International and Inward Investment Sub-group.

 The LEP board to ask the LEP executive to work with the sector groups to develop

common terms of reference which improve their accountability to the LEP board.

In some cases this will mean developing the existing terms of reference of the groups.

Where the group is part of a membership organisation, this will mean creating a

separate sector group to focus on the leadership and coordination of the sector.

Background

In autumn 2017 the LEP board agreed a plan to implement the recommendations of a report

into the LEP’s governance and operations.

The PwC report made a series of recommendations aimed at strengthening the organisation

and governance of the LEP to ensure it remains best in class.

Further recommendations around governance were then introduced in winter 2017 as part of

the Government’s review of LEP governance undertaken by Mary Ney.

These additional recommendations were implemented alongside the PwC recommendations

during winter 2017 and the first half of 2018.

A third round of governance changes was then adopted by the LEP board in autumn 2018

following the Government’s Review of LEPs which was published in summer 2018.

Having reviewed the PwC implementation plan and the Ney Review, one remaining element of

the PwC plan still needs to be endorsed by the LEP board - the review of Tier Two

Governance.

For context the Tier One Governance structures were agreed by the LEP board at the end of

2017.

That is the terms of reference and scheme of delegation for the LEP board itself, the Audit and

Risk committee, the Investment Appraisal Committee and the Remuneration Committee.

Terms of reference was also agreed for executive team led sub-groups - the Economic Strategy

Coordinating Delivery Board and the LEP Management Committee.

Tier Two Governance covers other boards and groups which sit beneath the main LEP board.

Key Issues

The specific action in the PwC review around tier two governance was as follows:

Formalise the reporting process from the sub-committees, boards and groups to the Board on

the activities undertaken by those bodies. Such updates can range from a regular formal

update papers with request to scrutinise and approve decisions, to an annual or bi-annual

presentation on activities undertaken by the sector groups.

Our review of these groups places them into three categories:

1 Formal sub-boards or sub-committees of the LEP

2 Sector groups

3 Partnership bodies which are supported by the LEP

This paper proposes how the LEP formalises its arrangements for the first two categories of

group. A further paper at a future date will cover the third category.

1. Formal sub-boards of the LEP

These groups have been established by the LEP and are fully accountable to the LEP for their

actions.

The Tier One review covered sub-boards or sub-committees had either a delegated financial or

governance role.

These groups have all been established to provide advice and support to the LEP board on

specific parts of the LEP’s overall remit.

The groups are as follows:

1. New Anglia LEP Skills Board

2. New Anglia LEP Local Transport Body

3. New Anglia LEP Local Transport Board

4. New Anglia LEP Innovation Board

1) Skills Board

The LEP Skills Board was established by the main LEP board to provide focused leadership on

the skills agenda.

It enables a wide body of skills experts to come together to provide advice and support to the

LEP board on the employment and skills agenda.

It also provides a forum for skills providers, the private sector and other bodies such as Job

Centre Plus to work together to support the skills agenda.

Activities have included the development of sector skills strategies and the oversight of a

number of European funded skills programmes.

Its terms of reference were revised in March 2018 to fit in with the PwC review and also to

support delivery of the LEP’s Economic Strategy.

Responsibility for funding of skills projects is currently retained by the LEP board and the

Investment Appraisal Committee, with the Skills Board serving as an advisory body.

The terms of reference are attached at Appendix 2.

The LEP board recently agreed that the private sector chair of the Skills Board would provide

two updates a year on progress being made by the board, which will provide a clear conduit of

information to the LEP board.

We believe the Skills Board fulfils a meaningful role and should be retained in its current form.

To bring fully into line with the LEP’s governance the terms of reference will need a minor

revision - with the board members annual declarations of interest being available online.

Recommendation

The LEP board is asked to endorse the continued role of the LEP Skills Board with its terms of

reference amended as above.

2) Local Transport Body and 3) Local Transport Board

Local Transport Body

Generally, the Local Transport Body oversees the delivery of the LEP’s transport schemes, and

the Local Transport Board advises the LEP on transport related needs and priorities.

The Body is a voluntary committee comprising Norfolk and Suffolk County Councils and New

Anglia LEP. It was formed in 2013 in response to a Department for Transport (DfT) initiative to

devolve the control of capital funds for major transport schemes to Local Enterprise Partnership

(LEP) areas, in line with the Government's localism agenda.

Since the Body was established the way transport funding has been allocated and managed

locally has fundamentally changed. In 2015 Government announced that funding for transport

schemes would be directed through the LEP’s Growth Deal. In response to this, the New Anglia

LEP Board took over responsibility for agreeing funding for the transport projects originally

approved through the Body.

Local Transport Board

The Local Transport Board was set up in 2014 to help shape our local transport system by

bringing together key transport specialists from both local authorities, regional and national

bodies, and transport operators. It was intended to pool their expertise to:

•

Provide strategic direction on transport issues;

•

Understand the partners’ transport ambitions;

•

Ensure the transport network satisfies the needs of business;

•

Allow for the design and shaping of an Integrated Transport Strategy for New Anglia;

•

Assess how New Anglia and partners can best deliver the Integrated Transport

Strategy.

The Local Transport Body’s current role is to:

1. advise to the LEP board which transport investments should be programmed,

2. review and approve individual business cases for those investments, and

3. ensure effective delivery of the programme.

Our recently approved Integrated Transport Strategy is presenting a clearer picture about the

types of transport projects we need to meet the ambitions of our Economic Strategy. Therefore,

selecting which transport projects should be programmed has been made simpler, and to

rationalise our governance it is a role that the Transport Board can undertake.

In January 2018 as part of the implementation of the PwC review, the role of the LEP’s

Investment Appraisal Committee (IAC) was extended to review and approve all LEP investment

decisions. This means that the Local Transport Body no longer needs to perform this function

and presents an opportunity for rationalisation. There are just £375,000 worth of allocated funds

still to be considered within 3 detailed business cases pertaining to separate highway schemes.

These can be considered by the IAC.

The effectiveness of delivery is currently presented to each meeting in a Performance

Management Report (PMR), which includes a Red-Amber-Green (RAG) rating and comments.

This report lacks detail, accuracy and alignment to the wider Growth Deal programme plan.

This can be better achieved through open and frank dialogue between delivery partners and the

LEP Executive, with performance reported up through the LEP Management Committee.

Considering revised local governance arrangements, the majority of LEPs have already

dissolved Local Transport Bodies, with only 9 of 38 LEPs retaining them.

Whilst providing strategic direction on transport issues, the Local Transport Board was tasked

with:

• Acting as a forum for information and expertise sharing, discussion and debate;

• Acting as a powerful advocate for Norfolk and Suffolk on behalf of New Anglia LEP;

• Developing a stakeholder management plan;

• Producing a work programme summarising individual scheme progress;

• Offering recommendations for prioritisation of projects for funding.

In its current form, the Board has provided a useful forum for the sharing of information

regarding all manner of transport related topics, local as well as regional initiatives and projects.

It has discussed a wide breadth of topics, garnered opinion and advise, and supported specific

actions.

Notwithstanding this, it proved difficult to engage the Board in specific workstreams due to its

large and diverse nature. There are opportunities to make the Board more focussed now that

the Integrated Transport Strategy moves towards the implementation phase.

Additionally, the establishment of a Sub-national Transport Forum, Transport East, is starting to

assume responsibility for considering wider regional transport needs and their advocacy,

through which the needs of Norfolk and Suffolk could also be effectively channelled.

Proposal

We propose the amalgamation of the Local Transport Body and Board into a single forum, the

Transport Implementation Group, with an emphasis on implementing the Norfolk and Suffolk

Integrated Transport Strategy.

This proposal involves the dissolution of the Local Transport Body and incorporation of its

functions into alternative LEP governance structures, as follows:

Advise to the LEP board which transport

Transport Implementation

investments should be programmed

Group

Review and approve individual business

IAC (<=£500k)

cases for those investments

/ LEP Board (>£500k)

Ensure effective delivery of the

Management Committee

programme

Focused on a programme of delivery, the Transport Implementation Group will be able to

advise the LEP Board which transport investments should be supported. This approach can

also better align the approval of transport investments with other projects and would remove

duplication between the Body and both the Investment Appraisal and Management

Committees.

While the purpose and ambitions of the Transport Board largely still stand, and the Integrated

Transport Strategy has been adopted, the relationship between a redefined group and the

wider LEP governance could be improved with revised and output focussed terms of reference.

Activities should include:

•

Develop, maintain and execute the Integrated Transport Strategy Delivery Plan,

reporting to the Economic Strategy Co-ordinating Delivery Board;

•

Meet quarterly for discussion and prioritisation of delivery;

•

Manage the work and tasks of members;

•

Produce and execute a Stakeholder Management Plan;

•

Direct the formation and tasks of working groups to tackle specific topics.

