New Anglia Local Enterprise Partnership Board Meeting

Wednesday 24th November 2021

10.00am - 12.30pm

By MS Teams

Agenda

No. Item

1. Welcome from the Chair

2. Presentation from Brian Bowen, General Manager, GCB Cocoa

3. Apologies

4. Declarations of Interest

5. Actions / Minutes from the last meeting

Strategic

6. Inward Investment Delivery Plan 21/22 Progress Report Update

7. New Anglia LEP Future Options – Confidential For Approval

Break 15 mins

Operational

8. New Anglia LEP Programme Evaluation Action Plan For Approval

9. Chief Executive’s Report Update

10. New Anglia Capital Investment Update Report – Confidential Update

11. November Programme Performance Reports Update

12. Board Forward Plan Update

13. Any Other Business Update

Public

New Anglia Board Meeting Minutes (Unconfirmed)

20th October 2021

Present:

Claire Cullens (CC)

Norfolk Community Foundation

C-J Green (CJG)

Brave Goose

John Griffiths (JG)

West Suffolk Council

Matthew Hicks (MH)

Suffolk County Council

Pete Joyner (PJ)

Shorthose Russell

Dominic Keen (DK)

Britbots

Helen Langton (HL)

University of Suffolk

Steve Oliver (SO)

SWECO

Corrienne Peasgood (CP)

Norwich City College

Andrew Proctor (AP)

Norfolk County Council

Johnathan Reynolds (JR)

Opergy

Sandy Ruddock (SR)

Scarlett & Mustard

Jeanette Wheeler (JW)

Birketts

Attendees

John Cornbill (JC)

Insight Works – For Item 7

James Ives (JI)

BEIS

Shan Lloyd (SL)

BEIS

Jai Raithatha (JRa)

Suffolk County Council

Chris Dashper (CD)

New Anglia LEP – For Item 7

Julian Munson (JM)

New Anglia LEP – For Item 6

Chris Starkie (CS)

New Anglia LEP

Rosanne Wijnberg (RW)

New Anglia LEP

Helen Wilton (HW)

New Anglia LEP

Actions from the meeting: (20.10.21)

Programme Evaluation

Details of grants by district to be circulated to board members

Welcome from the Chair

CJ Green (CJG) welcomed everyone to the meeting.

Presentation from Corrienne Peasgood, Norwich City College Digitech Factory

Corrienne Peasgood (CP) provided an overview of the IT and computing education previously

provided by the college and highlighted the gaps in the provision historically.

CP advised that an investigation had been carried out into the skills and aspirations of current IT

students and also into the entry level qualifications required by local employers in order to map the

gap in requirements.

The first course was developed with 20 students initially participating and the majority went on to start

apprenticeships after the first year.

The success of the course meant that a larger facility was required and the bid was progressed swiftly

with LEP funding secured in February 2019. Ground breaking was in July 2020, and even given the

challenges of the pandemic, the project was completed on time and on budget and will be formally

opened on the afternoon of the board meeting.

The building itself is physically linked to the creative arts building encouraging the crossover of skills

between the two departments and provides a wide range of facilities for students.

Jeanette Wheeler (JW) asked what was being done to promote the facility especially to schools. CP

confirmed that the Digitech factory is being promoted through the Chambers of Commerce and also

via contacts relating to apprenticeships. The curriculum feeds into degrees at the UEA and NUA and is

being promoted to schools this year.

CJG thanked CP for the presentation and said she looked forward to visiting the Digitech factory later

in the day.

Apologies

Apologies were received from Kathy Atkinson, David Ellesmere and Stuart Dark.

Declarations of Interest

None

Actions/Minutes from the last Meeting

The minutes were accepted as a true record of the meeting held on 22nd September 2022.

CJG reviewed the action log and confirmed all items been updated.

ICT Digital Industry Council Report

Julian Munson (JM) presented the ICT Digital Industry Council Report and highlighted key

areas noting that a recent report from Tech Nation had identified the fact that 13% of

vacancies are in the tech related field and that the facilities being created in Norfolk and

Suffolk provided significant opportunities for the region.

There are now 42% more roles being advertised in the tech sector than before the pandemic

and the average salary is 50% higher. Companies are struggling to recruit and while the

pandemic has allowed them to be more flexible in their recruitment in relation to remote

working this provides both opportunities and challenges to the region.

JM advised that the Council has focussed on connecting the region’s innovation centres as

never before noting the Connected Innovation project and that the Council is also mapping

technology strengths in Norfolk and Suffolk while identifying opportunities with central

Government.

