New Anglia Local Enterprise Partnership Board Meeting

Wednesday 19^th September 2018

10.00am to 12.30pm

The Bleriot Room, The Aviation Academy, Anson Road, Norwich, NR6 6ED

Agenda

No.

Item

Duration

Welcome

20 mins

Apologies

Declarations of Interest

Actions / Minutes from the last meeting

Forward Looking

45 mins

Place Brand Development for Norfolk and Suffolk

Update

Economic Strategy Delivery Plan

For Approval

Local Industrial Strategy

For Approval

Governance and Delivery

15 mins

LEP Review

For Approval

Break

10 mins

Governance and Delivery

60 mins

Chief Executive’s Report

Update

10.

Programme Performance Reporting

For Approval

Update & For

11.

September Programme Performance Reports

Approval

12.

Finance Report including Confidential Appendices

Update

13.

Board Forward Plan

For Approval

14.

Any Other Business

Next Meeting:

10.00am - 12.30pm, 18^th October 2018

Venue:

Sizewell B Vistor Centre, Leiston, Suffolk. IP16 4UR

New Anglia Board Meeting Minutes (Unconfirmed)

20^th June 2018

Present:

Doug Field (DF)

East of England Coop

John Griffiths (JG)

St Edmundsbury Borough Council

Matthew Hicks (MH)

Suffolk County Council

Steve Oliver (SO)

MLM Group

Andrew Proctor (AP)

Norfolk County Council

William Nunn (WN)

Breckland District Council

David Richardson (DR)

UEA

Alan Waters (AW)

Norwich City Council

Jeanette Wheeler (JW)

Birketts

Lindsey Rix (LR)

Aviva

In Attendance:

Corrienne Peasgood (CP)

Norwich City College (For Nikos Savvas)

Warren Ralls (RaW)

LEP Network (Guest)

Vince Muspratt (VM)

Norfolk County Council

Sue Roper (SuR)

Suffolk County Council

Shan Lloyd (SL)

BEIS

Paul Winter (PW)

Skills Board (For Item 9)

Chris Dashper (CD)

New Anglia LEP (For Item 12)

Hayley Mace (HM)

New Anglia LEP (For Item 7)

Julian Munson (JM)

New Anglia LEP (For Item 8)

Lisa Roberts (LiR)

New Anglia LEP (For Item 9)

Chris Starkie (CS)

New Anglia LEP

Helen Wilton (HW)

New Anglia LEP

Rosanne Wijnberg (RW)

New Anglia LEP

Actions from the meeting: (20.06.18)

None

Welcome from the Chair

Doug Field (DF) welcomed everyone to the meeting including Corrienne Peasgood deputising for Nikos

Savvas and Warren Ralls from the LEP Network. DF also welcomed new Board members Matthew Hicks

and William Nunn.

Apologies

Apologies were received from: Nikos Savvas, Sandy Ruddock, Dominic Keen, Johnathan Reynolds,

David Ellesmere and Tim Whitley.

In Memorium

The meeting held a minute’s silence in memory of Cllr Cliff Jordan who passed away earlier in the month.

Declarations of Interest

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

Item 12: Honingham Thorpe Food Enterprise Park - Jeanette Wheeler

Introduction - David Richardson

David Richardson (DR) gave the meeting a presentation on the UEA providing details of the wide range

of activities carried out at the university including environmental studies, clean energy, digital skills and

heath.

DR also provided details on the network partners engaged with the UEA and the ongoing work to bring

together the private and public sectors in development projects.

Minutes of the last meeting 23^rd May 2018

The minutes were accepted as a true record of the meeting held on 23^rd May.

Actions from last meeting updated as follows:

Item 6 Enterprise Zones

To receive further information on the make up of jobs on EZs and the rationale for companies

moving into the zones. Work is ongoing and will be presented back at the September Board

Place Branding

Hayley Mace (HM) presented the paper on Place Branding which outlined plans for further

development of a single place brand for Norfolk and Suffolk (currently branded as The East).

HM proposed tendering for a branding agency to progress the work to develop the brand

messages, the visual identity and to carry out testing of the Brand as it is developed. The Board

was asked to agree funding of £50,000 for the first stage of brand development and also to agree

the timeline of activity.

The Board was asked to note proposals for the second stage of work, which included the creation

and implementation of a set of marketing tools likely to include an online portal. The second stage

of work will be funded, in part, by the successful ERDF Invest East bid.

Chris Starkie (CS) noted that this will not replace any established brand but will complement

existing more local or sectoral brands.

The meeting discussed the importance of having an overarching brand but noted that it was

important to have a clear picture of existing brands so that their clarity and positioning was not

diluted

Steve Oliver (SO) stressed that the current picture of multiple brands was not sufficiently clear

but these would be brought together under one brand with a clear communications strategy.

Jeanette Wheeler (JW) noted there were other similar brands across the country which sat

above other sub-brands without confusion.

HM confirmed that she had researched the costs from agencies and other similar work already

carried out nationally and by other LEPS and that the £50k requested was competitive.

Matthew Hicks (MH) asked for more detail on the costs of the 2^nd stage of the work.

Julian Munson (JM) advised that the ERDF funded Invest East project would include funding

for this work and £148,000 would be allocated to the second phase which included marketing

and events.

Alan Waters (AW) asked whether there would be any review points included along the process.

HM confirmed that this could be built into the tender brief.

The Board agreed:

 To note the content of the report

 To agree funding of £50,000 for the first stage of brand development

 To agree the timeline of activity.

Inward Investment

JM provided the Board with a presentation on the Inward Investment Strategy.

It was highlighted that the strategy did not just cover investment from overseas but also

domestic companies investing in the region, the expansion of existing companies and also the

retention of businesses already operating in the region.

JM described the progress made since the last Board paper in 2017, ongoing work and details

of overseas investment in eastern counties over the past year.

JM also reviewed the proposed delivery model stressing that the strategy needed to include the

varied offers available from the region including systems, services, science and technology and

skills and talent. Board members were updated on current work aimed at building international

relations across the world including that centred on the Guangdong province in China.

The meeting was advised that the £1.8m ERDF Invest East project would be starting in

September 2018. This will focus on how investment leads are drawn into the local area and

providing specific support enabling a business to develop its investment proposal.

The meeting discussed the importance of producing a strategy under a single brand. AP noted

that the joint working with partners needed to be highlighted within the strategy and CS

confirmed that it was based on a collaborative approach.

DR noted the importance of making the right first impression when establishing links with

Guandong and that many businesses already have such links with the province and these

could be built on and steered by the LEP.

The Board agreed:

 To endorse the approach and development of the Inward Investment and International

Strategic Framework set out in the paper

 To support the launch and activity of the Invest East ERDF business support / inward

investment project

 To approve the investigation of a suitable inward investment agency delivery model

 To consult with the county councils on a pilot project to advance relations with Guangdong

province in China

Skills

Paul Winter (PW) presented the Board with an update on the work of the Skills Board over the

past year and the challenges faced by the region in relation to skills.

He reviewed the Skills Board vision and delivery steps which form part of the Economic Strategy

Delivery Plan and reiterated the four ‘key messages’ of the Skills Board which Board members

were requested to support and champion.

The importance of lobbying Government was stressed and DF confirmed that this issue had

been raised at the LEP Network meeting with the Prime Minister.

The Board agreed:

 To note the content of the report

 To endorse the Skills Board vision and delivery steps

 To champion the ‘key messages’ of the Skills Board.

Enterprise Adviser Network

CS presented the paper on the Enterprise Adviser Network (EAN) highlighting the bid to host a

careers hub, the progress made by the EAN and the recommendation to bring the programme

within the LEP.

Board members were advised that the EAN has encountered challenges in recruiting enterprise

advisers, the churn of staff within schools and commitment from schools following the initial

expression of interest.

Corrienne Peasgood (CP) asked whether there was any link between those schools who have

not engaged and those who have received initiatives and funding from elsewhere. CS felt that

the biggest influence on engagement was the approach of the Headteachers as not all saw the

benefit of engagement with the EAN.

MH noted that there were many similar schemes which could make the options for schools

confusing. CS replied that this approach was designed to clarify this for schools.

The Board agreed:

 To approve further 12 months funding for the EAN at a value of £135,000

 To endorse the development of the Careers Hub and the integration of its management

with the EAN

Local Energy Strategy

Lisa Roberts (LiR) presented the paper on the Local Energy Strategy to the Board.

The Board was advised that responses have been requested by 6^th July however the deadline

will be extended to allow local Authorities to complete their endorsement processes.

90 applications have been received for the role of Regional Hub Manager with New Anglia LEP

being part of the interview panel.

The Board agreed:

 To endorse the Local Energy Strategy

 To agree the next steps regarding the Strategy’s Delivery Plan

Capital Growth Programme - Honingham Thorpe Food Enterprise Park - Confidential

The Board agreed:

 For the executive team to develop a supplementary paper for the IAC to review

 For the recommendation from the IAC to then be considered by the full board by written

procedures

Revenues Funding Framework

CS presented the paper produced on the proposed revenue funding framework for Pot C

income.

SO asked whether there were established Governance criteria for the call for innovative

projects from external partners.

CS advised that these would be included in the framework which would be developed before

being presented to the IAC.

The Board agreed:

 To approve the allocation of £135,000 set aside in Pot C for core LEP costs to fund the

Enterprise Adviser Network for 18/19

 To approve the allocation of £100,000 from Pot C towards the LEP projects budget for

18/19

 To approve the allocation of £500,000 from Pot C towards the call for innovative projects

from external partners which will help deliver the Economic Strategy

Growth Deal Quarterly Dashboard

CD reviewed the paper and the quarterly dashboard for submission to Government.

AW asked whether a further breakdown of the details of the jobs created was available.

CD confirmed that they were all FTEs but further work would be required to ascertain the

quality of jobs provided.

CS advised that this dashboard was as set out as per Government requirements however this

detail would be built into the ongoing development of BPRs which would be presented after the

summer.

SO queried the delivery of housing which appeared to be behind target. CD confirmed that

outputs were delivered on an ad hoc basis as developments were completed and so figures

would increase on completion.

The Board agreed:

 To endorse the dashboard

Chief Executive’s Report

CS asked the Board for any questions on his report.

DF updated the meeting on the meeting of LEP Chairs with the Prime Minister on 19^th June

where the PM had expressed support for the work of LEPs across the country. DF thanked

Warren Ralls for organising the event.

The Board agreed:

 To note the content of the report

Finance Report

Rosanne Wijnberg (RW) reviewed the finance report and asked for questions from the Board.

As the July LEP Board has been cancelled it was proposed that the Annual Accounts would be

issued electronically for approval by email in July.

The Board agreed:

 To note the content of the report

 To receive the Annual Statements via email for approval following the recommendation

of the Audit and Risk Committee.