It is therefore proposed the Transport Implementation Group is given the following purpose:

“Ensure current & future transport networks meet the needs of both businesses and

residents in order to support economic development & growth.”

This group would offer advice and prioritise transport initiatives and projects, although all future

investments will be subject to the standard process of appraisal, considered by the IAC first and

then if necessary by the LEP Board.

The Transport Implementation Group would also contribute a Norfolk and Suffolk perspective

into Transport East.

The Transport Implementation Group or a subset of it could also act as a task and finish group

for the recently adopted Ports and Logistics Sector Skills Plan. This group would report to both

the Transport Implementation Group and the Skills Board.

Membership

Membership of the Transport Implementation Group will need to be reviewed to ensure the

agreed purpose can be met. District and borough Councils have expressed a wish to be

members, so this will need to be considered as part of this process.

It is proposed that the Chair continues to be LEP appointed and from the private sector.

As part of this process it is proposed the secretariat for the group is transferred to the LEP

Executive Team.

Recommendation:

The LEP board is asked to agree to amalgamate the Local Transport Body and Board into a

single forum with greater emphasis on developing and implementing the Integrated Transport

Strategy Delivery Plan.

The LEP board is asked to agree further work to determine the required composition,

membership and name of this group and produce appropriate Terms of Reference, ensuring it

aligns with other bodies in the second tier Governance review.

4) New Anglia LEP Innovation Board

The Innovation Board was set up in 2015 to provide a focus for decision making and leadership

regarding innovation strategy, programme and project development. Since its inception, it has

championed a number of initiatives including the Government Science and Innovation Audits

and building strategic relationships with national organisations such as Innovate UK and the

Smart Specialisation Hub.

Innovation is at the centre of the Government’s Industrial Strategy and a key focus within New

Anglia’s Local Industrial Strategy. Given this increasing focus, we believe that the Innovation

Board fulfils a meaningful role and should be retained. However, structural changes are needed

to enable the Board to fully support the delivery of the Economic Strategy and Local Industrial

Strategy and to provide wider engagement with innovation stakeholders across the region.

A review of the Innovation Board is currently underway and LEP executive are in the process of

meeting with Innovation Board members individually to get their input into the plans.

The next stage will be to present a revised Terms of Reference, Delivery Plan and Forward

Plan for approval at the next Innovation Board meeting in the new year.

Recommendation

The LEP board is asked to endorse the continued role of the LEP Innovation Board and

approve a review into its Terms of Reference, membership and outputs.

International and Inward Investment Sub-Group

Established in 2017, a small sub group of the LEP board was established to oversee and steer

the international relations, trade, inward investment and place promotion activity of New Anglia

LEP.

In light of emerging opportunities as a result of national sector deals, international trade deals,

the Local Industrial Strategy and the drive for stronger collaboration and promotion to attract

new investment to Norfolk and Suffolk, there is a need to review this group.

An assessment of its aims, objectives and Terms of Reference will be undertaken with

recommendations on enhancing membership and developing a focused strategy and delivery

plan for 2019-20.

Recommendation

The LEP board is asked to support a review of the aims, objectives and terms of reference of

the International and Inward Investment Sub-group.

Sector Groups

The Economic Strategy identifies nine priority sectors and in most cases sector groups have

been the primary point of reference and voice for these sectors. They are not part of the LEP’s

governance structure but provide specialist advice and intelligence to the LEP on behalf of their

sector.

LEP sector groups come together as communities of interest and as such, are expected to be

self-motivated and set their own general objectives within the framework of the Economic

Strategy.

Some groups were established pre-LEP, which means they have their own governance

structures and remit. Others were set up in partnership with the LEP and are much more

aligned and engaged with LEP priorities and strategic aims.

Examples of the different business models include the East of England Energy Group

(EEEGR), Visit East Anglia and TechEast which are private companies, charging for

membership and operating independently to the LEP. The New Anglia Cultural Board, Food

Drink and Agriculture Board and Cultural Creative Industries Group were set up with the LEP

and work closely with us on sector development initiatives.

Sector Groups provide an essential service to the LEP, acting as proactive ambassadors of the

LEP, supporting the development and delivery of the Economic Strategy, and providing sector-

focussed input into a variety of policy, strategy development and programmes.

However, the groups that function best for the LEP’s strategic aims retain a strong focus on

sector development.

For example, the New Anglia Cultural Board is a strategic, proactive group which has a clear

role: to provide a focus for decision making and leadership regarding cultural issues,

opportunities, strategies, programmes and projects. This model has enabled a series of

successful initiatives, such as the £1m Start East, the sector’s first business support

programme which has so far helped more than 350 businesses in the sector to start up, grow

and create jobs.

Similarly, the project Look Sideways East has contributed to a 16% increase in the number of

cultural tourists visiting our region. The Cultural Board is considered nationally as an exemplar,

accounting for the quality of delegates from across the country at the recent summit.

Where the organisation acting as sector group is a private limited company - especially

servicing a membership - the strategic focus on the Economic Strategy is less defined, with

sector development just one of a series of competing priorities.

A new model is currently being tested by the visitor economy sector. A new sector group, the

New Anglia Visitor Economy Board is being constituted in partnership with Visit East Anglia

(VEA).

VEA will retain responsibility for business activity including tourism promotion, but sector

development and leadership will be the responsibility of the new Board. VEA could provide the

management of the new sector board - but wold be accountable to the LEP not the VEA board.

The sector group will provide leadership of sector development initiatives such as delivering the

sector skills plan, bidding for external funding and acting as the voice of the sector. Critically it

will be accountable to the LEP and able to support the LEP board’s Economic Strategy.

We believe this model should be extended to other sector groups which are currently run by

membership bodies.

Each of the remodelled sector groups would therefore have a clearer focus and terms of

reference which connect more with the LEP board.

Recommendation:

The LEP board to ask the LEP executive to work with the sector groups to develop terms of

reference which make them accountable to the LEP board.

In some cases this will mean developing the existing terms of reference of the groups.

Where the group is part of a membership organisation, this will mean creating a separate sector

group to focus on the leadership and coordination of the sector.

Summary of recommendations:

 The LEP board is asked to endorse the continued role of the LEP Skills Board with its

terms of reference amended in the paper.

 The LEP board is asked to agree to amalgamate the Local Transport Body and Board

into a single forum with greater emphasis on developing and implementing the

Integrated Transport Strategy Delivery Plan.

 The LEP board is asked to agree further work to determine the required composition,

membership and name of the new transport group and produce appropriate Terms of

Reference, ensuring it aligns with other bodies in the second tier Governance review.

Appendix 2

New Anglia LEP Skills Board

Terms of Reference

Revised March 2018

Purpose

The Skills Board exists to support the growth of an inclusive economy with a highly skilled

workforce where skills and employment provision meets business need and the aspirations

of individuals. It oversees the development of a skills and employment system to help enable

business growth and enhance the employment and progression prospects for individuals

working and living in Norfolk and Suffolk.

The Board provides the collective leadership and a strategic steer for skills and employment

activity across Norfolk and Suffolk to deliver on this objective.

Role of the Board

The Skills Board:

• develops and supports key skills and employment interventions

• provides a strategic steer for the LEP Board on the employment and skills agenda

• lobbies to achieve required freedoms, flexibilities and resources and raise the profile

of New Anglia

• collaborates proactively to identify barriers and opportunities in delivering these key

interventions

• galvanises the wider employer base to be involved in skills development

• provides coordination across the the skills system

Operation

The Skills Board is chaired by a member of the Board representing the private sector.

The Skills Board Chair reports directly to the LEP Board.

If a vote is required on any matter it will be decided on a simple majority with the Chair

having the casting vote.

The Board will determine the frequency and timing of meetings according to the programme

of work required.

Wherever possible the Skills Board uses SMART targets to drive the delivery of key projects.

Managing Conflicts of Interest

Members of the Board will be asked to complete an annual declaration of their interests

(based on a financial year) which will be held on record.

At the beginning of each meeting Members are also required to declare to the Chair any

conflicts of interest specifically pertaining to the agenda items to be discussed.

Membership

The membership of the Skills Board will be reviewed at a frequency of at least every three

years and as agreed by the Board itself. Each review will lead to Skills Board Members

either being reappointed or relinquishing their membership of the Board.

At least half the Skills Board members should represent the interests of private sector

businesses. This includes members from a range of sectors and business types/sizes, and

location.

Private Sector - At least nine representatives drawn from across Suffolk and Norfolk and

ensuring a spread of representation of our key sectors and varying sizes of employers.

Members are selected through an open call for nominations and a process agreed by the

Board. In addition, both the Chambers of Commerce and the Federation of Small

Businesses are invited to nominate representatives.