JM noted the growing need to teach digital skills in non tech companies across a wide range

of sectors as considerable developments have been made during the pandemic.

JM confirmed that the Council is working to strengthen links with the Innovation Board, the

Skills Advisory Panel and is engaging with the DIT, Tech East and other partners to promote

the region.

The meeting discussed the importance of ensuring that employees have basic digital skills

especially in reskilling older workers and agreed that ICT provision from a skills perspective at

all levels needed to be promoted to all companies across the region to ensure they are not

missing out.

JM confirmed that the SLAs with EEEGR and Tech East are being updated to include the

requirement for them to engage with all Industry Councils to further opportunities for

collaboration.

The Board agreed:

• To note the content of the report

Programme Evaluation

CJG introduced John Cornbill (JC) from Insight Works who carried out an independent

evaluation of the LEP’s portfolio of programmes. The review looked in detail at three of the

LEP’s most significant programmes – Growing Business Fund, Growing Places Fund and the

Eastern Agri-tech Initiative and also examined seven other programmes to provide a holistic

picture of LEP programmes delivery.

JC confirmed that the programmes had performed well and achieved their targeted outputs but

that the review encouraged the team to look deeper at additional impacts such as increased

productivity, enhanced R&D and a more positive approach to future investment.

JC noted that the Agri-tech programme had been the most challenging to administer given the

collaboration with the Cambridge and Peterborough Combined Authority but that recipients of

the funds had found it highly beneficial.

The LEP’s Business Recovery and Resilience Scheme had also proved to be very popular and

had benefitted from not being constrained by ERDF rules.

JC reviewed the recommendations from the evaluation and highlighted specific areas notably:

• Consider creating a more compelling “big picture” of the LEP role and achievements

• Build the story of LEP delivery capability

• Seek to improve the consistency and depth of impact evidence

He noted that LEP actions have generated significant positive impacts in line with the Economic

Strategy ambitions and that this should be celebrated.

JW offered her congratulations to the team of the successes identified.

Helen Langton (HL) agreed and noted the need to continue to promote the LEP and its

successes as the case studies will influence other companies.

Chris Starkie (CS) highlighted the hard work of the Programmes team and also stressed that

learning opportunities were identified alongside the successes and advised that a report will

come to the November board meeting to support those improvements identified.

He noted the considered risks taken by the board in investments have paid off when filling the

funding gap in the market.

Johnathan Reynolds (JR) noted the challenges in innovation funding.

JC greed that this area is always challenging as innovation is not always identified as a specific

business objective. The Growth Through Innovation scheme does support this area but it needs

to be clear to the business on how innovation and the funding can work in their specific

company.

Andrew Proctor (AP) asked for the latest details of grant provision per district.

ACTION: Details of grants by district to be circulated to board members

CGJ thanked JC for his work and for attending the board meeting to present his findings.

The Board agreed:

• To note the content of the report

Government Review of LEPS - Confidential

The Board agreed:

• To note the content of the report

Chief Executive’s Report

CS reviewed the report and highlighted the LEP’s attendance at the Norfolk County Council

Scrutiny Committee, the mid year review with BEIS and the successful lauch of the Generate

brand.

The Board agreed:

• To note the content of the report

October Performance Report

Rosanne Wijnberg (RW) presented the report and highlighted key items.

Business Growth Programme – This is the final report which uses the original dates and

funding levels. The next report will run to June 2023 and the total fund will increase to £34.6m

overall. Targets will be restated to reflect the extension of the programme.

The Board agreed:

• To note the content of the report

Quarterly Management Accounts – Confidential

The Board agreed:

• To note the content of the plan

Board Forward Plan

CJG reviewed the items on the plan for the November meeting.

The Board agreed:

• To note the content of the plan

Any Other Business

Pete Joyner (PJ) queried the timescales for the LEP Review and asked whether sufficient

information will be available in November noting there was not meeting in December.

JR proposed adding a December board date if required. CJG confirmed this could be added if

required.

Date Item Action Update Actioned

Target Date

20/10/2021 Programme Evaluation Details of grants by district to be circulated to board members Details circulated with minutes of the October Board meeting. CS Complete

22/09/2021 Government Review of LEPs A paper will be brought to the November board meeting with options and

timescales

A paper detailing options is included in the November board papers.