Board Forward Plan

CS reviewed the items to be covered at the September Board.

The Board agreed:

 To note the content of the plan

Any Other Business

John Griffiths (JG) asked whether substitutes can attend the IAC as well as the Board.

Next meeting:

Date and time of next meeting:

10.00am - 12.30pm, 19^th September 2018

Venue: The Aviation Academy, Norwich

Actions from New Anglia LEP Board Meetings

Date

Item

Action

Update

Actioned By

Status

23/05/2018

Enterprise Zones

To receive further information on the make up of jobs on EZs and the rationale

See update paper following the Action Log

Complete

for companies moving into the zones.

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 measures of

Analysis is ongoing and will be incorproated into

LiR

On-Going

success

the Local Industrial Strategy

22/11/2017

Business Performance

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

CS has been in communication with the Combined

On-Going

Reports

Authority and a paper will go to a future Combined

Authority Board meeting

Board Actions Update

23/05/2018: NALEP Board Action: “To receive further information on the make up of

jobs on the EZs and the rationale for companies moving into the zones”

Response from New Anglia LEP Enterprise Zone Team:

The vast majority of companies moving onto our Enterprise Zone sites are doing it for

reasons of expansion. This shows up as net jobs on our monitoring returns. Furthermore a

number of the District Councils (Collection Authorities) operating the rate grant rebate have a

displacement check on their processes that avoids this possible distortion.

It should be noted that the full expansion might not be immediate as companies are

sometimes taking on larger premises with a view to employing more staff in the future as

they gain new contracts/work.

A few firms also move into larger premises on the zones because they provide modern

premises to allow them to operate in a more productive way. The rate grant incentive of

course ends in March 2021 (for Space to Innovate EZ) and in reality, is modest in relation to

the costs of moving premises.

The average rate grant award is below £25k per annum and even for five years this is only a

modest contribution to company operating costs. There have been a limited number of

occasions where a company move is driven by consolidation rather than growth. In these

circumstances the prism by which it is examined is the risk of jobs being lost to the New

Anglia area i.e. job retention.

An analysis has been carried out for the Great Yarmouth and Lowestoft Enterprise Zone as

the data is a better quantifiable base of data to monitor increase and decreases in

companies as the zone has been in place for a number of years (the Space to Innovate EZ

has only been in situ for 2 ½ years).

After analysing the Great Yarmouth & Lowestoft monitoring data, as collected over the past

7-year period, of those businesses that have expanded they have, on average, taken on

30% more staff since they moved an Enterprise Zone site.

We have had only one business (out of 52) which has decreased its staffing from 65 to 23.

This is entirely related to the downturn in the oil and gas sector, but the company have

remained afloat without any public sector assistance and are still pivotal in the energy sector

in the coastal region.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 5

Place Brand Development for Norfolk and Suffolk : Agency introduction

Author: Hayley Mace and Julian Munson Presenter: Steve Oliver

Summary

This paper outlines an introduction to the agency selected to carry out the place brand

development work for Norfolk and Suffolk.

Background

In June 2018, the Board agreed funding for the first stage of place brand development. A tender

was issued following the Board meeting and 20 submissions were received, with high quality

entries from agencies across the UK.

The submissions were reviewed and scored by Hayley Mace, Julian Munson and the three

members of the Board steering group for the project - Steve Oliver, Jeanette Wheeler and Sandy

Ruddock. Six agencies were invited for interview, with Steve Oliver, Sandy Ruddock, Julian and

Munson and Hayley Mace sitting on the panel.

A joint submission from Ipswich-based CMS and Jacob Bailey was selected by the interview

panel. They have placemaking and branding experience, working with a number of towns, cities

and Business Improvement Districts across the UK. As part of the Savills group, CMS can offer

access to input and testing on international investors which will be of significant benefit to this

project.

An inception meeting was held on 30^th August to discuss plans for stakeholder engagement

sessions, which will take place over the coming months.

Neil Prentice (Jacob Bailey) and Fiona Wright (CMS) will give a brief introduction to their proposal

and timeline at the September Board meeting. It is envisaged that work will be completed by the

end of January 2019, with the final project findings to be brought back to the LEP Board in

February 2019.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 6

Economic Strategy Delivery

Author: Lisa Roberts Presenter: Lisa Roberts

Summary

This paper provides an update on the Economic Strategy delivery plan and sets out the

proposed concept of game changers which would boost delivery and deliver material impact on

the Economic Strategy Ambitions. Appendix A which accompanies the report is a more detailed

presentation which will be delivered at the board meeting.

Recommendation

The Board is asked to:

 Note the progress the development of the Economic Strategy delivery plan for the

Economic Strategy;

 Agree the concept of developing game changers.

Background

Since the Economic Strategy was published in Autumn 2017 work has been underway to

develop delivery plans. There have been three stages to development - mapping existing

activity, identifying gaps and identifications of innovative solutions.

All three stages have involved engagement with a wide range of partners including businesses,

business intermediary groups, Local Authorities, education providers and the Voluntary and

Community Sector to help shape delivery (see pages 5 & 6 of appendix A).

We have continued to enhance and evolve the evidence base which has helped to shape and

support interventions. The publication of a range of national and local strategies and plans has

also been considered.

The Economic Strategy Delivery Coordinating Board (ESDCB) has been established meeting

for the first time on 4^th September (see page 12 appendix A).

Delivering the Economic Strategy

Delivery of the Economic Strategy started the day it was signed off with several existing

projects and interventions already contributing to the delivery of the strategy. As highlighted in

the Strategy it is not being delivered by one partner alone or by one strand of investment.

There are two levels of delivery - local and strategic.

 Local - The ambitions and priorities that were agreed in the Strategy provide the

direction and strategic case for a wide range of partners to develop their own plans and

interventions that contribute to achieving our shared ambitions. Several local partners

have reviewed their own strategies and plans to align with the Economic Strategy,

shaping the right approach to delivery locally - in ‘Places’.

 Strategic - Our priority themes are those economic-wide opportunities where the

evidence shows that investment and collaborative action will have the greatest impact

on our ambitions. A strategic delivery plan has been developed using the Objectives

Key Results approach (see page 9 Appendix A) . The plan links directly to the objectives

set out under each of the themes detailing the collaborative activities and interventions

which will deliver them. It is a living document which will evolve over time.

The ESDCB will be responsible for driving and coordinating the delivery of the strategic

plan, discussing delivery plan gaps and identifying innovative solutions to deliver the

objectives. Members of the board will also act as champions for the strategy and liaise

with local plans and places to facilitate join up.

Game Changers Concept

There are three game changer opportunities that have emerged through the engagement

session and the evidence (page 11 appendix A). These are opportunities where focused

collaborative action and prioritisation would have the potential to turbo boost delivery, providing

a significant shift towards the strategic objectives and delivery material impact on our ambitions

and economic indicators.

At the heart of each opportunity there is a key initiative or project that will act as a catalyst and

create wider impact.

This paper is seeking agreement from the LEP Board to agree to proceed with the Game

Changer concept. The Economic Strategy Delivery Board will review the evidence behind the

emerging opportunities and develop delivery plans for each.

Next Steps and Key Dates

26^th September - ongoing

The Economic Strategy Delivery Board - Review the strategic

delivery plan and identify solutions for gaps. Consider game

changer opportunities and develop delivery plans.

November - January

Light touch review of Economic Strategy Evidence Base

Late February

LEP Board, LA Leaders and Sector Charis - Economic Strategy

annual progress review.

Recommendation

The Board is asked to:

 Note the progress the development of the Economic Strategy delivery plan for the

Economic Strategy;

 Agree the concept of developing game changers.

Appendices

Appendix A - Economic Strategy Delivery

Economic Strategy Delivery - The Journey So Far…

Building the

Integrated

Innovation

workforce of

Investment &

• Strategic delivery plan developed in consultation

Ecosystem

the future

Trade

with partners to identify existing and new activity.

•

10 events, 350 individuals from across business,

• Three Game changing opportunities identified

education, VCS and LAs.

through engagement session and links to evidence.

Seeking support on concept.

• A living plan which will evolve over time.

What are ‘game changing’ opportunities….

• Economic Strategy Delivery Co-ordinating Board

established who will drive and coordinate the

….an opportunity that effects a significant shift towards

delivery of the strategic plan. Ensuring all partners

the strategic objectives….

play a part in delivering the ambitions and targets.

….and delivers material impact on the

• Next steps to identify new and innovative

ambitions/economic indicator

interventions to address the gaps in the plan.

At the heart of each there is a key initiative or project

that will act as a catalyst and create wider impact

Economic Strategy Delivery- Journey so far

Event

Aim

What we did

Outputs

Business

To identify activities which will

Focusing on 3 themes:

Examples included the need to

engagement

drive delivery of the Economic

Our Offer to the World

leverage the Norwich Research Park

sessions

Strategy.

Driving Business Growth

as a local asset; exploring the local

and Productivity

appetite for a Stowmarket tech hub;

Driving Inclusion and Skills

developing a one-stop-shop for

These were interactive

business advice taking lessons from

sessions with businesses

the BBfA and developing a

completing the templates

promotional plan for tourism which

provided.

coordinates the activity taking place

across sectors.

On-line Survey

To identify activity currently

Focusing on all five themes

Enabled us to understand what

taking place and what is

in the Economic Strategy.

activity is already underway and to

needed to deliver the

This on-line survey ran for

identify the gaps in activity and the

Economic Strategy. Also to

three months from mid

priorities we need to focus on in the

identify priorities for delivery

November 2017 - mid

first 12 months of delivery.

in the first year.

February 2018.

Economic Strategy Delivery- Journey so far

Event

Aim

What we did

Outputs

Economic

To identify 3 - 4 measurable

Involved all LAs, Sector

Captured further activity underway or

Strategy

key results against each of the

Groups & business

planned for delivery over the next

Summit

Economic Strategy high-level

intermediaries focusing on

three years and identified Game

objectives and to identify

three themes; Our Offer to

Changer opportunities.

innovative / game changer

the World, Driving Business

projects.

Growth & Productivity &

Driving Inclusion & Skills

‘Sprint’

To generate one or two game-

Included a select number of

A number of ‘game-changer’

changer opportunities which

‘innovative thinkers’ from

opportunities were identified and

will drive business growth and

across the public, private

explored; these included: Creating an

productivity across our region

and voluntary sector to

innovation culture across the region

over the next three years and

focus on two themes:

and developing a programme to

identify opportunities to get

Driving Business Growth

deliver true innovation; becoming THE

the most out of partnership

and productivity and

place where people aspire to come

working.