Post 16 and Further Education - 5 representatives comprising of 4 Post-16 Principals and

a representative for independent (private or VCS post-16 provider). Members are selected

by the Norfolk and Suffolk Principals Group and the New Anglia Learning Providers Group

respectively.

Higher Education - 1 representative. Nominated by the three HEIs within Norfolk and

Suffolk.

Local Authorities - 1 Councillor each from Suffolk and Norfolk County Council. Nominated

by the respective authorities.

Job Centre Plus - DWP District Manager.

Government Agencies - support for the Board provided by Government departments such

as the Education Skills Funding Agency and BEIS.

Officer Support - support for the Board provided from the LEP Executive Team, Suffolk

County Council and Norfolk County Council. Officers are non-voting members.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 7

LEP Deputy Chair Appointment

Author: Chris Starkie

Summary

This paper proposes a process for the appointment of a deputy chair of the LEP.

This follows the board decision at the October board meeting to agree to the appointment of a

deputy chair by February 28^th 2019.

Recommendation

The board is invited to agree the process for the appointment of deputy chair as set out in the

paper.

Background

At last month’s board meeting the LEP board agreed a number of proposals to comply with the

governance requirements emanating from the Government’s Review of LEPs.

One of these was the appointment of a deputy chair by February 28^th 2019. This paper sets out

a process for that appointment to be undertaken.

Key issues

One of the recommendations of the Government’s LEP Review was that all LEPs should have

a deputy chair.

Whilst not explicitly stated that this individual should be from the private sector, we have had a

very strong indication from Government that the expectation is that it would be from the private

sector.

This was accepted by the LEP board at its meeting in October and it was agreed to have a

deputy chair in place by February 28^th 2019.

The LEP’s articles of association already permit a deputy chair, but we do not currently have a

published policy in place on how the deputy chair is appointed.

The proposed approach is based on the principles in the agreed process for the appointment of

chair.

Stage 1

The chair notifies all board members of the vacancy and requests nominations from private

sector board members. This can be done formally at a board meeting, or by email to all board

members. The nominations process must be open for a minimum of 14 days.

Stage 2

Potential candidates put themselves forward in writing to the chair.

Those nominated must be 1) one of the private sector board members and 2) willing and able

to serve as deputy chair for a three year term.

Each nomination should have a proposer and a seconder. The proposer and seconder can be

from the public or private sectors.

Stage 3

The outcome of the nominations process (stage 2) is considered at the next available board

meeting.

If there is only one nomination, that candidate is duly appointed, subject to ratification at that

board meeting by the board.

If more than one board member is proposed then there is a secret ballot of all board members

at that board meeting on the basis of one director one vote.

In the event of a tie fresh nominations are sought, and the election process re-run.

Issues to consider

The main issue to consider is in the eventuality that no candidate is willing to put themselves

forward to be deputy chair.

One option would be to expand the board to specifically recruit a deputy chair.

However our recommendation is that approach is not followed as this would further change the

balance between public and private sector representatives.

Instead the recruitment of a deputy chair would take place when there is a vacancy for a private

sector board member. This would mean leaving open the post of deputy chair for a period of

time.

Therefore stage 4 would look like:

Stage 4

In the event of no candidate putting themselves forward the post of deputy chair would remain

unfilled until a private sector vacancy occurs on the board.

At that point the first available private sector vacancy would be advertised as the role of deputy

chair.

Next steps

If this process is agreed by the board, the chair can seek nominations in order for the board to

consider the nominations at its January meeting.

Recommendations

The board is invited to agree the process for the election of deputy chair as set out in the paper.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 9

Brexit

Author: James Allen Presenter: Chris Starkie

Summary

The LEP’s role in assisting businesses pre- and post-Brexit covers four headings.

1 Providing Brexit intelligence to Government.

2 Providing information to businesses on changes brought about by Brexit.

3 Work to shape the future funding landscape for business support.

4 Identify changes to LEP and other programmes to react to opportunities and threats posed by

Brexit.

The Board will be updated on progress and proposed actions in each of these headings. This

report focuses on heading 2 - the information which will be provided to businesses.

In addition the report also responds to a request at the October board for an analysis of the

impact of Brexit on the LEP’s programmes.

Recommendation

The Board is asked to note the contents of the report

Background

As we near the official date for the UK’s departure from the EU (29^th March 2019), the LEP has

set out its proposed role in assisting businesses through Brexit by ensuring government truly

understands the opportunities and challenges faced by businesses across Norfolk and Suffolk;

providing those businesses with useful information regarding how they can prepare for Brexit

and what they can be doing to Brexit-proof their business for the coming years; lobbying for the

future funding landscape to be fit for purpose post-Brexit; and ensuring that LEP programmes

react to the opportunities and challenges posed by Brexit.

LEP activity & proposed actions

The LEP commissioned Metro Dynamics to carry out a detailed assessment of the potential

impacts of Brexit on the workforce, regulations, trade and funding for key sectors across Norfolk

and Suffolk, which was published in November 2017. This report provided businesses with

details on the key issues for them to be assessing internally and checking within their supply

chain to prepare in advance of Brexit.

New Anglia LEP is working closely with counterparts in the LEP Network to share best practice

regarding the provision of information to the business community on changes brought about by

Brexit. This has been a useful exercise and the provision of detail from LEPs and Growth Hubs

greatly varies.

New Anglia Growth Hub will be an extremely valuable resource in providing post-Brexit advice

and support to the business community once the future UK-EU relationship has been defined

and the opportunities and challenges for business become more evident.

The LEP will increase the visibility of the provision of information/advice to businesses across

Norfolk and Suffolk through the creation of a dedicated Brexit webpage.

The LEP is proposing to set up a Brexit webpage on both the LEP and Growth Hub websites,

which will provide businesses with the headline information regarding the process of

negotiations and signpost businesses to useful notices / checklists / reports that detail how they

can prepare for certain scenarios and ensure that their business is Brexit-ready.

This webpage will also enable businesses to provide feedback on whether they have begun to

prepare for Brexit and whether there are opportunities and/or challenges that they are facing as

the UK leaves the EU.

For example, this website would signpost businesses to the following pieces of information:



The Government has published a series of technical notices in the case of a ‘no deal’

Brexit. These informative notices cover a wide range of issues for businesses, including

funding; driving and transport; farming and fishing; importing and exporting; labelling;

regulation; taxation; personal data and consumer rights; energy; environment; state aid;

seafaring; travel; and students. The East of England European Partnership has since

published a document comparing the Government’s technical notices with guidance

from the European Commission.



In July 2018, the Home Office published an employer toolkit on the EU Settlement

Scheme, which will open in March 2019.



In September 2018, the Migration Advisory Committee published its final report on EEA

migration in the UK. The report states that if free movement ends and the Tier 2 scheme

is extended to EEA citizens, the salary threshold at £30,000 should be retained and the

list of eligible occupations should be expanded to allow employers to hire migrants into

medium-skills jobs. The report does not recommend an explicit work migration route for

low-skilled workers, except for a seasonal agricultural workers scheme.



The British Chambers of Commerce published a Brexit checklist and risk register to

assist businesses with their planning at both operational and board level.



The Federation of Small Businesses has published a small business Brexit pack,

covering five different Brexit scenarios and providing advice on continuity planning.



Confederation of British Industry has a great deal of information on the different Brexit

scenarios, assessments of negotiating documents, factsheets and insight from sister

federations that have different relationships with the EU.



Institute of Directors has created a Brexit hub with information on Brexit implications and

guidance for businesses to prepare themselves and plan ahead.



EEF has designed a Brexit step-by-step guide and a Brexit toolkit which allows

companies to sign up to and assess the cost of trading with the EU post-Brexit.

Impact of Brexit on LEP projects

Since the last board meeting we have carried out an initial analysis of the impact of Brexit on

the LEP’s programmes.

From a funding perspective - the majority of LEP programmes are funded via central

Government funding which is already in place or committed.

The Growth programme is funded through £12m of ERDF funding. However the Government

has agreed to underwrite this programme in the event of a no deal Brexit.

Brexit of course may have an impact on demand for our programmes. Growing Places Fund,

Growing Business Fund and the Growth Programme, programmes with a predominantly

commercial developer and SME customer base are the most likely of the LEP interventions to

experience a negative impact from Brexit in terms of demand for the interventions, all of which

require private match from the applicant.

A review of the existing information held by the LEP and the Growth Hub on client reports and

the CRM system indicates limited feedback, positive or negative to date from SMEs on the

potential impact of Brexit.

That doesn’t mean there is no impact positive or negative - simply we do not have the

evidence.