CS Complete

Actions from New Anglia LEP Board Meetings

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New Anglia Local Enterprise Partnership Board

Wednesday 24th November 2021

Agenda Item 6

Inward Investment Delivery Plan 21/22 Progress Report

Author: David Dukes, Invest Norfolk & Suffolk team

Presenter: David Dukes

Summary

This paper provides an update on the 21/22 Delivery Plan for delivering inward investment

across Norfolk and Suffolk, led by the Invest Norfolk & Suffolk team and outlines how the

team’s work is supporting growth objectives for Norfolk & Suffolk. It also provides some

background to the presentation being made to the Board at the start of the meeting by Brian

Bowen of GCB Cocoa.

Recommendation

The Board is asked to note the contents of the report and endorse the current approach.

Background

In November 2020 the Board endorsed the proposed approach for delivering inward investment

activities across Norfolk and Suffolk, utilising a model of centralised delivery via a newly created

team. The 21/22 Delivery Plan outlined six workstreams:

 INS1 – Identification of market need

 INS2 – Identification of market offer (product)

 INS3 – Communicating/promoting the market offer

 INS4 – Partnership development

 INS5 – Support retention, development, and expansion of existing local businesses

 INS6 – Systems development/management

An action plan was subsequently developed to identify and schedule resources and track delivery

and outputs.

Activity delivered

A high-level overview of each workstream is below:

INS1 – Identification of

market need: the markets,

sectors, and businesses,

which may be aligned with

our assets and opportunities

 Nutrition High Potential Opportunity (HPO) awarded by

Department of International Trade which is now being

finalised

 Post Covid and EU transition consultancy (Hatch

Associates, funded by NSF/SIGIF)

 Increased engagement with DIT (sector propositions with

increased inclusion of N&S assets and opportunities

 Greater linkages with international teams and sector

specialists

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 Digital analytics to identify N&SU website visitor

demographics

INS2 – Identification of market

offer (product): headline

offers for promotion and

resource set for bespoke

responses

 Developed priority sector propositions

 Benchmarking assets to create asset register

 Supporting skills and recruitment offer for N&SU website

with significant upgrade in information available

 Development of landing packages

INS3 – Communicating/

promoting the market offer:

ensuring key audiences are

aware, increasing enquiries

 Marketing campaign in development, in collaboration with

LEP Innovation team (NSF/SIGIF funded)

 Increased engagement with LEP Comms team

 N&SU website audit conducted (ERDF funded),

recommendations to be costed

 Event engagement

a. Global Offshore Wind conference attended and

launch of Generate brand.

b. Dutch trade mission hosted, sponsored Local

Flavours

INS4 – Partnership

development: working with

stakeholders locally,

nationally, and internationally

 Regular (6/8 weekly) calls with individual Districts &

Boroughs to discuss key issues and key account

management

 Quarterly full area meetings which are very well attended

and included DIT input

 Ad hoc communications as required.

 Biannual newsletter to stakeholders

 Monthly reviews with DIT Partnership Manager

 Quarterly meetings with DIT nationally, regionally and

with sector specialists

 Established links with key developers, and developed a

clear understanding of their respective objectives. Most

have contributed substantively to investment responses.

 Close working relationships developed across all LEP

teams, all of which play a key role in the delivery of the

inward investment service. Notably the EZ team, strategy

(including research and data provision) and

communications.

INS5 – Support retention,

development, and expansion

of existing local businesses

 Key businesses identified in each District & Borough and

reviewed with D&B teams, cross referenced with DIT One

List

 Creative Unlimited (NSF and SIGIF funded) project

supporting creative sector businesses

 Invest East (ERDF funded) project – monitor impact of

investment readiness programme (£1.978m funding

secured to date by SMEs), through to project end date

March 2022

 Working with partners to provide supply chain

opportunities

INS6 – Systems

development/management

 Key business management procedure agreed with D&Bs

 Enquiry handling system (Trello) working effectively

(essential now we have more enquiries)

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Key statistics

All of these workstreams are designed to deliver the key overarching objectives of 1) generating

more enquiries/leads and 2) more successes in terms of landed projects and jobs.

Inward investment successes

The last full year: April 20 to March 21 - includes foreign direct investment (FDI) and domestic

(UK owned businesses relocating)

Norfolk – Six successes creating 317 new jobs and safeguarding 670, £115m total investment.

Suffolk – Nine successes creating 144 new jobs and safeguarding 40, £14m total investment.

Another five projects landed in multiple UK sites including Norfolk & Suffolk: not possible to

disaggregate local data

April 21 to date: Three confirmed by DIT successes, creating 21 jobs, £8.265m total

investment.

Enquiries

82 new enquiries received in 2021: from DIT, referrals from stakeholders, direct approach,

events.