Collaborating to Grow.

and growth their high-growth

businesses; creating a Growth Hub +

(one stop shop for every day business

support)

Economic Strategy Delivery- Objective Key Results

We are using the Objective Key Results (OKR) approach for the Economic Strategy Strategic Delivery Plan. A framework for defining and

tracking objectives and their outcomes. Several well know companies uses this approach - Google, Twiter and Uber.

The framework aims to define "objectives" along with linked and measurable "key results" to provide "a critical thinking framework and ongoing

discipline that seeks to ensure employees (in this case partners) work together, focusing their efforts to make measurable contributions.

In practice, using OKRs is different from other goal-setting techniques because of the aim to set very ambitious goals. When used this way,

OKRs can enable teams to focus on the big bets and accomplish more than the team thought was possible, even if they don’t fully attain the

stated goal.

A proper goal must describe both what you will achieve and how you are going to measure its achievement. The key words here are “as

measured by,” since measurement is what makes a goal a goal. Without it, you do not have a goal, all you have is a desire.

I/we will (Objective) as measured by (this set of Key Results).

Objective

Objectives under each of the Economic Strategy themes that partners agreed to deliver together

which would achieve the ambitions and targets in the strategy.

Key

A set of metrics that measure progress towards the Objective. For each Objective in the delivery

Results

plan, we will have a set of 2 to 5 Key Results.

Outputs

Each key result, we will have clear outputs.

Economic Strategy Delivery- Governance

Economic Strategy Delivery Coordinating Board

Purpose

To continue the collaboration between businesses, local

authorities, education providers, voluntary and

community sector and the LEP, drive and coordinate the

delivery of the economic strategy. Ensuring all partners

play a part in delivering the ambitions and targets in the

Economic Strategy for Norfolk and Suffolk. It will be

responsible for developing and driving implementation of

Key Information

the high-level delivery plan, reporting regularly on

•

Suggested 6 to 8 weekly meetings

progress to the LEP Board and to Local Authority Leaders

and Sector Leads through the annual performance

•

At each meeting the ESDCB will:

process. This Board is an officer level Board.

• review a progress report on the strategic delivery

Members

Total of 14 members - The Chair LEP CEO, Suffolk

plan; and

Chambers of Commerce, Norfolk Chambers of Commerce,

• Discuss delivery plan gaps and identify innovative

Federation Small Business, CBI, Suffolk Council’s Growth

solutions to deliver the objectives.

Programme Partnership Manager, East Suffolk Council,

Suffolk County Council, South Norfolk, Breckland, Great

•

Each member to feedback and seek input from the

Yarmouth Norfolk County Council and LEP Head of

organisaion/s they represent.

Strategy.

•

Annual reporting to LEP Board, Leaders’ and Sector

Suffolk have a rotating seat and Norfolk councils will

Chairs - February 2019.

rotate their seats every 6 month.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 7

Local Industrial Strategy

Author: Lisa Roberts Presenter: Lisa Roberts

Summary

This paper sets the context for Local Industrial Strategies, how it links with the Economic

Strategy and presents the proposed approach to developing a Local Industrial Strategy for

Norfolk and Suffolk. Appendix A accompanying the report is a more detailed presentation which

will be delivered at the board meeting.

Recommendation

The Board is asked to:

 Agree the proposed approach to developing the Local Industrial Strategy;

 Note that the Economic Strategy Delivery Coordinating Board will take on the role of

Local Industrial Strategy Steering group.

Background

Government’s Industrial Strategy White Paper was published in November 2017, setting out a

long-term plan to boost the productivity and earning power of people throughout the UK.

The components of the Industrial Strategy include:

•

Five Foundations of Productivity

•

Four Grand Challenges + Industrial Strategy Challenge Fund (70 plus pots of funding)

•

Sector Deals

•

Local Industrial Strategies (LIS)

•

Links with UK Shared Prosperity Fund (UKSPF)

One of the five foundations of productivity is places. The vision is to drive towards more

prosperous communities and tackle the regional and local disparities that exist across the UK.

Local Industrial Strategies are central to this focus.

LEPs or Combined Authorities will co-develop Local Industrial Strategies with Central

Government and will be responsible for delivering them alongside local partners, who will be

integral to the process.

A Local Industrial Strategy should bring together a strong, well-informed evidence base about

an area’s economy and outline a long-term set of priorities that capitalise on existing

opportunities in the economy, address weaknesses and resolve an area’s needs.

The UK Industrial Strategy states that Government will ensure that local areas continue to

receive flexible funding for their local needs. Following the UK’s departure from the European

Union, they will launch the UK Shared Prosperity Fund. Consultation on the design and

priorities for the fund starts in October. It is understood that LEPs will be responsible for

delivering the fund. The fund will be linked to the delivery of the Economic Strategy and Local

Industrial Strategy.

Link to the Economic Strategy

The Local Industrial Strategy is the next stage in the evolution and implementation of the

Economic Strategy. Although called a Local Industrial ‘Strategy’ it will be a plan.

It will build on the Economic Strategy but be a deeper and more focused piece of work, looking

in more detail at Norfolk and Suffolk’s areas of competitive area of strength - Clean Energy,

Agri Food and ICT. It will involve developing a plan which sets out how the LEP and partners

will collectively cultivate these strengths to accelerate growth. It will also articulate how

collectively we work more actively with Government and other parts of the country.

Developing a Local Industrial Strategy - Proposed Approach

Government are yet to set out the development and sign off process for Local Industrial

Strategies. Nine pilot areas have been announced, we are not one of them. However,

Government officials have said we should proceed with our plans to develop one. All areas are

expected to have one in place by Early 2020.

Page 10 of appendix A sets illustrates the proposed approach and timeline for developing a

Local Industrial Strategy for Norfolk and Suffolk.

Officials have shared the following expectations:

 A stronger evidence base, on area of competitive advantage is developed, which is

signed off by government. This will include more analysis of supply chains, areas of

business and technology specialisms

 Looking in more detail at the opportunities and threats faced by these strengths.

 Looking at our long-term ambitions and identifying a few strategic interventions -

gamechangers.

 Alongside our ambitions, we also need to see how our local assets can support the

delivery of the grand challenges and which parts.

 It is expected that evaluation fill be built in from an early stage.

We will be starting in a much stronger position than most LEPs having developed our Economic

Strategy and its evidence base.

Economic Strategy Delivery Co-ordinating Board

Economic Strategy Delivery Coordinating Board will take on the role of Local Industrial Strategy

Steering group. It will expand its purpose to oversee and provide direction on the day to day

development of the Local Industrial Strategy ensuring alignment with the Economic Strategy.

Recommendation

The Board is asked to:

 Agree the proposed approach to developing the Local Industrial Strategy;

 Note that the Economic Strategy Delivery Coordinating Board will take on the role of

Local Industrial Strategy Steering group.

Appendices

Appendix A - Developing a Local Industrial Strategy

Economic Strategy Delivery - The Journey So Far…

Local partners have reviewed own

Alignment of local strategies &

strategies and plans to align with

Economic Strategy

plans

Strategic plan developed using the

Objective Key Results approach. A

Strategic Delivery Plan

living plan which outlines the high level

Published Autumn 2017

objectives for each of the five themes

and the planed activity has been

developed.

Engagement with

Review of National

Evidence & Data

over 350

Building the

Integrated

and Local Policy to

Analysis to help

stakeholders

Innovation

Game Changer approach which will

identify

mapping out existing

help identify

workforce of

Investment

opportunities and

Ecosystem

turbo change delivery.

interventions.

activity & developing

the future

& Trade

alignment.

innovative ideas

Local Industrial Strategy present an

Agri

opportunity to deliver Economic

ICT

Food

Strategy with a focus on our

competitive advantage. It will be a plan

that details how we will work with

Clean

government to deliver game changer

Energy

opportunities within the competitive

advantage areas.

Our approach to develop Local Industrial Strategy

Scoping &

Building the

Development of

Draft &

Sign Off

Publish LIS

Defining

Evidence Base

Game Changer

Design

• Agree approach to

Interventions

• Carry out supply chain

• Government and LEP

• Launch with

developing the LIS

mapping of

• Draft & design

• Use evidence and

Board sign off .

Government

strategy

competitive areas of

engagement with

strategy document.

• Stress test existing

strength.

partners to develop

evidence, map

• Key Stakeholders

• Carry out SWOT.

interventions to deliver

• LEP Board, local

evidence needed,

endorse/sign off

• Review of Economic

game changers.

authority leaders and

identify gaps &

strategy including

Strategy progress.

• Consider how UKSPF will

sector chairs review

appropriate methods

sector groups,

• Identify game changer

support delivery.

draft.

to fill them.

business

opportunities through

• Identify how local assets

• Define the scope by

intermediaries, Local

evidence and

will be used to deliver

identify & securing

• Design and develop

authorities, MPs.

consultation with

ambitions.

shared agreement on

reporting score card

partners.

• Agree how success will

key strategic choices &

& reporting pack.

• Grand Challenge

be monitored, measured

imperatives .

engagement sessions.

& reported.

• Agree LIS scope and

• Develop & proof read

• Identify how

• Seek sign off on evidence

evidence framework

final draft.

evaluation will be

by government analysts.

with government.

embedded.

Engagement & Communications

Develop

Inform partners of

Implement

Local Industrial Strategy

Identify the

communications and

intentions of

Communications &

developed in

different methods

engagement plan to

Promote Local

developing a Local

Engagement plan.

of promoting Local

support implementation

Industrial Strategy.

collaboration with

Industrial Strategy.

Stakeholders help to

government and

Industrial Strategy

of Local Industrial

Implement

Develop

inform & develop

to stakeholders &

Strategy which focuses

stakeholders co-designing

communication and

Communications &

evidence base through

develop materials

on exploiting

which doubles up as

engagement plan.

Engagement Plan &

a range of methods &

consultation on strategy.

required.

opportunities to

set up coms tools.

tools.

businesses.

Autumn/Winter

Winter/Spring

Spring/Summer

Summer

Autumn

2018

2019

New Anglia Local Enterprise Partnership Board

Wednesday September 19^th 2018

Agenda Item 8

LEP Review

Author: Chris Starkie

Summary

This paper updates board members on the review of LEPs published by the Government over

the summer. It provides information about the key areas of focus of the review and steps that

New Anglia LEP will be required to undertake.

One of these steps is the removal of geographic overlaps. The paper recommends a course of

action for the board to consider ahead of the Government’s September 28^th deadline.

Wider recommendations will be brought back to the October board ahead of the submission of

a delivery plan which needs to be submitted to Government at the end of October.

Recommendation

The board is asked to agree the LEP submission to Government on geography which retains

the geography of New Anglia LEP as Norfolk and Suffolk but also recognises the close links

with Cambridgeshire and Peterborough and seeks to strengthen the relationship with the

Cambridgeshire and Peterborough Combined Authority.