Current levels of demand for project support suggests that the smallest projects, under £125k in

value are unaffected and larger projects of £1m-£2m are often proceeding regardless. There

has been a reduction since the summer in numbers of mid-range projects of £400k-£1m total

value.

To better understand the potential impact of Brexit on SMEs and thereby the potential impact

on the LEP programmes, a short survey will be designed and sent to all of the Growth Hub

direct business contacts, some 8,000 regional businesses, to be returned by the end of the year

and to be reported back by the January 2019 meeting of the LEP board.

This will enable the LEP to better evaluate the impact of Brexit on the business community as

well as the impact on our programmes.

Recommendation

The Board is asked to note the contents of the report

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

Summary

This report provides an overview of LEP team activities since the June board, structured around:

1) Programmes

2) Strategy

3) Engagement

4) Operations and Finance

The media dashboard is attached as an appendix to the report

Recommendation

The board is asked to note to contents of the report.

Programmes

This section provides a headline update on the LEP’s main programmes.

Growth Deal

Good progress is being made in terms of spend on the Growth Deal, with over £19m spent to

date, with £8.6m paid out in Q2 and £5.2m already claimed in Q3. Full details can be found at

item 12.

Emily Manser, the previous Growth Deal Manager left the LEP on 9 November. Following a

full recruitment process, with the role advertised externally and a number of strong candidates

interviewed, Jonathan Rudd, current Growth Deal coordinator, has been promoted to the

manager role.

The Coordinator role will be backfilled to ensure sufficient resources are available to manage

the current Capital Growth Programme call and to deliver the Growth Deal funding in full by

2021. Until the vacancy is filled, other members of the programmes team will provide delivery

support.

The Capital Growth Programme call has generated 22 enquiries for funding to date. All initial

enquiries and requests for information or applications are being processed within 2 working

days. Completed applications will receive an initial assessment and response within 5 working

days of submission. The fund closes to applications on 11 January 2019 and the LEP Board

will review shortlisted applications at is March board meeting.

Growing Places Fund

The Winerack project in Ipswich has now drawn down the full LEP loan allocation of £5m. It is

anticipated that the first of the 149 dwellings proposed for the development will be available for

occupation by the spring of 2019.

The Malthouse development in Ipswich has also now drawn down the full LEP loan allocation

of £600k and work is progressing well on the conversion of the former maltings and nightclub

building into business units.

There is ongoing interest from new projects requiring finance through the Growing Places

Fund, with 15 projects in the pipeline for funding support.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

Growing Business Fund

The Growing Business Fund spend position has now exceeded the initial budget allocation of

£2.8m for the 18/19 financial year. With continued interest and a healthy commitment level,

the eventual outturn on the programme is expected to exceed the total budget allocation by up

to £1m. The overspend position helps to support the overall Growth Deal spend requirement

and will be managed by reviewing the budget allocation for the programme across future

delivery years.

Although the project pipeline has reduced in recent months, average project sizes have

increased, maintaining the grant award and expenditure levels.

Growth Programme

At the end of October 2018, the Small Grant Scheme passed the original spend target for the

first three years of the programme of £1.53m grants paid to SME projects. The current

accelerated spend position has ensured an excellent start to the 3-year programme extension,

with over £400k of grants paid to projects in the period September to November, levering in

more than £1.6m of private match funding.

Innovative Projects Fund

The project call, which closes on 21 December 2018 has generated 26 enquiries to date. Lead

contact within the LEP is now Tanya Nelson, who recently joined the LEP and also has

oversight of the Enterprise Zone Accelerator Fund. Short listed applications will be considered

by the Investment Appraisal Committee at is March 2019 meeting.

Strategy

This section provides an update on the work being undertaken by the LEP’s strategy team

since the last board meeting. This includes work around skills, infrastructure and transport.

Economic Strategy

The Economic Strategy Delivery Co-ordinating Board (ESDCB) has now been established

and the first two meetings have taken place. Terms of Reference have been agreed with

meetings held every 6 - 8 weeks and scheduled to coincide with LEP Board meetings.

A high-level delivery plan has been shared with the Strategy Board for their consideration.

There are several gaps in activity and this is the priority of focus for the Board in the first

instance. Once we are confident that all activity has been captured, the Board will prioritise up

to 12 strategic objectives to focus on over the next 12 months.

A map of activity taking place geographically to deliver the Economic Strategy is being

developed and will be published in the Spring.

Local Industrial Strategy

On 24^th October, Chris and Lisa met with Joe Manning, Deputy Director in the Cities and Local

Growth Unit, lead for Local Industrial Strategy, and his colleagues leading on evidence and

policy cross Whitehall groups. Joe explained that they are still working on the details of how

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

government will codesign and sign off LIS’s with all LEPs but further guidance is expected

before the end of the year. Our approach to developing a LIS for Norfolk and Suffolk was

presented and was given the green light.

Work continues, on stress testing existing evidence and mapping the evidence to identify gaps

and appropriate methods to fill them. A communications and engagement strategy has been

drafted and we are looking to start stakeholder engagement early in the Spring to help inform

and develop the evidence base. We will be using a range of methods and tools to do this,

including digital communications, on-line surveys and business engagement events.

We are also planning to hold events for LEP Board, Local Authority Leaders and Sector

Leads. Our aim is to hold these events in February, June and September and dates for these

events will be confirmed in the next few weeks.

Sector Deals

The LEP has been actively involved in bidding in to the Nuclear Sector Deal’s Supply Chain

and Productivity Improvement Programme working with Nuclear Heart of South West LEP,

Cumbria LEP, AMRC and BEIS to negotiate the joint bid. Ahead of the Offshore Wind Sector

Deal, the LEP has been working with colleagues including EEEGR to promote the assets and

strengths that exist in the East.

Brexit

An update paper focusing on LEP activity & proposed actions has been provided for the

Board. Since the last Board the LEP has approached local authorities to further discuss

Brexit. A meeting took place with Suffolk County Council and representatives from the districts

on 8^th November. The LEP has also attended an East Suffolk Brexit roundtable on 9^th

November. A Brexit webpage has been set up on the LEP website.

Skills

Eastern Institute of Technology

The stage 2 Application is being drafted and reviewed by partners ready for submission by

November 21^st.

An employer event was held on October 29^th to encourage more businesses to support the

development and delivery of the curriculum. The LEP has been fully engaged in discussions

with the universities and colleges to ensure the governance model is suitable for all involved.

Good progress is being made.

Digital Funds

At the end of October, two applications were submitted to DCMS. The first was for a Local

Digital Skills Partnership (LDSP) and the second was for the Digital Skills Innovation Fund.

Both funds have the focus on ensuring that we have in depth knowledge of the gaps in digital

skills in the region and put in pilot projects to address them.

If successful, the LDSP will provide funding to employ a member of staff to drive the initiative

and will involve spend time in DCMS each month transferring findings direct to the

department.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

Sector Skills Plans

Skills Reach are developing four further sector skills plans - Emerging Technology, Education,

Creative Industries and Clean Tech. Support has been given to establish the focus and

introductions were appropriate. These need to be completed by the end of March due to the

ESF guidelines.

Transport

Local Transport Board Meeting - 27 November

The next meeting of the Local Transport Board will take place on 27 November. The meeting

will receive an update from Network Rail on the progress of the Ely area improvement scheme

as well as consider Highway’s England’s Lower Thames Crossing consultation. The Board

have agreed to align their meeting schedule to ensure appropriate feed into Transport East

going forward.

Transport East - 17 December

The LEP has recently attended an officer meeting tasked with developing a compelling

economic narrative for Transport East. A wider stakeholder event is being planned for 17

December at Trinity Park, Ipswich.

LEP Network - ports and logistics - 23 November

This meeting was proposed by New Anglia LEP in order to discuss wider issues around the

sector. The event is the first of its kind and it is hoped that all LEPs with assets in ports and

logistics will attend.

Great Eastern Main Line Taskforce

Work on the Network Rail Study on the Great Eastern Main Line commenced in Summer

2018. The purpose of the Study is to assess the rail infrastructure enhancements needed to

support passenger growth on this route, improve journey times, and enhance the journey

experience for all passengers. The technical work as part of this study is expected to be

complete in December 2018, with a draft report prepared in January 2019.

This work will feed into a wider economic study and development of a revised business case

reflecting growth plans along the line and maximising the opportunity offered by the new fleet

of trains. Consultants will be appointed to undertake the wider economic study and develop

the revised business case - which will be published in Spring 2019.