Overall, the number and value of the successes represents a 25% increase compared to a

national fall of c12%.

Globally there was a significant downturn in 2020 of c35%.

Both the UK and international trends are expected to recover as the effects of the pandemic are

reduced.

Our number of new enquiries continues to exceed expectations and is significantly higher than

was achieved across the two counties prior to the establishment of Invest Norfolk and Suffolk.

Promotion

12 sector propositions for DIT have been developed, with input from stakeholders.

We have enjoyed continued improvement in dialogue with DIT across all sectors and within

Whitehall, the Investment Services Team and with some overseas posts.

This is leading to more direct approaches relating to enquiries rather than via generic mass

mailouts.

Another key benefit has been embedding the Norfolk and Suffolk brand more strongly within

DIT’s mindset.

In the past there was much confusion around respective inconsistent uses of The East, East

Anglia, East of England and New Anglia.

Norfolk and Suffolk is more widely used and accepted. We have also been adding to the

Norfolk and Suffolk Unlimited website with a new section aimed at supporting recruitment of

talent and key skills. This will be an important area of work in 22/3.

Link to the Economic Strategy and Local Industrial Strategy

The team is willing to, and indeed has been, handling enquiries from all sectors. We find that

we are able to provide a good response in relation to many key sectors which reflects our

diverse economy. However, in terms of outward promotion and lead generation work, we focus

more on our 3 LIS sectors.

This fits well with DIT which likes a targeted and focused approach. We consider it to be very

helpful that DIT increasingly sees Norfolk and Suffolk as having particularly strong offers in

clean energy, agritech, food and drink and ICT creative and digital.

GCB Cocoa

This was recorded as a success last year, which the Board will recall. However, although the

project had “landed” there was still a great deal of work to ensure that the project was fully

realised.

GCB Cocoa purchased the former Phillips Avent building in Glemsford, Suffolk, with the

intention of converting it into a cocoa production facility. This is a major investment and requires

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significant structural changes and additions to the facility, and fundamentally involving a

planning application.

Brian Bowen had been the site manager for Phillips for a number of years and was appointed

General Manager of GCB Cocoa in early 2021 to deliver the upgrades, and then to run the

completed facility. We have worked closely with Brian over the past few months, along with

colleagues from Mid Suffolk Babergh to reach the stage he is at today. Brian will be providing

the Board with an overview of what he has achieved so far and the plans for the future.

Although we agreed with DIT that we would only record the 3 jobs that had actually been

created as at 31/3/21, significantly more jobs will be created in 2021/2 as the Board will hear in

Brian’s presentation, and these will be captured in this year’s outturn.

Ongoing Projects

Many of the enquiries referred to above, even those from previous years, are live and

collaborating with the various investors (in conjunction with partners) forms a major part of the

team’s work.

Several of these involve considerable input and if any land they will deliver significant benefits

to our economy as well as provide very helpful profile-raising opportunities.

Next Steps

A 22/23 Delivery Plan is under development. It will be constructed under the 6 workstreams as

before and will not be radically different to this year. There will be a significant amount of

business-as-usual enquiry handling.

We do expect to be able to undertake more profile-raising work at key events if Covid does not

re-emerge as a constraint and we will also undertake further work to enhance the N&SU

website both in terms of content and its reach.

This will require a modest budget and it is worth stressing that the team has not made

significant use of LEP finances to date. We were able to use the funding provided by the ERDF

funded Invest East project. However, this source is no longer available, and we will be looking

to utilise modest funding in 2022/23 to support key projects.

Recommendation

The Board is asked to note the contents of the report and endorse the current approach.

New Anglia Local Enterprise Partnership Board

Wednesday 24th November 2021

Agenda Item 8

New Anglia LEP Programme Evaluation Action Plan

Author: Chris Dashper Presenter Chris Dashper

Summary

At the October 2021 meeting of the LEP Board, the Board were presented with an independent

evaluation of the LEP’s portfolio of programmes. The review, conducted by Insight Works

looked in detail at programmes including the Growing Business Fund, Growing Places Fund

and the Eastern Agritech Initiative.

The report made a series of recommendations about the future delivery of programmes. The

LEP Board agreed to receive an action plan at their November meeting, detailing how the

individual recommendations would be implemented by the LEP.

Board Recommendation

The board is invited to agree the recommendations of the Programme Evaluation action plan.

Evaluation recommendations

The following recommendations were made as part of the detailed evaluation of the Growing

Business Fund, the Growing Places Fund and the Eastern Agritech Initiative, along with a

higher-level review of the remaining portfolio of programmes delivered by the LEP.