The LEP board is also asked to note the other recommendations of the LEP Review, in

anticipation of a more detailed implementation plan being brought to the October board meeting

for agreement ahead of the Government’s October 30^th deadline.

Background

Over the past few months the Government has conducted a review of LEPs in support of a

manifesto commitment to strengthen their role and remit.

The review led by ministers from HM Treasury, MHCLG and BEIS and backed by Number 10,

published its report “Strengthened Local Enterprise Partnerships” towards the end of July.

Key issues

The report covered five main areas: 1 Role and responsibilities, 2 Leadership and

organisational capacity, 3 Accountability and performance, 4 Geography and 5 Implementation.

The review has been welcomed by LEPs including New Anglia LEP as a positive statement by

Government on the role of LEPs moving forward.

This report takes the five areas in turn.

1 Role and responsibilities

The review stated that the primary role of LEPs is on enhancing productivity which will be

achieved through the development of Local Industrial Strategies.

The review reiterated that LEPs will lead on the development of Local Industrial Strategies and

all LEP areas will agreed their LIS with Government by early 2020.

This was helpful as until that point that had not been clarity over whether all areas would have

their own LIS.

New Anglia LEP’s new economic strategy is already focused on enhancing productivity. Our

strategy does also place an emphasis on inclusive growth.

As outlined in earlier board papers, we have not been chosen as a pilot for an early Local

Industrial Strategy. However have started, with the agreement of Government, on preparatory

work for our Local industrial Strategy.

This will build on and help accelerate the delivery of the Economic Strategy.

LEPs are also now required to produce an annual delivery plan and end of year report. We will

be working with Government colleagues on the desired format for this. The first delivery plan

will be for April 2019 and end of year report a year later.

Our aim will be to create a delivery plan which fulfils a role for board members as well as

Government.

2 Leadership and organisational capacity

The review confirmed that the Prime Minister will host two meetings with LEP chairs per year -

the PM’S council. In addition senior Whitehall officials will be appointed as sponsors to each

LEP.

New Anglia LEP’s senior sponsor is Catherine Frances, a deputy director in HMT. She is

visiting New Anglia LEP later this month.

The Government is also providing an additional £200k per LEP for two years to support

additional capacity. This funding is earmarked to enable LEPs to implement the review and

develop their LIS.

We are looking at using this additional funding on a small number of roles to assist performance

and delivery and the development of the Local Industrial Strategy.

The review also encourages boards to consult widely on the appointment of chairs and set term

limits. We already comply with this.

The Government wants to increase the proportion of private sector board members, whilst

limiting board sizes to 20. The Government’s aspiration is for two thirds of the board to be from

the private sector.

Currently New Anglia LEP has a 50 / 50 split. We are looking at ways of complying with this

request.

The Government has also set a target of one third female board members by 2020 and

expectation of 50/50 by 2023. Again we are looking at ways of complying with this.

The review also requires LEPs to have a secretariat independent of local government to

support LEP’s decision making. New Anglia LEP already complies with this requirement.

3 Accountability and performance

The review requires LEPs to have a legal personality. The preferred model is for incorporation -

which is New Anglia LEP’s model.

The review asks LEPs to hold annual general meetings and open them to the public, which

New Anglia LEP already does, as well as participate in local authority scrutiny sessions which

the LEP again already does.

LEPs are also required to set out clearly the responsibilities of the chair, board, directors and

accountable body. We already comply with this.

The Government will also be more robust about measuring performance of LEPs which will

form part of the LEP’s delivery plan.

There are also plans to strengthen the peer to peer work already being undertaken through the

LEP Network.

4 Geography

The review asked LEP chairs and other stakeholders to come forward with proposals by the

end of September on geographies that best reflect real functional economic areas, remove

overlaps and where appropriate propose wider changes such as mergers.

The review also asked LEPs and mayoral combined authorities to move towards coterminous

geographies where appropriate in line with the wider discussions on LEP geographies.

The review also says Government will support LEPs collaborating across boundaries where

interests are aligned.

Implications for New Anglia LEP

Currently the Borough Council of Kings Lynn and West Norfolk and the two West Suffolk

Council districts (St Edmundsbury and Forest Heath) are members of New Anglia LEP and

were previously members of the Greater Cambridge Greater Peterborough LEP.

GCGP LEP is in the process of being turned into the Business Board, which will be the LEP, sat

within the Mayoral Combined Authority.

The Business Board is expected to have a board of 10 people - eight business leaders and two

public sector members (the mayor and deputy mayor). Recruitment of board members is

ongoing.

The LEP Review means that West Suffolk and West Norfolk will need to decide if they wish to

remain part of New Anglia LEP or join the new Mayoral Combined Authority Business Board.

At the same time the Cambridgeshire and Peterborough Combined Authority will need to

decide whether to make its LEP boundary co-terminous with its own boundary (ie covering just

Cambs and Peterborough).

Our view is that the businesses and residents of West Suffolk and West Norfolk would be best

served by remaining part of New Anglia LEP, whilst at the same time continuing to develop and

indeed strengthen working links with the Mayoral Combined Authority in areas of mutual

interest.

This could include place based activities, sectoral activities as well as thematic areas such as

transport.

New Anglia LEP already works on a number of joint projects with GCGP, and we would seek to

strengthen this to ensure the economies of West Suffolk and West Norfolk can continue to

benefit from their proximity to Cambridgeshire and Peterborough.

The new working arrangement with the combined authority could take a number of different

forms, ranging from simple bilateral arrangements between for example West Norfolk Council

and the MCA to more formal arrangements covering specific areas.

The rationale for this approach is:

1 The New Anglia LEP area is a real economic functional area. A key determinant of this is

its level of self-containment. That is the percentage of people who live and work in the area.

The New Anglia LEP figure is over 92 per cent - making it the third highest of any LEP area.

2 Track record of investment. New Anglia LEP’s economic strategy sees West Norfolk and

West Suffolk as key areas for growth. As a consequence New Anglia LEP has invested

significant sums in both areas, with more investment planned.

To date more than £35m has been invested in the three districts in infrastructure, innovation

and skills projects as well as direct support for businesses.

3 Views of stakeholders. Stakeholders from the business community and including the

chambers of commerce and education partners have expressed a preference towards the three

districts remaining part of New Anglia LEP.

4 Co-terminosity with the Combined Authority. Government wishes LEPs to be

conterminous with their mayoral combined authorities. The legislation which created the

Cambridgeshire and Peterborough Combined Authority only included the districts of

Cambridgeshire, Peterborough and Cambridgeshire County Council.

The three Norfolk and Suffolk districts are not part of the combined authority and remaining with

New Anglia LEP would assist the MCA in complying with the co-terminosity requirement.

Over the summer we have been holding conversations with the Combined Authority, West

Norfolk Council and West Suffolk Council.

The two councils have indicated their preference to remain with New Anglia LEP, whilst

strengthening links with the Combined Authority.

The Combined Authority has indicated that it intends to align its Business Board boundary to

that of the Combined Authority. This however need to be ratified by the Business Board at its

meeting on September 24^th.

An agreement amongst all parties seems highly likely therefore, in time for the Government’s

deadline of September 28^th.

Recommendation

The board is asked to agree the LEP submission to Government on geography which retains

the geography of New Anglia LEP as Norfolk and Suffolk but also recognises the close links

with Cambridgeshire and Peterborough and seeks to strengthen the relationship with the

Cambridgeshire and Peterborough Combined Authority.

The LEP board is also asked to note the other recommendations of the LEP Review, in

anticipation of a more detailed implementation plan being brought to the October board meeting

for agreement ahead of the Government’s October 30^th deadline.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - 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

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. More detailed

performance information on individual programmes can be found at agenda item 11.

Growing Places Fund

Ipswich Winerack - construction of the building is progressing well. £2m of the £5m LEP loan

has now been drawn down and the majority of the remaining £3m is likely to be drawn down

during the 2018/19 financial year. The first of the housing units in the development are likely to

be completed by the spring of 2019 with occupation soon after. In line with the LEP request

fire precaution steps for the development are being closely monitored and an interim paper on

this has been requested from Carters, who are constructing the building.

Ipswich Malthouse - work is underway to convert the former Malthouse building in Ipswich into

small business units and drawdown of the LEP loan of £600k commenced in July 2018. The

remainder of the loan will be drawn down in full before the end of the 2018/19 financial year.

Atex Developments, Stowmarket - Development of this Business Park began in July and

works will be advanced enough for the developer to submit claims for the drawdown of the

LEP loan in September.

Proserv, Great Yarmouth - drawdown of the full £1.5 million investment occurred in July and

the new site is fully operational. Feedback from Proserv to the LEP has been extremely

positive regarding the new building and the impact on their operation.

Growth Deal

The focus for the Growth Deal team has been developing grant agreements for the eight new

projects approved by the Board earlier this year. This has helped to accelerate spend,

however there is some slippage in this financial year. The Growth Deal Performance Report

and appendices provide more details, including actions being taken.

The Board is also being asked to approve the Government Dashboard this month, confirming

the spend and outputs of the programme from April- June this year.

A Board paper proposing a focused call to allocate the remaining Growth Deal funding will go

to the Board in October.

New Anglia Capital

New Anglia Capital achieved its first financial return in July 2018, when the £150k loan made

to Fraser Well Management in February 2016 was repaid with interest. The loan helped FWM

to retain skilled personnel during the oil price crash, with 9 out of the original 11 skilled staff

still employed by the Great Yarmouth based company today.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

Retaining these key personnel has allowed the company to diversify and expand away from

the UK into the worldwide market, supplying specialist oil and gas well management and

services.

Growth Programme

Following extensive negotiations supported by the LEP Chair and senior staff in the LEP

Executive over the summer period, a three-year extension to the Growth Programme funded

by the European Regional Development Fund has now been secured, the offer being received

during the first week of September.

This ensures, subject to satisfactory performance, that the Growth Hub, business start up

schemes and the Small Grant Scheme will continue until at least August 2021.

The total ERDF offer equates to around £12.9m of financial support, with the programme

generating the same value in match funding, making the total value of the programme over 6

years around £25.8m, which is the largest ERDF programme in the region.

Growing Business Fund

The Growing Business Fund has performed strongly all year and is forecasting to spend or

exceed the current budget allocation for the 2018/19 financial year.

Of particular note is the award to LDH La Doria, an ambient food importer who have chosen to

build a £41.6m innovative food storage and distribution centre on the former British Sugar site

in Sproughton, Ipswich, one of the Space to Innovate Enterprise Zone sites.

A £500k grant award from the GBF programme has helped to secure the investment, creating

a minimum of 29 new jobs by 2020 and a flagship new occupier for the site which has lain

empty for a number of years. Further investment in the local infrastructure will also be

provided as part of the regeneration of the local area.