Stakeholder engagement events are being arranged for Friday, 1^st February 2019 and Friday,

12^th April. The purpose of these events is to inform stakeholders of the contents of both

studies and to build understanding of the challenges and opportunities which will drive

improvements and growth on our region’s railways.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

Infrastructure

Local Energy East Strategy - Local Authority Workshops - 2 November

Norfolk and Suffolk Delivery Plan workshops took place on 2 November and looked at what

we need to do to deliver on the Strategy’s ambitions moving forward. The workshops

prioritised low carbon supply and new electricity infrastructure, the outputs of which will be

worked up into a Delivery Plan alongside other feedback we received during the Strategy’s

endorsement process. This work will sit alongside the Norfolk and Suffolk Economic Strategy

Delivery Plan.

Greater South East Energy Hub - 9 November

The Greater South East Energy Hub is a collaboration of eleven LEPs who are working

together to increase the number, quality and scale of local energy projects being delivered

across the South East of the UK. A Hub Board meeting is scheduled for 9 November and the

LEP will be in attendance. Regular sessions are planned between the LEP, the Regional Hub

Manager and the Norfolk and Suffolk Project Manager to ensure our ambitions are well

understood.

National Infrastructure Commission - 27 November

The LEP will be hosting the National Infrastructure Commission at a roundtable event on 27

November. The event will focus on building a digital society, low cost low carbon energy,

revolutionising road transport and reducing the risks of drought and flooding.

Engagement

This section covers engagement activity with local stakeholders, including local authorities,

local businesses and MPs. It also covers activity with Government and our wider international

activity. The Communications and Engagement Dashboard is included as Appendix 1 to this

report.

Showcasing The East at MIPIM UK

Norfolk and Suffolk was once again promoted under the joint brand of the East at the two day

MIPIM UK event in London last month. This is the East’s third appearance at MIPIM UK, the

UK’s largest property and investors exhibition. 38 development sites were promoted for

investment across every district in Norfolk and Suffolk, its most comprehensive offer

yet. These are all located in key growth areas for the region, including Great Yarmouth and

Lowestoft, King’s Lynn, Ipswich, Norwich, and the A11 and A14 corridors.

Over 100 enquiries were handled on the first day of the event alone, including some interest

from overseas delegates. Enquiries are actively being followed up by the New Anglia LEP and

Local Authority partners who attended and supported the event across the two days.

A special ‘East’ business reception was also held on the first day of MIPIM UK with key note

speakers Sir Edward Lister, Chairman of Homes England, John Howard, developer of The

Winerack in Ipswich, and Chris Starkie, New Anglia LEP, highlighting the investment potential

of Ipswich, Norwich and other key locations to a captive audience.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

Beyond the Hype: Re-Wiring the Growth Agenda: 8-9 November

New Anglia Cultural Board hosted a cultural summit at the National Centre for Writing, Dragon

Hall. The summit, which was hosted by ITV Arts Editor Nina Nannar, explored how cultural

and creative industries can contribute to economic growth. New Anglia LEP is widely

considered to be a national exemplar for its support for the cultural sector, and over one

hundred delegates from cultural organisations and LEPs from across the country came to

learn how this relationship could be replicated in other parts of the UK.

The agenda saw presentations from a wide range of leaders and experts, including Arts

Council, Heritage Lottery Fund and British Council, discussing topics such as cultural place-

making, talent pipelines and soft power. New Anglia LEP were represented by Doug Field and

Chris Starkie who talked about New Anglia’s views on localism and its commitment to

inclusive growth.

Several Government Departments attended, including Department for Culture Media and

Sport and Cities and Local Growth Unit, illustrating the significance of the event at a national

level.

The summit was successful in raising the profile of New Anglia LEP nationally. In addition, a

set of key actions were identified by delegates, with a commitment to work collaboratively in

order to better to evidence the economic value of the sector to policy makers and funders.

National Park Review

Chris Starkie represented the LEP at a dinner hosted by the Broads Authority with Julian

Glover. Julian has been asked by the Government to conduct a review of National Parks, to

examine their current role which has changed little since the parks were first established.

The review will examine if this role is still appropriate, and whether there need to be changes

to enable the national parks to be relevant for future generations.

EEEGR Westminster Reception

Chris Starkie represented the LEP at the East of England Energy Group’s Westminster

reception. The reception, attended by around 100 delegates was a positive opportunity to

highlight the importance and relevance of the East’s energy sector to the UK.

The LEP’s energy sector skills plan was singled out for praise by one speaker - the chief

executive of the Engineering Construction Industry Training Board.

LEP Network Activity

New Anglia LEP continues to participate in a number of national workstreams being

coordinated by the LEP Network. These follow the Government’s LEP Review and a new set

of expectations from Government about the role and remit of LEPs.

In particular Chris Starkie is a member of the group looking at the Government’s new National

Assurance Framework. This is the set of rules all LEPs need to adhere to and form the basis

for each LEP’s Local Assurance Framework.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 10 - Chief Executive’s Report

Author: Chris Starkie

A new National Assurance Framework is due to be published by the end of the year, with

LEPs expected to update their Local Assurance Frameworks by April 1^st 2019.

We are aiming to have our new LAF completed for sign off at the March 2019 board.

In addition Chris Starkie is working with four other LEP chief executives on a new Peer

Review process to assist LEPs self regulate and share best practice.

Operations and Finance

This section provides an update for the board on any key operational matters as well as a

headline summary of the LEP’s core finances. More detail on finances can be found in agenda

item 12.

Core Finances

Management accounts for period ended 31 October 2018 - year to date income is £923k with

an operating surplus of just under £36k, this is ahead of budget by just over £26k

Operating cash balance is £555k which is in line with management expectations

Personnel

Working Well

We have introduced an employee engagement initiative under the banner Working Well.

Working Well is committed to helping every member of the LEP improve their health and

wellbeing, and to encouraging participation in the broader community.

A number of online training courses have been communicated to the team and job shadowing

opportunities are being offered as part of our focus on ongoing learning. An internal newsletter

with contributions from the LEP Executive (and pictures!) is sent out to the team every two

weeks.

Enterprise Adviser Network

We continue to work with colleagues from Norfolk County Council and Suffolk County Council

on the TUPE transfer of staff. The process has been complex and we now hope to have this

concluded by early December.

Recommendation

The board is asked to note to contents of the report.

Communications &

Engagement October 2018

Appendix 1

This dashboard shows outcomes and impact of communication during October

through owned media - the information which we control and issue ourselves - and

earned media (third-party outlets). (*Refers to pre-GDPR numbers)

Owned media - social media and e-newsletters

October ‘18

October ‘17

Average Twitter engagements per day (likes,

72.2

37.1

retweets, expansions etc.)

Twitter Engagement Rate

1.5%

0.9%

Number of Twitter followers

7,271 (up 79

6,503 (up 93)

monthly)

Number of LinkedIn company page followers

496 (up 76)

N/A

E-newsletter: open rate

N/A

22.3%*

E-newsletter: click-through rate

N/A

20%*

Earned media - coverage achieved through third-party outlets

October ‘18

October ‘17

Coverage of our press releases achieving coverage in

100%

target media list (EDP, EADT, Lynn News, Ipswich

Star, Bury Free Press, BBC, ITV)

Average coverage achieved per press release

4 articles

1.5 articles

Top Tweet - 105 engagements 502 media views

A video announcing the new

£19m call for capital projects,

including a link to the website

story, generated more than 100

engagements and was viewed

more than 500 times.

Growth Deal Performance Report

31/10/2018

Programme Overview - What is the Growth Deal?

• Programme duration: April 2015 - March 2021.

• Value: £223m (excluding funding awarded directly to Norfolk County Council).

• Aims: to boost the region’s skills, drive innovation, target support to help small businesses to grow and improve transport and infrastructure.

• Contribution to the Economic Strategy: estimated to create 54,750 new jobs, 6,800 new homes and to generate an additional £628m public and private investment.

Capital Projects

Growing Places Fund

Growing Business Fund

EZ Accelerator Fund

Total £m

£163

£28

£17

£15

£223

What is the Overall Programme Status?

Finance

Amber

Slippage on this year's allocation.

Outputs

Green

On track to meet our forecast outputs.

Delivery

Green

Some slippage on the delivery schedule has occurred but is still within the required government parameters.

What are our Key Updates?

• Programme progress: generally good and no projects have significant variations. There is still up to £19.096m of funding to allocate in the Autumn Funding Call.

• Key successes / achievements: Funding call now live and generating significant interest.

• Key concerns: Slippage on this year's allocation remains a concern, although the team is working hard to monitor this & encourage some projects to bring forward spend where possible.

What is our Financial Position?

Financials (£ million)

Actual

Forecast

Financial Year

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

Total

Brought Forward

0.000

12.008

0.000

19.189

11.459

-4.472

Gov Allocation

36.900

38.549

41.334

34.660

24.662

47.412

223.517

Spend [Act/Fcst]

-24.892

-50.556

-22.145

-40.890

-33.592

-18.844

-190.921

Unallocated

0.000

-1.500

-7.000

-24.096

-32.596

Carried forward

12.008

0.000

19.189

11.459

-4.472

0.000

Spend progress quarter by quarter:

2018/19 Expenditure Profile

•Bulk of Q3 Expenditure Claims due Dec 18/Jan 19.