1. Consider creating a more compelling “big picture” of the LEP role and achievements

2. Seek to improve the consistency and depth of impact evidence

3. Consider a greater differentiation with programme names

4. Consider a review of the capital grant management process

5. Consider how the Economic Strategy ambitions could be better reflected in intervention

initiation and reporting

6. Build the story of LEP delivery capability

7. Consider how process analysis skills would assist continuous improvement

8. Consider using the Competitiveness Model as an aid to decision-making in shaping

future support

1. Consider creating a more compelling “big picture” of the LEP role and achievements

At the September AGM, the 10-year anniversary of the LEP was celebrated through a

report on the impact that the LEP has had on the regional economy, with £302.5m of

funding support unlocking match funding of £1.3bn, 15,300 jobs created and 15,000

business supported with advice and guidance.

These figures paint a positive picture of the work of the LEP over the previous 10 years.

The LEP also retains a significant stock of individual project case studies to provide

contextual support to the work of the programmes.

It is recognised however that due to the nature of the funding, whilst programmes are still

live, the emphasis is on the collation and presentation of outputs such as jobs, houses,

learners and match funding achieved, rather than an assessment of the wider impact, or

outcome of the programme.

It is the intention in the future to explore opportunities to evaluate the broader outcome of

individual programmes, providing that ‘bigger picture’ of the impact of the LEP and its

programmes to date.

Action: Continue to promote individual programmes and the collective impact of the

work of the LEP and its programmes and also consider opportunities for

incorporating outcome assessment into future promotion.

2. Seek to improve the consistency and depth of impact evidence

Many of the outputs the LEP is required to monitor are driven by external funders and linked

directly to the funding provided to the LEP.

As external priorities have moved between, for example, those to combat the financial crisis

after 2008, through improving productivity and innovation and on to current low carbon and

net zero ambitions, the range and type of output measures reported has increased

significantly.

Consolidating this range of outputs and achieving consistency across the programmes is an

important aspect of any future programme design and implementation.

In terms of monitoring and reporting, the LEP has been building a comprehensive bespoke

Client Record Management system (CRM) for several years, with constant updates and

improvements to produce a central resource for the grant management process.

The system now operates as a whole-life record, from enquiry with the Growth Hub to

output capture and project closure by the LEP or SCC.

The CRM will replace other management systems for any future programmes. In terms of

payments to projects, the pandemic has brought forward streamlined systems such as

electronic claim and payment signatures, improving the overall efficiency of the financial

management processes.

Action: Continue to invest in the development and utilisation of the CRM system.

Ensure future programmes align with respect to output targets to consolidate and

narrow the range of outputs captured and reported and that all targets cascade from

strategic priorities where possible.

3. Consider a greater differentiation with programme names

Since the introduction of the first tranche of programme funding to the LEP, the Growing

Places Fund in 2012, government nomenclature has often preferred the use of ‘Growth’ or

‘Growing’ as titles for national funding programmes, and these have cascaded down to the

regional delivery level.

There is no doubt that from a customer perspective viewing the programme titles alone it is

difficult to distinguish between programmes, although published criteria outline the

differences explicitly, removing any further misunderstanding as to the intentions of the

programme or its eligibility criteria.

More recent programmes, such as the Innovative Projects and the Resilience and Recovery

Funds have successfully used titles that reflect the ambition of those programmes more

clearly and this process will continue in future.

Action: Future programme titles to avoid similarities, where possible, to other LEP

and external provider programmes. Continue to develop the CRM system for full

client record management by multiple users.

4. Consider a review of the capital grant management process

The current capital grant management process does comprise a number of stages, driven

by government policy, followed by LEP strategic priorities before delivering through local

authority partners, SMEs and voluntary and community organisations.

The current model does not necessarily suit every applicant in terms of decision timescales,

but processes have been designed in favour of the applicant as much as possible.

Publicly funded programmes such as ERDF have the most complexity associated with

delivery, other programmes reflect the ERDF model in terms of stages to maintain some

uniformity through the programmes and to prevent applicants selecting programmes on the

basis of simplicity alone.

Streamlining of the process is possible given the opportunity to build a portfolio of

programmes which reflect regional priorities over national policy.

Action: Review grant management process for any future programme delivery.

5. Consider how the Economic Strategy ambitions could be better reflected in

intervention initiation and reporting

All programmes currently reflect and support the delivery of the ambitions of the Economic

Strategy.

Programme calls have identified key priorities such as skills provision or capital

infrastructure as appropriate to support the delivery of the Economic Strategy and the aims

and objectives of the LEP.