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, transport and

sector development.

Work on the Economic Strategy Delivery Plan and Local Industrial Strategy is covered

separately under agenda items six and seven.

Skills

Eastern Institute of Technology

The Eastern Institute of Technology bid has been successful securing one of the fifteen places

in governments composition. The partnership has been invited to submit a detail bid in

November. Government have issued interim guidance. Several groups have been established

with a key focus on different aspects of the bid. An employer dinner will take place on October

2^nd to review progress to date and provide further steer to shape a compelling bid.

Further employer engagement will take place over the autumn to widen the support and

develop the curriculum offer. A financial model can be submitted to Government in October

and will be commented on without it having an impact on the outcome at this stage. Although

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

progress is positive, further work on establishing a coherent and engaged group of

stakeholders is fundamental for the ultimate success of the IoT.

Sector Skills Plans

All our key sectors now have a sector skills plan which has been endorsed by the Skills Board.

Many of the sectors are working through the recommendations laid out in the plans. Some,

such as Life Sciences, still need an established group who are willing to take this forward, this

will be addressed over the coming weeks.

The Educations and Skills Funding Agency (ESFA) have agreed an extension of the work that

Skills Reach are undertaking. This will result in a further four plans being produced with the

initial ones being Education, Emerging Technologies and Creative Industries.

Infrastructure

Building Growth Group Utilities Infrastructure workshop - 20 September

As previously communicated, the Building Growth Group is holding a workshop looking at the

barriers to productivity in the construction industry associated with utilities infrastructure. The

collaborative workshop will focus on how we can collectively overcome these barriers.

Local Energy East Strategy

Comments on the endorsement draft were received from all Local Authorities in Norfolk and

Suffolk and minor amendments are being made accordingly. A launch event is being planned

for early October, as is a Norfolk and Suffolk Delivery Plan workshop, looking at what we need

to do to the deliver on the Strategy’s ambitions.

Greater South East Energy Hub

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. The Regional Hub Manager started in post on 3 September

and will be working closely with a Norfolk and Suffolk Project Manager to ensure our local

ambitions are well understood and promoted. A formal launch of the Hub will happen in

October.

New Anglia Climate Change and CO2 Reduction Plan

Johnathan Reynolds and David Richardson attended a meeting on 29 June with other UEA

academics and a representative from the LEP Executive Team to discuss taking forward the

New Anglia Climate Change and CO2 Reduction Plan.

The meeting followed a request from the LEP board to see how carbon reduction targets

might be included in our Economic Strategy.

The meeting explored how we might deliver the ambitions of the Climate Change Committee’s

sector focussed work locally. The UEA were keen to work collaboratively to develop more

recent emissions data than current government reporting. More up to date evidence would

help us to model scenarios and develop options and recommendations aligned with the Local

Energy East Strategy and to help refine options on delivery of the new Economic Strategy.

A scoping report will act as a catalyst to provide a replicable framework for the LEP Network

and show Climate Change Committee that we are leading the way in this work area. This

work is currently being pursued with UEA.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

Transport

Local Transport Board Meeting - 18 September

The Local Transport Board will be visiting the Transport Systems Catapult in Milton Keynes on

18 September. They will also receive a presentation from Highways England on the new

Lower Thames Crossing.

Transport East

Dominic Keen will represent the LEP at the next Transport East meeting in Bury St Edmunds

on 14 September. At the last meeting the forum agreed to focus on three main strategic

themes: ports and airports, supporting growth and coastal communities.

East West Rail

The New Anglia LEP will be represented for the first time at the East West Rail Consortium

meeting in Cambridge on 11 September.

Great Eastern Main Line Rail Taskforce

The Taskforce last met on 2^nd July and Network Rail has commenced work on a Rail Study for

the Great Eastern Main Line. The purpose of this study is to determine what the new baseline

for economic growth is, given the introduction of a new fleet of trains and a revised timetable

coming into operation during 2019.

Network Rail’s study will feed into the development of a wider economic study and a Strategic

Outline Business Case which will be published in Spring 2019.

The Business Case will comply with the Department for Transport’s new enhancements

funding process. New Anglia LEP is contributing towards the cost of employing consultants to

undertake the wider economic study and develop the Strategic Outline Business Case. The

LEP will also lead a programme of stakeholder engagement in support of the revised business

case early in the New Year working closely with Network Rail and the train operator.

Sector Deals

Nuclear Sector Deal, Offshore Sector Deal

Linked to the Industrial Strategy, the Nuclear Sector Deal was published on 27^th June. Since

publication, the LEP has been working closely with Cumbria LEP, Heart of the South West

LEP and the Nuclear Advanced Manufacturing Research Centre on the Supply Chain and

Productivity Improvement Programme to pull together a bid.

The three LEPs are working together to attract £3m of the £10m announced by Government

as part of this programme, with NAMRC bidding to secure the rest on a national basis for

larger manufacturers in the nuclear supply chain.

The proposal from New Anglia LEP would see our region learn the lessons from Hinckley

Point C’s supply chain programme and look to build on the Sizewell C supply chain portal

managed by Suffolk Chamber of Commerce. Another exciting announcement in the Sector

Deal was regarding the potential for the East to host an Eastern Hub of the National College

for Nuclear.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

The Offshore Wind Sector Deal is expected be published later this year. The LEP is working

closely with local stakeholders and government to ensure that our expertise is recognized in

the Sector Deal, similar to the references to our region in the Nuclear Sector Deal.

Strength in Places Fund

The LEP brought together local stakeholders to collaborate and submit a bid to the

Government’s Strength in Places Fund. Given the specifications in the proposal, it was

decided that UEA would lead the expression of interest. The expression of interest (Digital

New Anglia) was submitted on 25^th July.

Digital New Anglia (DNA) will focus on the digital technology cluster, with its key subsectors of

software development; telecommunications and networking; digital marketing; digital media;

gaming and gamification; and e-commerce. Developing this cluster will benefit other key Area

clusters: Agriculture and Food, Energy, and Finance, all end users of innovative digital

technology.

Successful expressions of interest will receive up to £50k seedcorn to develop full stage

proposals over a period of 24 weeks. After the second, full stage assessment, a number of the

highest quality proposals will then receive funding for between 3 - 5 years, depending on the

individual proposal, to deliver a bespoke package of interventions in that locality. In this first

wave of funding, UKRI expects to fund between 4 and 8 bids.

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. Our place branding activity is covered separately under agenda item 5. Work on the

LEP review is covered separately under agenda item 8.

Inward Investment and International Relations

The Dutch Connection

The New Anglia LEP chairs a ‘Trading with the Netherlands’ task force aimed at progressing a

range of initiatives to build inward investment and export opportunities between the

Netherlands and Norfolk and Suffolk, following a visit to the region last year by the Dutch

Ambassador. The group comprises members of Norfolk and Suffolk County Councils, Norfolk

and Suffolk Chambers of Commerce, DIT and other sector specific members including Tech

East and the University of Suffolk.

As an example, trade missions for the food and drink sector are planned to help open up

export and investment opportunities in the Netherlands for our local businesses. A VIP

reception will take place at the Local Flavours 2018 business to business food and drink event

in Norwich on 26th September with buyers from the Netherlands in attendance. A return visit

by local Norfolk and Suffolk businesses is being arranged for the Horecava 2019 event in

January, one of the most significant food and drink business expos in the Netherlands.

Progress is also being made with a new alliance formed with the Drenthe province in the

Netherlands following a recent visit by Senior Government officials.

A formal signing of a collaboration agreement (MOU) between Drenthe Province, New Anglia

LEP, Suffolk County Council and Norfolk County Council occurs on the 14th September with a

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

plan to develop new sector development, investment and trade activity and the progression of

a possible EU Interreg project.

MIPIM UK

New Anglia LEP and Local Authority partners have once again joined forces with a major

presence planned for MIPIM UK next month at Olympia in London. MIPIM UK is the UK’s

leading property summit with over 3000 participants, 95% from the private sector, including

investors, financial institutions and land developers.

With a major exhibition stand, (72sqm) promoted under the ‘East’ banner, a range of Norfolk

and Suffolk commercial and housing development sites and investment opportunities will be

presented at the event.

A business reception is also planned for day one of the two day event with John Howard

presenting on his experience of doing business in the East with major investments in Norwich

and Ipswich, including the iconic ‘Wine rack’ project, supported by New Anglia LEP.

Government liaison

Energy Minister meeting

Chris Starkie participated in a meeting with Energy Minister alongside colleagues from Great

Yarmouth Borough Council, Norfolk County Council and Peel Ports to discuss development

opportunities for the East in the energy sector.

Chris Starkie provided an update on the LEP’s proposed Local Industrial Strategy and the

clean energy theme, which was supported by the minister.

The meeting has led to a number of further conversations with officials, including a visit to

Great Yarmouth by Alex Williams, a deputy director in the Department of Business, Energy

and Industrial Strategy, to carry on the discussions in more detail.

DEFRA meeting

On 26^th July, James Allen from the LEP executive, attended the first LEP Network food and

drink roundtable with DEFRA and DIT present. Government departments were keen to

improve their links with LEPs and better understand the geography of the agri-food sector.

Discussions focused around inward investment opportunities, food and drink supply chain

mapping, exports and the upcoming Food and Drink Sector Deal. Similar to the other Sector

Deals, LEPs were informed that there would be an opportunity to get involved once the Sector

Deal goes to the negotiations phase.

DEFRA have followed-up since the meeting offering to provide light touch feedback from their

policy teams on any drafts of our local industrial strategy (within their directorate they have

teams dedicated to Skills & Workforce, Innovation, Food Procurement & Sustainability,

Industrial Strategy, Economic Evidence).

RAF Lakenheath

The base is reviewing tenders for development work to accommodate new planes and update

their facilities. We have been supporting Forest Heath District Council with the procurement

work and are planning to run a supply chain event in October to prepare the businesses for

this work and other major project.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

Galliford Try and Wates are sponsoring this event and we are supporting them with contacts

through our FAME database plus we have offered to promote through the usual social media

channels. We are also planning to have a presence on the day alongside the Growth Hub.

This will be a major opportunity for the area is we can secure local supply chain work.

MP Engagement

The LEP continues to proactively engage with our MPs. Some headlines include:

South Suffolk Taskforce

The LEP continues to support the work of the South Suffolk Taskforce which is led by James

Cartlidge. The taskforce was established to react to the closure of the Delphi site in Sudbury.

To support the taskforce the LEP has produced a brochure promoting the site to potential

buyers, which is now being distributed to British embassies worldwide through the Department

of international Trade. There is now some interest in the site, although details are being kept

confidential.

Chris Starkie and Chris Dashper last week participated in an engagement session by the

taskforce, which met a number of businesses from the Sudbury area as well as holding a

question and answer session for members of the public.