Unallocated £32.596m

•Capital Projects £19.096m

•Enterprise Zone Accelerator Fund £13.5m

Q1-18/19

Q2-18/19

Q3-18/19

Q4-18/19

Qtrly Forecast

10.857

7.896

12.637

9.500

Qtrly Claims

6.108

8.616

5.209

Remaining spend

34.783

26.167

20.958

What is our contribution to the Economic Strategy?

Quarter/ year:

2 (Jul-Sept) 2018

Forecast to

Outputs - cumulative from April 2015 to Quarter 2 2018/19

Actual to date

Progress

Change

2021

New Homes

196

545

36%

New Jobs

1672

1,808

92%

+61

New Learners

428

2,522

17%

Match Funding (‘Non-LGF Expenditure’)

£231.3m

£510.5m

45%

+£23.3m

Note: in line with government reporting, this data refers to the previous quarter. The forecasts have now been updated for the year, as requested by government.

• Homes: forecast to be met by development of housing sites adjacent to Bury St Edmunds Relief Road, Lynnsport Access Road.

• Jobs: forecast to be met primarily through Growing Business Fund.

• Learners: forecast to be met following construction of new learning centres, particularly East Coast College and West Suffolk College.

• Match funding: forecast to be met following completion of projects, particularly large scale infrastructure projects.

What is the Project Delivery Status?

Overall:

Green→

Physically

Significant

Under

Complete

On track

Small Variation

Total Projects

Complete

Variation

Development

Black

Blue

Green

Amber

Red

Purple

Change

-1

• Projects complete: Industrial units on Phoenix Park Enterprise Zone(South Lowestoft) built and open for business.

• Projects change / callout: following initial slippage, East Coast College now likely to increase drawdown of grant; Cefas grant agreement in place.

• Projects new and being developed: 7 in development following approvals from the Board earlier this year.

What are the Next Steps?

• Manage and appraise bids for the Funding Call to allocate the remaining Local Growth Fund.

•Projects under development for application to Enterprise Zone Accelerator Fund.

•Develop pipeline of future projects to meet the ambitions of the Economic Strategy in preparation for the UK Shared Prosperity Fund.

Appendix 1 - Growth Deal Performance Report

Below is an update on all Growth Deal projects, reflecting the ‘Project Status’ section of the

Performance Report.

Purple: Snetterton Employment Area- approved by the board in March 2018, to upgrade

the electricity capability at the Snetterton employment site. Grant agreement is with applicant

for signature. Small amount of grant drawdown expected in 2018/19 financial year.

Purple: Bacton to Walcott Coastal Management Scheme- approved by the board in

January 2018, to extend the life of sea defences at Bacton & Walcott villages and protect

nationally important Bacton Gas Terminal. Negotiations are progressing to put a grant

agreement in place. Work to commence in 2019.

Purple: Eye Airfield Access Link Roads- approved by the board in May 2018, to construct

two new roundabouts and a link road to unlock Eye Airfield for development. Grant funding

letter will be issued once SCC confirm required profile, possibly slipped to 2019/20.

Purple: Snape Maltings Flood Defences- approved by the board in May 2018, for physical

flood barrier to protect the Maltings & nearby houses from a 1:20 year tidal surge event.

Works will begin in the Autumn (2018). Grant funding letter is issued, waiting for acceptance.

Purple: Great Yarmouth Flood Defences- approved by the board in May 2018, to upgrade

or replace existing sea defences to protect more homes, business & critical infrastructure.

The Environment Agency are now developing the final business case before the LEP

develops the grant agreement for 2019.

Purple: A140 Hempnall Roundabout- approved by the board in May 2018, to construct a

roundabout on the A140 to improve congestion and safety at the junction and support

delivery of housing at Long Stratton. Grant funding letter will be issued when NCC highways

team confirm required profile; drawdown of funds not expected until 2019.

Purple: Honingham Thorpe Food Enterprise Park- approved by the board via written

procedure on 12 Jul 18, for initial access infrastructure works to enable site development.

Amber: Enterprise Zone Accelerator Fund- majority of funds still require allocation toward

co-investment with local authority partners. At the Enterprise Zone Development Group on

15 May 2018, partners were encouraged to submit an expression of interest for their

proposals.

Amber: Norwich Area Transportation Strategy - City Centre Package- Although we

anticipate an overall overspend, the project is ‘amber’ as delivery of Phase 3, the Prince of

Wales Road and Rose Lane gyratory, was delayed pending public consultation, and requires

further extension to the funding timeline.

Amber: Norwich Area Transportation Strategy - A11 Corridor- work in progress. The

project is ‘amber’ as there continues to be uncertainty in the delivery and expenditure

associated with the Daniels Road scheme.

Amber: Attleborough Sustainable Transport Package- major delay occurred in 2017 due

to public consultation, with £1.2M of funds moved backward into the 2018/19 financial year

and similar slippage into the two following years. Planned delivery of most schemes have

now been delayed an additional few months and risks slowing the drawdown of grant further.

Amber: Great Yarmouth Transport Package- delivery of cycle and pedestrian schemes

has improved following delays due to extensive consultation. Overall progress remains

slower than anticipated, although NCC have established a team to plan and manage delivery

of this extensive package.

Amber: West Suffolk College Engineering and Innovation Centre- Phase 1 to acquire

the premises using Growth Deal funds is complete. After a delay to occupation, Phase 2 for

part refurbish of the building was approved by the board in May 2018. The Grant Agreement

is almost in place and work will start October 2018. Cashflow not confirmed by contractor.

Green: Growing Business Fund (See Performance Report on the fund).

Green: Growing Places Fund (See Performance Report on the fund).

Green: Suffolk Broadband Programme.

Green: A47/A1074 Longwater Junction, Norwich

Green: Beccles Southern Relief Road

Green: Ipswich Transport Package (‘Ipswich Radial Corridor’).

Green: Thetford Transport Package.

Green: Ipswich Cornhill.

Green: East Coast College Energy Skills & Engineering Centre

Green: Norwich Northern Distributor Road.

Green: Great Yarmouth Rail Station Interchange.

Green: Great Yarmouth Third River Crossing

Green: Ely Area Rail Enhancement Scheme.

Green: Cefas Marine Science Hub - Grant Agreement Signed 16 Oct 18.

Green: Lowestoft Flood Risk Management Project.

Blue: Easton & Otley College Construction Training Centre.

Blue: College of West Anglia University Centre.

Blue: Lynnsport Access Road (King's Lynn).

Blue: Bury St Edmunds Eastern Relief Road.

Blue: King's Lynn Innovation Centre.

Blue: Ipswich Waterfront Innovation Centre.

Blue: International Aviation Academy Norwich

Blue: South Lowestoft Industrial Estate - Phoenix Park officially opened.

Blue: Bury St Edmunds Sustainable Transport Package.

Black: Upper Orwell Crossing Feasibility study.

Black: Lowestoft Third Crossing Feasibility study.

Black: Haverhill Innovation Centre.

Black: Growth Hub Programme.

Black: Sudbury Western Bypass Study.

Black: Felbrigg Junction Improvement.

Black: Norfolk Broadband programme.

Growth Deal Dashboard

LEP Name

New Anglia LEP

Growth Deal Performance

Area lead comments

This Quarter:

Q2_1819

Deliverables Progress

Financial Progress

Financial Year

2015-16

2016-17

17-18

18-19

19-20

20-21

Total

This Quarter

15-17

Total

LGF Award

Housing

17-18

18-19

19-20

20-21

21-25

£36,900,000

£38,548,555

£41,334,111

£34,659,957

£24,661,848

£47,412,132

£223,516,604

Houses Completed

176

196

Forecast for year

150

200

155

545

Financial Year

15-17

Total

Progress towards forecast

18%

36%

LGF Outturn

This Quarter

17-18

18-19

19-20

20-21

Actual

6,157,798

75,448,535

28,621,444

8,247,970

112,317,949

Jobs

Forecast for year

35,655,941

75,448,555

28,621,445

35,655,941

40,620,053

£ 24,074,211

204,420,205

Jobs Created

173

1,345

137

1,655

Progress towards forecast

17%

100%

23%

55%

Apprenticeships Created*

Jobs including Apprenticeships

181

1,352

139

1,672

LGF Expenditure

Forecast for year

370

588

393

370

246

211

1,808

Actual

10,026,256

73,695,338

22,489,457

16,133,922

112,318,718

Progress towards forecast

17%

31%

344%

37%

92%

Forecast for year

43,541,697

75,448,555

22,489,457

43,541,697

40,620,053

£ 24,074,211

206,173,974

* Apprenticeships included within jobs totals prior to 2017

Progress towards forecast

23%

98%

100%

37%

54%

Skills

Non-LGF Expenditure

Area of new or improved floorspace (m2)