Programmes, particularly the Growing Places Fund and the Growing Business Fund have

been flexible and adapted to respond to changing priorities such as support for productivity,

innovation and net zero, or to support a wider range of sectors, such as the VCS challenge

programme. The programme evaluation notes this flexibility, particularly in terms of the

Growing Places Fund.

Insight Works quote in their evaluation: ‘It’s clear the portfolio actions are making major

contributions to the aims of the Economic Strategy, however, restricting the collection of

impact evidence to that required by funders means the LEP is not always getting credit for

its achievements’

Action: Ensure that all future programmes clearly reflect the strategic ambitions of

the LEP and can adopt a flexible approach to delivery as necessary.

6. Build the story of LEP delivery capability

Since the beginning of the 2020/21 financial year, as a result of the pandemic, the LEP has

been required to react quickly to support the delivery of government interventions including

the Visitor Economy and Wider Economy Grants and the call for projects through the

Community Renewals Fund.

The LEP has also supported local authorities to deliver their tranches of government

funding directed at supporting SME’s across the region during periods of lockdown and will

continue to support East Suffolk and the Borough Council of Kings Lynn and West Norfolk

to deliver their Additional Responsibilities Grant until the end of the 2021/22 financial year.

Of particular note and highlighted by Insight Works as an example of good practice is the

LEP designed Business Resilience and Recovery Fund, designed to help businesses

recover from the pandemic by pivoting and diversifying from their traditional business plans.

These examples will be highlighted as part of the publicity around the programme

evaluation, demonstrating the ability of the LEP to deliver and to successfully adapt delivery

models and practices to changing circumstances. Insight Works quote from the evaluation:

The team has demonstrated its ability to respond efficiently and effectively to new HMG

requirements regardless of the nature, scale, urgency, timescales or policy directions

Actions: Highlight LEP delivery capability and flexibility in programme evaluation

publicity and continue discussions with local authority partners and others about

utilising this capability to support their proposed and planned activities.

7. Consider how process analysis skills would assist continuous improvement

Programmes are currently reviewed on an annual basis to ensure that criteria are fit for

purpose and that the offer from the LEP is contingent with demand from potential recipients

of any funding.

Where possible, outputs and other programme components are adjusted to match strategic

requirements and regional needs, such as jobs created or sustained or new skills to the

market.

However, this is not always possible where outputs are determined by the funding

originator, such as UK Government.

Actions: Continue to ensure that programme processes are reviewed to ensure that

the LEP is best placed to deliver results through well designed programmes.

Continue to feedback learnings from our programmes to Government to support

future decision making.

8. Consider using the Competitiveness Model as an aid to decision-making in shaping

future support

The Competitiveness Model could support future programme design where there is a

significant level of control for the LEP in designing individual programmes.

An example is the Resilience and Recovery Fund, where funds are focussed on outcomes

through diversifying the business model, incorporating innovation and productivity and

raising skills levels as a result and encouraging best practice, such as digitisation.

Taken in the context of the pandemic however, the fund has been focussed on supporting

as many businesses as possible to respond positively to circumstances they have found

themselves in and to become more sustainable.

However, future programmes could be designed around the requirement for applicants to

better demonstrate how projects requiring funding achieve improved competitiveness and

growth in the market.

Action: Consider use of the Competitiveness Model in future programme design.

Table of recommendations and timelines for implementation

Recommendation Current position Action Timeline

Consider creating a more

compelling “big picture” of

the LEP role and

achievements

Ongoing within

existing

programmes.

Continue to promote individual

programmes but also the

collective impact of the work of

the LEP and its programmes

and consider opportunities for

incorporating outcome

assessment into future

programme p

omotion

2022/23

Seek to improve the

consistency and depth of

impact evidence

CRM system

updated to better

manage projects

Continue to invest in and utilise

the CRM system to manage

data capture. Streamline range

of future outputs where possible

Ongoing

Consider a greater

differentiation with

programme names

Overlapping

programme titles

continue to end of

2021/22

Design future programmes to

better reflect the programme

ambitions and to differentiate

from other programmes

2022/23

Consider a review of the

capital grant management

process

Existing model not

ideal for all

recipients

Review grant management

model for any new programmes

in line with regional strategy

and p

iorities.

2022/23

Consider how the

Economic Strategy

ambitions could be better

reflected in intervention

initiation and reporting

Current

programmes reflect

strategic priorities

and are adapted as

necessary

Ensure future programmes are

designed around strategic

priorities and are flexible and

adaptable if required

Ongoing

Build the story of LEP

delivery capability

LEP has

demonstrated

flexibility and

capability within

programmes.