Norfolk Enterprise Festival

We have been supporting the organisation of the first Norfolk Enterprise Festival, and

provided some sponsorship, for the event, which takes place on Saturday 22 September.

The event is the brainchild of Mid-Norfolk MP George Freeman and will bring together

business speakers, the New Anglia Growth Hub advisers and family entertainment to help

showcase the best of the county’s rural businesses.

Colmans/Britvic

The LEP continues to work closely with local authorities liaising with Colmans and Britvic over

the closure of the Carrow Works and identifying opportunities for the future use of the site.

The LEP is participating in a new East Norwich group looking at the future of the site and the

adjacent Deal Ground and Utilities sites.

At the same time the LEP is continuing to work with Condimentum on their plans for a new

mustard mill and mint processing plant at Honingham.

Engagement with individual businesses - confidential

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

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.

Staffing

There have been a number of staffing changes in the executive team over the summer.

Lesley Van Dijk joined on 3^rd September as Head of Communications, providing maternity

cover for Hayley Mace.

Lesley has recently run her own communications business, and previously held senior

communications roles for Land Securities, Surrey & Sussex NHS Trust and the South East

England Regional Assembly.

Madeleine Coupe returned from maternity leave on September 3^rd, returning to her role as

sectors and innovation manager.

Following the success of the LEP’s bid to host a Careers Hub Andrew Farley has joined the

LEP as Careers Hub Manager. He has extensive experience of education and business,

having had a career in sales followed by approximately 20 years at Easton & Otley College.

Andrew ran the Schools Engagement work for several years so has good relationships with

many schools in the area. He more recently had a short-term contract with the Network for

East Anglian Collaborative Outreach (NEACO) - supporting young people to aspire to higher

education.

We are also in the process of taking in-house the Enterprise Adviser Network as previously

agreed by the board. Discussions are ongoing with Norfolk and Suffolk County Councils as to

the best way of delivering this.

We have also recruited two members of staff to support the development of the Cambridge -

Norwich Tech Corridor.Penny Bartram, Head of Marketing and Matthew Gooding, Marketing

Manager.

These two additional posts, funded by the Local Authority partners and hosted by the New

Anglia LEP, will help drive forward new marketing activity to raise the profile of the Tech

Corridor for investment and promote events to support local industry clusters in higher value

sectors.

The Tech Corridor initiative covers a wide geographic area from Cambridge across West

Suffolk and into Norfolk and Greater Norwich and a newly formed business led board is

developing a new strategic plan, aligning with the Economic Strategy for Norfolk and Suffolk.

In order to deliver the LEP Review, we are currently recruiting three additional posts -

reporting and compliance manager, funding manager and sectors and innovation coordinator.

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 2018

Agenda Item 9 - Chief Executive’s Report

Author: Chris Starkie

These posts will be funded through the additional revenue funding being awarded by the

Government and have been identified following a thorough review of roles and responsibilities

by the CEO and COO.

We will also be recruiting replacements for programmes coordinator Tracie Ashford and

economic analyst Alex Frost who are both leaving for other roles.

Core Finances

Management accounts for the period ending 31 August 2018 - year to date income is £636k

with an operating surplus of just over £37k, this is ahead of budget by £16k.

Operating cash balance is £174k which is in line with management expectations.

The LEP’s financial statements to 31 March 2018 were approved by the board in July, via

email. A summary of these accounts will be presented at the annual general meeting, after the

September board meeting.

Recommendation

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

New Anglia Local Enterprise Partnership Board

19^th September 2018

Agenda Item 10

Title: Programme Performance Report

Author: Rosanne Wijnberg;

Presenter: Rosanne Wijnberg

Summary

The review of LEP governance and operations undertaken by PWC recommended that we review

and simplify our programme reporting. This paper recommends an approach to Programme

Performance reporting which addresses the key concerns raised in the PWC report.

Recommendation

The board is asked to:

Approve the proposed reporting cycle

Approve the proposed review of Board accountability

Approve the proposed reporting template (acknowledging that this will be an iterative

process)

Background

The review of LEP governance and operations undertaken by PWC recommended that the we

review and simplify our programme reporting.

This paper outlines an approach that addresses their key recommendations, which included the

requirement to:

Simplify, make more succinct, with further detail in a report appendix

Focus on key matters

Show performance against budget

Link back to the strategic economic objectives

Key considerations

We have reviewed our approach to programme reporting and the following proposal:

Provides as far as possible a standard approach to reporting

Requires each programme to report against a set of standard questions

Ensures that the reporting cycle aligns with data availability and external reporting

requirements e.g. Growth Deal Dashboard, and that

The Board receives no more than three Programme Performance Reports for review at

any meeting

Programme Reporting Proposal: the following table outlines the proposed reporting cycle.

LEP Programme Reporting Cycle

Programme

Frequency

Reviewing Board

Notes

Sept

Oct

Nov

Jan

Feb

Mar

May

Jun

Jul

Economic and Programme Dashboards

Quarterly

LEP Board

Growth Deal

Quarterly

LEP Board

Growing Business Fund

9 x per year

IAC

Subset of GD

Growing Places Fund

Quarterly

IAC

Subset of GD

Growth Programme

Quarterly

LEP Board

Enterprise Zones

Quarterly

LEP Board

Agritech

3 x per year

LEP Board

External report

New Anglia Capital

2 x per year

NAC Board

Bespoke format

TOTAL

* NAC Board report scheduled for September due to cancellation of July Board and no August Board

Appendix 1 - provides an illustrative example of the proposed reporting template, to be used by

all LEP delivered programmes.

Link to the Economic Strategy

The proposed approach is designed to ensure that we measure performance against targets and

monitor the contribution that each programme makes to our Economic Strategy.

Recommendation

The board is asked to:

Approve the proposed reporting cycle

Approve the proposal on review Board accountability

Approve the proposed reporting template (acknowledging that this will be an iterative

process)

Growth Deal Performance Report

Programme Overview - What is the Growth Deal?

• Programme duration: pril 2015 - March 2021͘

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

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

• 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 investment͘

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 variations͘ There is still up to £19͘087m of funding to allocate in the utumn͘

• Key successes / achievements: 11 legal agreements in place in the last quarter; construction has started on the new Marine Science Centre at Cefas, Lowestoft͘

• Key concerns: Slippage on this year's allocation is significant and has increased͘ The team is working hard to monitor this & bring forward spend where possible͘

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

11.449

-4.481

Gov Allocation

36.900

38.549

41.334

34.660

24.662

47.412

223.517

Spend [Act/Fcst]

-24.892

-50.557

-22.145

-40.900

-33.592

-18.844

-190.930

Unallocated

0.000

-1.500

-7.000

-24.087

-32.587

Carried forward

12.008

0.000

19.189

11.449

-4.481

0.000

Spend progress quarter by quarter:

2018/19 Expenditure Profile

•Bulk of Q2 Expenditure Claims due Sept 18͘

Unallocated £32.587m

•Capital Projects £19͘087m

•Enterprise Zone ccelerator Fund £13͘5m

Q1-18/19

Q2-18/19

Q3-18/19

Q4-18/19

Qtrly Forecast

10.860

7.898

12.639

9.503

Qtrly Claims

6.108

3.575

Remaining spend

34.792

31.218

What is our contribution to the Economic Strategy?

Quarter/ year:

1 (Apr-Jun) 2018

Forecast to

Outputs - cumulative from April 2015 to Quarter 1 2018/19

Actual to date

Progress

Change

2021

New Homes

196

400

49%

+13

New Jobs

1611

2,527

64%

+78

New Learners

428

1,677

26%

Match Funding (‘Non-LGF Expenditure’)

£205.78m

£360.8m

58%

+£2.243m

Note: in line with government reporting, this data refers to the previous quarter.

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

• Jobs: forecast to be met primarily through Growing Business Fund͘

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

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

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: Norfolk Superfast Broadband (24 Bbps+) has now reached 90% of premises in Norfolk with the LEP grant͘

• Projects change / callout: slippage to East Coast College project due to redesign in line with LEP application, now to be open Sept 2019 rather than Jan 2019͘

• Projects new and being developed: 8 in development following approvals from the Board earlier this year͘

What are the Next Steps?

• Prepare the final call to allocate the remaining Local Growth Fund͘

•Projects under development for application to Enterprise Zone ccelerator Fund͘

•Develop pipeline of future projects to meet the ambitions of the Economic Strategy in readiness for announcements regarding the UK Shared Prosperity Fund͘

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 in progress

for funding drawdown this financial year, although the spend forecast has slipped.

Purple: Cefas Marine Science Hub - approved by the board in January 2018, to provide a

fit-for-purpose facility in the region for the next 40 years. Work is underway, a ground

breaking ceremony took place in July 2018 and a Grant Agreement is in development to

enable funding drawdown this 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 in development.

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 under development and the work will start shortly, with spend this and next financial year.

Amber: East Coast College Energy Skills & Engineering Centre - approved by the board

in May 2017. A detailed redesign has taken place in order to keep it within budget, this has

led to slippage of around 4 months. This means that the drawdown of funding will be

significantly slower than originally anticipated. The new centre will open in September 2019.

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: South Lowestoft Industrial Estate

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

Green: Thetford Transport Package.

Green: Ipswich Cornhill.

Green: Norwich Northern Distributor Road.

Green: Great Yarmouth Rail Station Interchange.

Green: Great Yarmouth Third River Crossing

Green: Ely Area Rail Enhancement Scheme.

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: Norfolk Broadband programme.

Blue: Ipswich Waterfront Innovation Centre.

Blue: International Aviation Academy Norwich

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.