3,944

4,849

8,793

Actual

23,317,133

51,667,508

£ 154,112,825

25,559,755

231,340,087

Forecast for year

3,944

4,849

6,125

14,918

Forecast for year

287,924,511

51,667,508

36,444,499

£ 287,924,511

54,447,406

£ 80,011,000

510,494,924

Progress towards forecast

100%

59%

Progress towards forecast

100%

423%

45%

Number of New Learners Assisted

153

275

428

Total LGF + non-LGF Expenditure

Forecast for year

835

333

835

899

383

2,522

Actual

33,343,389

£ 125,362,846

£ 176,602,282

41,693,678

343,658,805

Progress towards forecast

213%

83%

17%

Forecast for year

331,466,208

£ 125,362,846

58,933,956

£ 331,466,208

95,067,459

£104,085,211

714,915,680

Progress towards forecast

10%

+100%

+300%

+13%

+0%

48%

Transport

Length of Road Resurfaced

0.0

Length of Newly Built Road

0.0

1.4

2.5

0.0

3.9

Length New Cycle Ways

0.0

Project RAG Ratings

Contractual Commitments (manual entry)

Previous Quarter

This Quarter

Previous Quarter

This Quarter

15-17

17-18

18-19

19-20

20-21

Total

Project Name

Q1_1819

Q2_1819

Project Name

Q1_1819

Q2_1819

Forecast

Actual

Easton and Otley College

Great Yarmouth Third River Crossing

Variance

College of West Anglia

Lowestoft Flood Risk Management

Lynnsport Access Road

Ely Area Rail Capacity Enhancement

Bury St Edmunds Relief Road

Enterprise Zone Accelerator Fund

Commentary

Kings Lynn Innovation Centre

Cefas Marine Science Hub

Growing Business Fund

Bacton to Walcott Coastal Management Scheme

Growing Places Fund

Eye Airfield Access Link Road

West Suffolk College

Snape Maltings Flood Defence

N/A

Norfolk Broadband Programme

Great Yarmouth Flood Defences

N/A

Suffolk Broadband Programme

A140 Hempnall Roundabout

N/A

A47 Longwater Junction

Hoiningham Thorpe Food Enterprise Park

N/A

Norwich Area Transportation Strategy (NATS) C

Running Costs

Norwich Area Transportation Strategy (NATS) A

Ipswich Waterfront Innovation Centre

International Aviation Academy

Beccles Southern Relief Road

Haverhill Innovation Centre

South Lowestoft Industrial Estate

Sudbury Western Bypass Study

Attleborough Sustainable Transport

Bury St Edmunds Sustainable Transport

Great Yarmouth Transport Package

Ipswich Radial Corridor Improvements

Section 151 Officer Approved

Thetford Transport Package

Name

East Coast College

Felbrigg Junction Improvemnet

Signature

Ipswich Cornhill

Snetterton Employment Area

Norwich Northern Distributor Road

Date

Great Yarmouth Rail Station Interchange

New Anglia LEP quarterly economic dashboard - Q1 2018/19

Data as of October 2018, covering period April-June 2018

Labour market

Economic output & growth

Housing market

Associated Economic Strategy (ES) indicators

NOTE: Proxy metrics (used below) are leading indicators used to informally track quarterly trajectory and

context - actual progress of ES indicators will be officially reported annually (Feb)

Comparator profile - Q1 18-19

Leading indicators show local la-

The regional economy of the East - en-

Local housing delivery

bour market conditions remain

compassing Norfolk and Suffolk as well as neigh-

grew steadily between

positive heading into Q2 of the

bouring counties - experienced a slight upturn in

April and June when com-

financial year.

growth over Q2 and remains one of the strongest

pared to the previous

performing regions in the country, according to

quarter. The rate of new

The employment rate for prime-

the IHS Markit Purchasing Managers’ Index (PMI)

build completions in-

aged workers (78.4%) continued

creased after the dip in the

to increase between April and

A recognised barometer of short-term economic

previous quarter which

June, and sits comfortably ahead

activity, an index reading above 50 signals an in-

was largely attributed to

of the UK average (75.6%).

crease in activity (i.e. growth in economic output),

the adverse weather (“Beast from the East”).

whilst a reading below 50 signals a decline. The greater divergence from 50, the

This has largely been driven by more people moving into the labour market from

greater rate of change indicated.

The growth in new home delivery provides a positive outlook for future delivery

unemployment, with the unemployment rate dropping sharply from 4.3% to 3.6%

aims. Unsurprisingly, delivery remained well below the OAN (Objectively Assessed

which mirrors a wider national trend of falling unemployment rates.

Between April and June, regional managers reported a slight upturn in economic

Need, which was used to inform the setting of the ES indicator) desired delivery for

activity with a PMI reading of 54.8, up from 54.4 in Q4 17-18. Whilst this does not

Some regional comparators such as the South West (3.0%) and wider East of England

the two counties. Since 2012, this desired level of delivery has been reached in only

represent a substantial increase in economic activity, it remains comfortably ahead

(3.3%) have even lower unemployment rates. The national picture is still positive, but

one quarter (out of 26).

of the UK average (54.1) and remains one of the highest regional ratings.

slightly less so, with a 4.1% unemployment rate, but this still represents the lowest

Demand remains buoyant, with prices continuing to accelerate during the quarter.

national unemployment rate since pre-1980s.

Such a trend is a positive step towards the ambition for £17.5bn of additional

However, the 0.5% quarter-on-quarter increase in the average price of a new build

growth in the local economy. With further positive signs around the productivity

The rate of job creation locally increased from the previous quarter indicating im-

property lagged behind the UK average of 1.1%. But New Anglia did outpace the

ambition when considering the continued stable rate of job creation.

proving labour market conditions.

Eastern region (0.2%) with prices just shy of the £280,000 mark.

Therefore, progress towards the associated ES indicators likely remains steady, but

This contributed to an increase in affordability pressures though, with the average

with a positive outlook moving forward in 2018-19.

new build property now costing almost 11x the gross earnings of the average full

time worker in the two counties, up from 8x five years previous, and above the UK

average (10x) also.

New Anglia LEP programme outputs dashboard - Q2 2018/19

Data as of November 2018

Jobs created

Private sector investment unlocked

New dwellings supported

Primary Economic Strategy (ES) indicators supported

Delivery, this quarter (Q2 Jul-Sep 2018):

261

Delivery, this quarter (Q2 Jul-Sep 2018):

£45.1m

Delivery, this quarter (Q2 Jul-Sep 2018):

Delivery, year to date (2018-19 financial year):

844

Delivery, year to date (2018-19 financial year):

£56.4m

Delivery, year to date (2018-19 financial year):

Delivery, cumulative to date (2012-):

7,823

Delivery, cumulative to date (2012-):

£347.6m

Delivery, cumulative to date (2012-):

562

Though typically small-scale and limited in terms of direct tangible out-

With a proven track record of creating jobs and supporting employment

LEP programmes continue to leverage in significant private sector invest-

puts, LEP programmes still have a demonstrable role in supporting the

opportunities in the local economy, LEP programmes have a demonstra-

ment, helping to unlock jobs, housing, capital and growth. In fact, the IMF

delivery of new homes and leveraging in resources to unlock sites and

ble and clearly measurable impact on the ambitions of the ES and associ-

estimates every £1 of private sector investment can stimulate a further £3

development.

ated indicators.

of economic growth, highlighting its direct impact on the delivery of the

aims and ambitions in the ES.

After a spike in delivery over 2016-17 (attributable to a large-scale devel-

Between July and September, some 261 new jobs were directly created

opment in North Walsham) delivery throughout the 2017-18 financial

by LEP programmes in Norfolk and Suffolk. Enterprise Zones, Growing

Delivery was extremely positive in Q2 - with £45.1m of private sector in-

year was subdued, though this specific output does follow a volatile and

Business Fund and Business Growth Programme continue to be the pri-

vestment unlocked between July and September, more than the entire total

unpredictable pattern of delivery (which in turn makes target-setting dif-

mary drivers of this growth..

for FY 2017-18.

ficult).

The overall target for jobs created during 18/19 remains achievable due

Targeted delivery for 2018-19 financial year stands at £70.0m. With 80% of

The dip in the output of dwellings to 0 in Q2 follows a similar pattern

to a number of high profile Growing Business Fund projects where capi-

the output target already delivered it is likely this this stretching goal will

from the 2017-18 financial year. Housing outputs are reliant on a limited

tal works are underway and outputs will be claimed during Q3 and Q4.

be met by the end of the financial year.

number of individual projects supported by the LEP, with outputs report-

ed at the point of practical completion . The Winerack project in Ipswich

is a typical example of this, with 149 dwellings expected to be recorded

by Q4 of the current year .