Promote flexible programmes

including Business Resilience

and Recovery Fund to illustrate

delivery capability and continue

discussions with local authority

partners and others about

utilising this capability to

support their proposed and

planned activities

2021/22

Consider how process

analysis skills would assist

continuous improvement

Programmes are

regularly reviewed

and criteria

updated

Incorporate future review points

and continuous improvement

mechanism into any future

programmes from 2022/23

onwards. Continue feedback to

Government to support future

decision making

2021/22

and

2022/23

Consider using the

Competitiveness Model as

an aid to decision-making

in shaping future support

Current

programmes driven

by funding

requirements

Competitiveness model could

be used to support the delivery

of future programmes, if

strategically appropriate.

2022/23

Board Recommendations

The board is invited to receive the recommendations of the Programme Evaluation action plan.

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New Anglia Local Enterprise Partnership Board

Wednesday 24th November 2021

Agenda Item 9

Chief Executive’s Report

Summary

This report focuses on by exception reporting on key issues and information for the board’s

attention.

Regular reports on the performance of individual LEP programmes are provided via programme

performance reports and issues which require board input or decisions are tabled as agenda items

in their own right.

The report is grouped under four headings – 1) LEP managed projects and programmes, 2) LEP

Industry councils and Sub-groups, 3) External Partnership Activity and 4) Governance and

Finance. The communications dashboard is also attached as a separate appendix.

Recommendation

The board is asked to:

 Note the contents of the report

1) LEP Managed Projects and Programmes

Community Renewal Fund (CRF) – two LEP-led projects awarded funding

Funding for the two LEP-led business support programmes have been secured from the

Community Renewal Fund.

Road to Net Zero Business Support Programme (Norfolk £660K, Suffolk £520k) and Enabling Self

Employment in Norfolk and Suffolk (Norfolk £620k, Suffolk £404K). The projects are required to

deliver by June 2022.

Road to Net Zero Business Support Programme is a pilot initiative designed to pro-actively pivot

business support and grants on a net zero future, building business advice expertise, and

developing a portfolio of tested interventions which can be rolled out further in future.

It will provide:

 A dedicated trained resource within the New Anglia Growth Hub and Norfolk and Suffolk

Chambers of Commerce.

 Evidence mapping sectoral opportunities in the net zero journey from UEA in partnership with

University of Suffolk.

 Online toolkits/resources for partners to share/promote in their peer groups to support and

enhance direct support and to showcase best practice.

 Grants from £1,000-£25,000, at a 75% intervention rate, to support businesses towards net

zero with measurable practical interventions. The offer builds on evidenced demand from

various decarbonisation projects.

 Consultancy from our pool of procured experts for businesses, building on the LEP’s

successful Business Resilience and Recovery consultancy scheme. Business audits will help

identify the net zero ‘first step’.



 A Net Zero Challenge Fund offering £25,000+ to businesses at an attractive 100% intervention

rate.

Partners include - New Anglia LEP, the New Anglia Growth Hub, Norfolk and Suffolk County

Councils, Suffolk and Norfolk Chambers of Commerce, UEA and the University of Suffolk,

Groundworks East, Eastern New Energy and Greater South East Energy Hub.

Self-employment support - will deliver self-employment support across Norfolk and Suffolk with a

particular emphasis on enabling disadvantaged communities in East Suffolk and Great Yarmouth

to participate effectively. The proposal builds on the established programme of Business Start-Up

support in Norfolk and Suffolk, with a new emphasis on individuals’ needs in deprived groups and

communities. The project targets both employed and unemployed people.

Partners – LEP, Menta, Nwes, East Suffolk Council, Great Yarmouth Council.

Clean Growth for Business Programme progress report - This programme brings together free

webinars, a new podcast and bank of online resources. It is aimed at encouraging businesses to

take their first steps on the journey to Net Zero, providing practical advice and top tips to help them

make simple, low cost changes.

We have built a single online hub of information – it includes an event calendar, links to podcast

episodes, six pages of useful online links and tools and recordings of all our webinars.

To date, the page has received more than 1,550 unique visits – the fourth most visited page on our

site in October. Five episodes of the podcast have been published and produced two blogs from

these interviews, with more to come.

So far, we have hosted 9 of our 11 planned events. 280 people have joined the events, with a

further 35 booked for the remaining events. This includes our COP 26 Regional Roadshow event

with Hydrogen East, which took place on 4 November. The recordings of the sessions have been

watched 95 times.