Growth Deal Dashboard

LEP Name

New Anglia LEP

Growth Deal Performance

Area lead comments

This Quarter:

Q1_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

360

400

Financial Year

15-17

Total

Progress towards forecast

18%

49%

LGF Outturn

This Quarter

17-18

18-19

19-20

20-21

Actual

2,090,171

75,448,535

28,621,444

2,090,171

106,160,150

Jobs

Forecast for year

43,262,000

75,448,555

34,431,000

43,262,000

18,205,000

£ 12,085,178

183,431,733

Jobs Created

173

1,345

1,596

Progress towards forecast

100%

83%

58%

Apprenticeships Created*

Jobs including Apprenticeships

181

1,352

1,611

LGF Expenditure

Forecast for year

452

558

412

452

506

599

2,527

Actual

6,107,666

73,695,338

22,489,457

6,107,666

102,292,461

Progress towards forecast

17%

32%

328%

17%

64%

Forecast for year

43,262,000

75,448,555

33,295,000

43,262,000

18,205,000

£ 12,085,178

182,295,733

* Apprenticeships included within jobs totals prior to 2017

Progress towards forecast

14%

98%

68%

14%

56%

Skills

Non-LGF Expenditure

Area of new or improved floorspace (m2)

3,944

4,849

8,793

Actual

2,242,622

51,667,508

£ 154,112,825

2,242,622

208,022,954

Forecast for year

8,967

3,944

4,849

8,967

2,993

20,753

Forecast for year

196,100,000

51,667,508

65,642,893

£ 196,100,000

20,240,000

£ 27,182,000

360,832,401

Progress towards forecast

100%

42%

Progress towards forecast

100%

235%

58%

Number of New Learners Assisted

153

275

428

Total LGF + non-LGF Expenditure

Forecast for year

773

352

773

480

1,677

Actual

8,350,288

£ 125,362,846

£ 176,602,282

8,350,288

310,315,415

Progress towards forecast

213%

78%

26%

Forecast for year

239,362,000

£ 125,362,846

98,937,893

£ 239,362,000

38,445,000

£ 39,267,178

541,374,917

Progress towards forecast

+100%

+178%

+3%

+0%

57%

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

Q4_1718

Q1_1819

Project Name

Q4_1718

Q1_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

Norfolk Broadband Programme

Great Yarmouth Flood Defences

Suffolk Broadband Programme

A140 Hempnall Roundabout

A47 Longwater Junction

Running Costs

Norwich Area Transportation Strategy (NATS) C

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 Cornill

Snetterton Employment Area

Norwich Northern Distributor Road

Date

Great Yarmouth Rail Station Interchange

Enterprise Zones Performance Report

GREAT YARMOUTH & LOWESTOFT

Programme Overview - What are Enterprise Zones?

• Enterprise Zones are designated development zones with incentives such as business rates relief, a straightforward planning process

and business-ready infrastructure

• Driven forward by a partnership between NA LEP, county/district/borough councils, land owners and developers to help

encourage the clustering of energy-related businesses (Great Yarmouth & Lowestoft EZ)

• Enterprise Zones have a 25 year life span and enable the retention of rates income to reinvest locally to further boost economic

development which are held by local authorities in the forms of Pot A & B with Pot C being retained by NA LEP.

• Launched in April 2012, the GY&L Enterprise Zone has 6 commercial sites across Norfolk and Suffolk

• Norfolk sites are South Denes and Beacon Park in Great Yarmouth

• Suffolk sites are Mobbs Way, Riverside Road and South Lowestoft Industrial Estate in Lowestoft and Ellough Business Park

• Contribution to the Economic Strategy: estimated to create 9,000 jobs over the course of 25 years

What is the Overall Programme Status?

Outputs

Amber

External impact and industry factors adversely affecting development

Income

Green

On track

What are our key updates?

• Massive delivery of floorspace and jobs up to the end of March 2018 to take advantage of the EZ business rates relief including Proserv

on Beacon Park and BH Bus and Bilfinger Salamis on South Denes

• Phoenix Enterprise Park (South Lowestoft Industrial Estate) delivered Phase 1 in the 1st quarter of 18/19, 7 small starter units and 9

medium units delivered speculatively by Suffolk County Council

• Masterplanning is progressing on the Beacon Park extension site

• Business case being submitted by Waveney District Council and Great Yarmouth Borough Council jointly to the November 2018

Enterprise Zone Working Group to increase Pot B from 35% to 40%

• East of England Energy Zone are taking a stand at Offshore Energy Expo in Amsterdam on 23rd and 24th October to promote

the region and EZ

What is our financial position?

GY&L EZ Retained Rates Pots Forecasts

£1,800,000

£1.7m

£1,600,000

£1.4m

£1.3m

£1,400,000

£1.1m

£1,200,000

£1,000,000

£644k

£800,000

£600,000

£258k

£400,000

£169k

£200,000

£0

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/2021

Pot A (District/County)

Pot B (EZ project fund)

Pot C (NALEP Challenge Fund)

What is our contribution to the Economic Strategy?

Cumulative

Change (Q1

Cumulative

OUTPUTS

from Apr 2012

Apr-Jun 18

Forecast to 2021

Progress (%)

total

to Mar 2018

figures)

Number of jobs in EZ

1,704

1,708

2,970

Number of businesses moving in

Private sector capital investment (£m)

40.84

£1.08

41.92

£50

Floorspace - new and refurbished (m2)

52,223

2,654

54,877

62,000

Next steps

• Develop new inward investment and promotional material to help market and raise the profile of the Enterprise Zones to

inward investors and expanding businesses

• Develop stronger partnership activity with DIT, Growth Hub and key commercial and Government partners

• Promote commercial opportunities at MIPIM

Enterprise Zones Performance Report

SPACE TO INNOVATE

Programme Overview - What are Enterprise Zones?

• Enterprise Zones are designated development zones with incentives such as business rates relief, a straightforward planning

process and business-ready infrastructure

• Driven forward by a partnership between NA LEP, county/district/borough councils, land owners and developers to help

encourage the clustering of innovative businesses (Space to Innovate EZ)

• Enterprise Zones have a 25 year life span and enable the retention of rates income to reinvest locally to further boost economic

development which are held by local authorities in the forms of Pot A & B with Pot C being retained by NA LEP.

• Launched in April 2016, the Space to Innovate Enterprise Zone has 10 commercial sites across Norfolk and Suffolk

• Norfolk sites are Norwich Research Park, Scottow Enterprise Park, Egmere Business Zone and Nar Ouse Business Park

(King's Lynn)

• Suffolk sites are Princes Street Office District, Waterfront Island and Futura Park (3 Ipswich sites), Stowmarket Enterprise Park,

Sproughton Enterprise Park and Suffolk Park (Bury St Edmunds)

• Contribution to the Economic Strategy: estimated to create 18,500 new jobs over the course of 25 years

What is the Overall Programme Status?

Outputs

Amber

Outputs lower than expected in first 2 years due to delayed start in site development

Income

Green

On track

What are our key updates?

• Good progress across a number of the 10 development sites, including significant delivery on the Princes Street site, with Birketts

moving into their new HQ, Providence House, and additional jobs and business locating to the Connexions building

• Masterplan finalised for the Nar Ouse Business Park site and planning for the next phase of development submitted

• Quadram Institute (NRP) expected to be occupied Q3 this year with substantial additional funding recently received from BBSRC

• Outstanding legal agreements for Norfolk sites being taken to NCC's Policy & Resources Committee in September 2018

What is our financial position?

Space to Innovate EZ Retained Rates Pots Forecasts

£4m

£4,500,000

£4,000,000

£2.8m

£3,500,000

£3,000,000

£2,500,000

£2,000,000

£1.3m

£1,500,000

£1,000,000

£607k

£178k

£500,000

£0

2016/17

2017/18

2018/19

2019/20

2020/21

Pot A (District/County)

Pot B (EZ project fund)

Pot C (NALEP Challenge Fund)

What is our contribution to the Economic Strategy?

Cumulative from

Change (Q1 Apr-

Cumulative

Progress

OUTPUTS

Forecast to 2021

Apr 2016 to Mar 2018 (2 years)

Jun 18 figures)

total

(%)

Number of jobs in EZ

438

365

803

5,414

Number of businesses moving in

188

Private sector capital investment (£m)

13.25

4.81

18.06

Floorspace - new and refurbished (m2)

9,684

7,266

16,950

114,500

Next steps

• Develop new inward investment and promotional material to help market and raise the profile of the Enterprise Zones to inward

investors and expanding businesses

• Develop stronger partnership activity with DIT, Growth Hub and key commercial and Government partners

• Promote commercial opportunities at MIPIM

New Anglia LEP quarterly economic dashboard - Q4 2017/18

Data as of August 2018, covering period Jan-March 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 - Q4 17-18

Leading indicators show local

The regional economy of the East - en-

It appears the adverse

labour market conditions remain

compassing Norfolk and Suffolk as well as neigh-

weather (“Beast from the

positive heading into the new

bouring counties - experienced a slowdown in

East”) over February and

financial year.

growth over Q1 but remains one of the strongest

March had only a limited

performing in the country, according to the IHS

impact on local housing

The employment rate for prime-

Markit Purchasing Managers’ Index (PMI).

delivery, with the rate of

aged workers (77.8%) continued

completions dropping by

to increase between January

A recognised barometer of short-term economic

only 2.5% between Janu-

March, and sits comfortably

activity, an index reading above 50 signals an in-

ary and March, compared

ahead of the UK average (75.6%)

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

to a national average of 41.8%.

and close to its record-high.

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

greater the rate of change indicated.

However, the number of new homes started dropped much more sharply (by 16%),

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

which will likely impact on future delivery. Unsurprisingly, delivery remained below

unemployment, with the unemployment rate dropping sharply from 4.7% to 4.3%

Between January and March, regional managers reported a cooling in economic

the OAN (Objectively Assessed Need, which was used to inform setting of the ES

after a sudden increase in Q3 due to the roll out of Universal Credit locally.

activity with a PMI reading of 54.4, down from 57.3 in Q3. This was the second low-

indicator) desired delivery for the two counties. Since 2012, this desired level of de-

est reading since 2013, but remained comfortably ahead of the UK average (53.4),

Sectoral profile - Q4 17-18

Despite this the rate of job

livery has been reached in only one quarter (out of 25.)

and was the 4th highest rating of all its regions.

creation locally remains

Demand remains buoyant, with prices accelerating during the quarter. The 1.5%

steady, indicating local resi-

The adverse weather (“Beast from the East”) over February and March may have

quarter-on-quarter increase in the average price of a new build property outpaced

dents may be finding em-

been a contributing factor towards this slowdown, whilst the post-Christmas period

the UK and regional (including the wider Eastern and South Eastern market) averag-

ployment opportunities out-

is a notoriously quieter period for economic growth.

es, with prices now just shy of the £280,000 mark.

side of the two counties (i.e.

Such trends will likely translate into a slower than anticipated start towards the am-

out-commuters).

This contributed to an increase in affordability pressures though, with the average

bition for £17.5bn of additional growth in the local economy, though there are po-

new build property now costing almost 11x the gross earnings of the average full

Therefore, progress towards

tentially positive signs around the productivity ambition when considering the sta-

time worker in the two counties, up from 8x five years previous, and above the UK

the associated ES indicators

ble rate of job creation.

average (10x) also.

likely remains steady, but

with a positive outlook

heading into 2018-19.