Target, this year (2018-19 financial year):

1,950

Target, this year (2018-19 financial year):

£70.0m

Target, this year (2018-19 financial year):

200

Delivery, year to date, as % of target:

^A43%

Delivery, year to date, as % of target

^G80%

Delivery, year to date, as % of target:

^R6.5%

New Anglia LEP programme outputs dashboard - Q2 2018/19

Data as of November 2018

New businesses created

Jobs paying above the median salary*

Learners & apprenticeships supported

Primary Economic Strategy (ES) indicators supported

Delivery, this quarter (Q2, Jul-Sep 2018):

31%

Delivery, this quarter (Q2, Jul-Sep 2018):

Delivery, year to date (2018-19 financial year):

164

Delivery, year to date (2018-19 financial year):

23%

Delivery, year to date (2018-19 financial year):

Delivery, cumulative to date (2012-):

1,085

Delivery, cumulative to date (2017-):

27%

Delivery, cumulative to date (2012-):

809

The scale and breadth of the LEPs activity within enterprise support

Delivering quality jobs though its programmes and interventions - particu-

LEP programmes play an important role in creating and supporting new

means it has a vital and unrivalled role to play in supporting and stimu-

larly in terms of remuneration - is important for the LEP to achieve the aims

learners and apprenticeships, ensuring a demonstrable impact on the

lating the uplift in enterprise required to achieve the aims and ambitions

and ambitions around inclusive growth and its associated ES indicators.

ambitious skills-related aims of the ES and associated indicators.

of the ES.

Between July and September, 31% of new LEP-supported jobs* were pay-

Much like Q1 2018-19, delivery for Q2 has been subdued, though this

Quarterly delivery continued to show positive momentum, with LEP pro-

ing above the median wage as a starting salary. This was a strong improve-

output does follow a particularly volatile and unpredictable pattern of

ment on Q1 delivery, with a increase in the number of higher level roles

delivery (and thus is difficult to forecast and set targets for).

grammes supporting the creation of 77 new businesses in the second

created in Q2 sharply constrasting with the above average number of entry

quarter of the year. This means that the LEP has now broken the 1,000-

Data for September new learner numbers across skills projects operat-

-level roles that were created in Q1.

mark for business creation since 2012.

ing an academic year will be captured in the Q3 dashboard report.

A target for a third of all new jobs to be paying above the median salary

This has ensured continued momentum towards the ambitious target of

Growing numbers of capital projects supported through the Growth

has been set for the forthcoming year, a slight uplift on historic delivery.

250 new businesses over the 2018-19 financial year, which is targeting a

Deal will increase the numbers of learners achieved compared to previ-

rate of delivery a third higher than that delivered historically.

*Please note currently data is only available for two LEP programmes;

ous delivery years.

Growing Business Fund and the Small Grant Scheme. Stated totals may

therefore not be reflective of LEP delivery as a whole.

Target, this year (2018-19 financial year):

250

Target, this year (2018-19 financial year):

30%

Target, this year (2018-19 financial year):

450

Delivery, year to date, as % of target:

^G65%

Delivery, year to date, as % of target:

^R1%

New Anglia LEP quarterly economic dashboard - Q1 2018/19

Data as of October 2018, covering period April-June 2018

Business & enterprise

Earnings & income

Skills & qualifications

Associated Economic Strategy (ES) indicators

NOTE: Proxy metrics (used below) are leading indicators used to informally track quarterly trajectory and

context - actual progress of ES indicators will be officially reported annually (Feb)

Comparator profile - Q1 18-19

After surging post-2012, local enterprise

After the stationary wage growth of the

Part of Norfolk and Suffolk’s

rates have continued to ease over recent

previous financial year, the first quarter of

‘earnings gap’ can be explained by the

quarters (even when accounting for sea-

the year saw a continued but small upturn in

lower density of highly skilled (and thus

sonal volatility). Though this trend has

advertised earnings with growth of 0.4% be-

higher paying) job opportunities in the

been replicated across the rest of the

tween April and June.

two counties. Between April and June,

country, this slowdown is much more pro-

just under half - 45.6% - of all job op-

Though advertised salaries are only one in-

nounced locally (see smoothed trend

portunities in the two counties required

teraction of wages in the labour market, this

above).

a degree level qualification (Lever 4

provides a reassuring boost towards the

equivalent and above), compared with

A tighter labour market (in particular high

challenge of boosting wages and supporting

61.2% across the UK.

employment) and challenging trading conditions in entrepreneurial sectors (such

higher-paid job opportunities locally.

as retail, food and construction) may be contributing factor to this slowdown.

Positively, higher skilled job opportunities are beginning to increase in number after

Progress remains positive when compared to the rest of the country, in fact, the me-

easing off over the 2012-16 period (the slowdown reflecting a relative - though by

Between April and June 2,125 businesses were registered in the two counties,

dian advertised salary across the UK has failed to see any substantial increase over

no means exclusive - shift in job creation to traditionally lower skilled occupations

equating to just under 22 registrations per 10,000 residents. This means that local

the past two years, whilst some regions have even experienced contractions.

and industries).

residents are almost 50%

Sectoral profile - Q1 18-19

And though median advertised salaries locally are still some 17% below the UK aver-

less likely to register a

Recent progress has helped the local area ‘close the gap’ with the rest of the UK

age (£25k against £30k), this gap has closed by some 5 p.p. (percentage points) on

business than those else-

though - the gap between the relative share of job opportunities that are highly

the same quarter in 2015.

where in the country, a gap

skilled has closed by 4 p.p. since 2016.

that has stubbornly persist-

Though this means progress towards the ambitious ES indicator likely remains stable,

The positivity of such short term trends shows a potentially faster than expected

growth potential remains more positive than large parts of the UK.

ed in recent years.

progress towards the associated ES indicator.

Within the context of the

associated ES indicator, this

likely means that delivery

will remain positive but

stable, and again disap-

pointing compared to na-

tional and regional averag-

es.

New Anglia Local Enterprise Partnership Board

Wednesday 21^st November 2018

Agenda Item 12

Finance Report

Author: Keith Spanton; Presenter: Rosanne Wijnberg

Summary

This report provides board members with an update from the finance department on the LEP’s

finances to the period ending 31 October 2018. The report includes confidential appendices:

Appendix A - core management accounts period ended 31 October 2018

Appendix B - core monthly and year to date graphs

Management accounts

The LEP’s core income and expenditure account and graphs for the month ended 31 October

2018 are shown in confidential appendix A and B.

Year to date - 31 October 2018

Headline figures for the six months are: Total income £923,944 of which £436,331 represents

core contribution with recharges and other income of £487,613 making up the balance. Costs to

31 October total £888,283 leaving a surplus of £35,661, ahead of budget by £26,074. Details of

any larger variances will be explained at the board meeting

Recommendation

The Board is invited to note the contents of the report.

New Anglia LEP Board Forward Plan - 2019

Date

Venue

Forward Looking

Governance & Delivery

30^th January

The Innovation



Aims and Objectives for the Year

 Election of deputy Chair

Centre, University of

 Board Succession Planning

Suffolk

 Growth Programme Performance Report

 Enterprise Zones Performance Report

27^th February

The Ideas Factory,



Place Branding in Norfolk & Suffolk

 Private Sector Board Appointments

Norwich University of

 Economic and Programme Dashboards

the Arts

 Growth Deal Performance Report

27^th March

Birketts Solicitors,



 LEP Delivery Plan and Budget

Ipswich

 Capital Growth Programme Projects

 LEP Local Assurance Framework

 Enterprise Zones Performance Report

 NAC Bi-Annual Report

 Agritech Report

April

No Board Meeting

23^rd May

Norfolk



 Revenue Call Projects

 Growth Programme Performance Report

 Economic and Programme Dashboards

26^th June

Suffolk



 Enterprise Zones Performance Report

 Growth Deal Performance Report

 Agritech Report

23^rd July

Norfolk



 Draft accounts

 Growth Programme Performance Report

August

No Board Meeting

25^th September

Suffolk



 Enterprise Zones Performance Report

 Economic and Programme Dashboards

 Growth Deal Performance Report

 NAC Bi-Annual Report

 LEP AGM

30^th October

Norfolk

 Growth Programme Performance Report

 Agritech Report

27^th November

Suffolk



 Economic and Programme Dashboards

 Growth Deal Performance Report

December

No Board Meeting

Standing Items: Brexit, Chief Executive’s Report, Finance Report, Board Forward Plan