New Anglia LEP quarterly economic dashboard - Q4 2017/18

Data as of August 2018, covering period Jan-March 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 - Q3 17-18

Comparator profile - Q4 17-18

After surging post-2012, local enterprise

After consecutive quarters of stationary

Part of Norfolk and Suffolk’s

rates have eased over recent quarters

wage growth, the final quarter of the year saw

’earnings gap’ can be explained by the

(even when accounting for seasonal vola-

a small upturn in advertised earnings, with

lower density of highly skilled (and thus

tility.) Though this trend has been repli-

growth of 0.2% between January and March.

higher paying) job opportunities in the

cated across the rest of the country, this

two counties. Between October and

Though advertised salaries are only one inter-

slowdown is much more pronounced lo-

December, just under half - 44% - of all

action of wages in the labour market, this pro-

cally (see smoothed trend above.)

job opportunities in the two counties

vides a reassuring boost towards the challenge

required a degree level qualification

A tighter labour market (in particular high

of boosting wages and supporting higher-paid

(Level 4 equivalent and above), com-

employment) and challenging trading

job opportunities locally.

pared with 62% across the UK.

conditions in entrepreneurial sectors (such as retail, food and construction) may be

Progress remains positive when compared to the rest of the country; in fact, the me-

contributing factors towards this slowdown.

Positively, higher skilled job opportunities are beginning to increase in number after

dian advertised salary across the UK has failed to see any substantial increase over

easing off over the 2012-16 period (the slowdown reflecting a relative - though by

Between January and March 2,305 businesses were registered in the two counties,

the past two years, whilst some regions have even experienced contractions.

no means exclusive - shift in job creation to traditionally lower skilled occupations

equating to 24 registrations per 10,000 residents. This means local residents are

And though median advertised salaries locally

and industries).

almost 50% less likely to

Sectoral profile - Q4 17-18

are still some 17% below the

Sectoral profile - Q4 17-18

Recent progress has helped

UK average (£25k against

those elsewhere in the

the local area ‘close the

£30k), this gap has closed by

country, a gap that has

gap’ with the rest of the UK

some 5 p.p. (percentage

stubbornly persisted in re-

though; the gap between

points) on the same quarter

cent years.

the relative share of job

in 2015.

opportunities that are high-

Within the context of the

Though this means progress

ly skilled has closed by 4

associated ES indicator, this

towards the ambitious ES

p.p. since 2016.

likely means that delivery

indicator likely remains sta-

will remain positive but

The positivity of such short

ble, growth potential remains

stable, and again disap-

term trends shows poten-

more positive than large

pointing compared to na-

tially faster than expected

parts of the UK.

tional and regional averag-

progress towards the asso-

es.

ciated ES indicator.

New Anglia LEP programme outputs dashboard - Q1 2018/19

Data as of August 2018

Jobs created

Private sector investment unlocked

New dwellings supported

Primary Economic Strategy (ES) indicators supported

Delivery, this quarter (Q1, Apr-Jun 2018):

583

Delivery, this quarter (Q1, Apr-Jun 2018):

£11.3m

Delivery, this quarter (Q1, Apr-Jun 2018):

Delivery, year to date (2018-19 financial year):

583

Delivery, year to date (2018-19 financial year):

£11.3m

Delivery, year to date (2018-19 financial year):

Delivery, cumulative to date (2012-):

7,613

Delivery, cumulative to date (2012-):

£310.0m

Delivery, cumulative to date (2012-):

562

With a proven track record of creating jobs and supporting employment

LEP programmes continue to leverage in significant private sector invest-

Though typically small-scale and limited in terms of direct tangible out-

opportunities in the local economy, LEP programmes have a demonstra-

ment, helping to unlock jobs, housing, capital and growth. In fact, the IMF

puts, LEP programmes still have a demonstrable role in supporting the

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

delivery of new homes and leveraging in resources to unlock sites and

ated indicators.

of economic growth, highlighting its direct impact on the delivery of the

development.

aims and ambitions in the ES.

Between April and June, some 583 new jobs were directly created by LEP

After a spike in delivery over 2016-17 (attributable to a large-scale de-

programmes in Norfolk and Suffolk. Enterprise Zones, Growing Business

Delivery was surprisingly positive in Q1 - traditionally one of the outputs

velopment in North Walsham) delivery throughout the 2017-18 finan-

Fund and Business Growth Programme continue to be the primary driv-

quieter quarters for delivery - with £11.3m of private sector investment un-

cial year was subdued, though this specific output does follow a volatile

ers, though New Anglia Capital supported the creation of an impressive

locked between April and June, more than the Q1 and Q2 totals for 2017-

and unpredictable pattern of delivery (which in turn makes target-

44 new jobs.

18 combined.

setting difficult).

This robust delivery for the quarter has ensured a strong start towards

Targeted delivery for 2018-19 financial year stands at a stretching £70.0m.

The 13 new dwellings supported in Q1 are therefore the first outputs

the ambitious target of 1,950 new jobs over the 2018-19 financial year,

Though the 16% delivery share remains for Q1 falls below desired delivery

delivered for 12 months, and ensure a solid start towards the target for

which is targeting a rate of delivery almost 40% higher than that deliv-

(25%), this traditionally slow-starting output is expected to see delivery

200 new LEP-supported dwellings over the 2018-19 financial year.

ered historically.

ramp up in future quarters.

Target, this year (2018-19 financial year):

1,950

Target, this year (2017-18 financial year):

£70.0m

Target, this year (2017-18 financial year):

200

Delivery, year to date, as % of target:

^G30%

Delivery, year to date, as % of target:

^A16%

Delivery, year to date, as % of target:

^A13%

New Anglia LEP programme outputs dashboard - Q1 2018/19

Data as of August 2018

New businesses created

Jobs paying above the median salary*

Learners & apprenticeships supported

Primary Economic Strategy (ES) indicators supported

Delivery, this quarter (Q1, Apr-Jun 2018):

13%

Delivery, this quarter (Q1, Apr-Jun 2018):

Delivery, year to date (2018-19 financial year):

13%

Delivery, year to date (2018-19 financial year):

Delivery, cumulative to date (2012-):

1,031

Delivery, cumulative to date (2017-):

27%

Delivery, cumulative to date (2012-):

805

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 January and March, 14% of new LEP-supported jobs* were paying

After a spike in delivery in the final quarter of 2017-18, delivery for Q1

Quarterly delivery continued to show positive momentum, with LEP pro-

above the median wage as a starting salary. This was the lowest quarterly

has been subdued, though like housing this specific output follows a

grammes supporting the creation of 87 new businesses in the first quar-

tally recorded yet, though there was an above average number of entry-

volatile and unpredictable pattern of delivery (and thus is difficult to

ter of the year. This means that the LEP has now broken the 1,000-mark

level roles created in the quarter (which are typically lower-paying, even if

forecast and set targets for).

for business creation since 2012.

only in the short-term.)

Targeted delivery for the year stands at an impressive 450 new learners

This has ensured a strong start towards the ambitious target of 250 new

A target for a third of all new jobs to be paying above the median salary

and apprenticeships - which would represent a 50% uplift in overall de-

businesses over the 2018-19 financial year, which is targeting a rate of

has been set for the forthcoming year, a slight uplift on historic delivery.

livery for the output - with a number of capital-related projects ex-

delivery a third higher than that delivered historically.

pected to drive delivery for the year.

*Please note currently data is only available for two LEP programmes;

Growing Business Fund and the Business Growth Programme. Stated totals

may therefore not be reflective of LEP delivery as a whole.

Target, this year (2017-18 financial year):

250

Target, this year (2017-18 financial year):

30%

Target, this year (2017-18 financial year):

450

Delivery, year to date, as % of target:

^G35%

Delivery, year to date, as % of target:

^R0%

New Anglia Local Enterprise Partnership Board

Wednesday 19^th September 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 August 2018. The report includes confidential appendices:

Appendix A - core management accounts period ended 30 June 2018

Appendix B - core management accounts period ended 31 July 2018

Appendix C - core management accounts period ended 31 August 2018

Appendix D - core monthly and year to date graphs

Management accounts

The LEP’s core income and expenditure account and graphs for the months ended 30 June

2018, 31 July 2018 and 31 August 2018 are shown in confidential appendix A, B, C and D.

Year to date - 31 August 2018

Headline figures for the five months are: Total income £636,244 of which £311,665 represents

core contribution with recharges and other income of £324,579 making up the balance. Costs to

31 August total £599,183 leaving a surplus of £37,062, ahead of budget by £16,240. Details of

any larger variances will be explained at the board meeting

Annual accounts for the year ended 31 March 2018

As there was no July board meeting it was agreed at the June board to approve the draft

annual accounts via email. This has now been done and the accounts approved.

Although the LEP are able to file abbreviated accounts for transparency a full set of statutory

accounts will be filed after the annual general meeting.

Annual funding letters

The funding request letters for

2017/18 have been sent out to the leaders of the local

authorities during August, with a copy of the letter and invoice also being sent to the chief

executives.

New Anglia LEP Board Forward Plan - 2018

Date

Venue

Forward Looking

Governance & Delivery

17^th January

Orbis, Lowestoft



Aims and Objectives for the Year



Capital Growth Programme projects



Voluntary Community Sector Programme



New Anglia Capital



The Malthouse



(WSC 2nd Phase Project)

21^st February

Marble Hall, Norwich



Economic Indicator trajectories and targets



Governance review new structure



Brexit Analysis



Annual review of current operational plan.



ERDF bid

21^st March

Jockey Club, Newmarket



Institute of Technology (IoT)



2018/19 budget



Capital Growth Programme bids



Growing Places Fund bids



Scheme of Delegation

18^th April

Green Britain, Swaffham



Tri-Lep Local Energy East Strategy



LEP Capital budget



Cambridge - Norwich Tech Corridor



Review of professional advisers



Decision Log



Growth Deal Quarterly Dashboard

23^rd May

Co-op Education Centre,



Transport strategy



Capital Growth Programme Projects

Ipswich



Enterprise Zones



PwC report - review of implementation



Data Dashboard



WSC 2^nd Phase



Speculative Development



Growing Places Fund - Atex Park

20^th June

The University of East



Place Branding



Enterprise Adviser Network

Anglia



Inward Investment



Growth Deal Quarterly Dashboard



Skills



Local Energy Strategy



Revenues Budget Framework



Capital Growth Programme Honingham Enterprise Park

18^th July

Meeting Cancelled



Opportunity Areas (To October)



Draft accounts - To be approved electronically



Eastern Agritech proposal (To October)



Programme Performance Report (To September)



NAC Bi-Annual Update (To September)

August

No Board Meeting

19^th September

Aviation Academy



Brand Strategy



LEP Review

+ AGM



Economic Strategy Delivery Plan



Performance Reports (Data Dashboard, Data Dashboard,



Local Industrial Strategy

Quarterly Dashboard)



NAC Bi-Annual Update

18^th October

Sizewell, Suffolk



Opportunity Areas



LEP Review Implementation



Nuclear Sector Deal



Capital Growth Programme Review & Programme Call

21^st November

Keystone Centre,



Performance Reports

Thetford

December

No Board Meeting