Feedback so far - 63% of attendees found the webinars ‘extremely useful’ to help them make

changes in their business. The remaining 37% said they found the information ‘quite useful and

need to do some further research.” 75% found the information extremely or quite useful to help

them make changes at home or in their personal life.

We have asked attendees about the actions they are looking to take following the sessions:

 One is looking to install solar panels

 One is looking at options for electric fleet vehicles

 One is working with event suppliers to ensure they take away and recycle their own

packaging

 One is looking into the impact of their website and web searches

 One is now looking to deliver digital sustainability training in house

VCSE Challenge Fund progress report

In the period 2014-22 the New Anglia LEP Board has approved funding of £1.75m from the

Growing Places Fund to develop the LEP’s Voluntary and Community Sector Challenge Fund

(VCSE Fund).

By working in partnership with the Norfolk and Suffolk Community Foundations the programme has

been able to support ready for work and employment initiatives developed by VCSE organisations

operating across both counties. The LEP has a current allocation of £250,000 to the VCSE Fund

for the year 2021/22.

The VCSE Fund has:

 Worked through the VCSE to stimulate employment opportunity and training for the furthest

to reach from the labour market. The programme recognises that the VCSE are often best

placed to initially engage with this audience and support them through the most challenging

early steps into employment.



 Encouraged innovation in the VCSE around employability and skills.

The model deployed includes grants in the range of £5,000 to £20,000 per annum awarded to VCSE

sector applicants. Projects selected are those able to demonstrate an innovative approach to

supporting those furthest from the labour market and an ability to co-invest other funds into the

programme.

Examples of projects that have been supported in the previous or current round of funding are:

o The Forces Employment Charity supporting veterans who have experienced difficulties

adjusting to civilian life and finding employment.

o New-U Enterprises Ltd helping young people furthest from work to gain the confidence and

skills to progress towards their employability goals.

o Ipswich Community Media assisting young people in creative industries.

o The Greenlight Trust providing motivational and supportive day sessions in outdoor

environments for young people who face barriers to learning and progression.

2) LEP Industry Councils and Sub-groups

Agri-Food Industry Council

New Anglia LEP launched the Agri-Food in Eastern England Regional Narrative alongside Greater

Lincolnshire LEP and Cambridgeshire and Peterborough Combined Authority at Agri-Tech Week

on 8 November.

The narrative is designed to raise the profile and highlight the national importance of the region’s

agri-food sector.

The LEP also attended relevant events throughout the week, such as adoption of robotics and

science in sustainable agriculture.

All Energy Industry Council

New Anglia LEP has been referenced as a key stakeholder in the Sizewell C Deed of Obligation for

employment and skills; supply chain; and tourism. Each of these areas have their own formal sub-

group with LEP representation and these feed into an overarching partnership group (called the

Economic Review Group) where the LEP is formally part of this group, along with East Suffolk

Council and Suffolk County Council. The LEP has signed a ‘Deed of Covenant’ to formalise this

governance structure.

The importance of wind energy was highlighted and celebrated across the UK by RenewableUK’s

Wind Week 2021. The East of England held a series of events, led by EEEGR, which included a

dinner reception as well as a major conference at the Orbis Energy Centre in Lowestoft attended

by representatives from across the offshore wind sector.

Innovation Board

Following the Chancellor’s budget and spending review statement around innovation, the LEP has

set up meetings with local MPs and Innovate UK. We welcome the Government’s statement to

deliver record levels of public R&D investment, but have strong concerns with the approach to

focus funding on areas outside the Greater South East – which comprises London, the South East

and the East of England.

In a letter and briefing, we are setting out the challenges of cutting the data (both innovation and

wider levelling up data) at regional level due to the threat of leaving many areas behind and further

exacerbating the productivity and innovation gap across places like Norfolk and Suffolk.

Despite having some of the lowest levels of innovation funding in any part of England, we are in

danger of losing out further because we are included as part of the Greater South East where

innovation levels are in general far higher.

The issue was raised on our behalf in the House of Commons by Waveney MP Peter Aldous at

BEIS departmental questions.

Clean Growth Taskforce

The Clean Growth Taskforce had its second meeting this month focussing on progress made to

date and presentations from Element Energy, the consultants developing the Alternative Fuel



Strategy for East Anglia and Nikos Savvas, FE Principals representative, on clean growth skills

infrastructure and curriculum developments.

The Taskforce reflected on the Government's recently published Net Zero Strategy: Build Back

Greener, and the ongoing developments/commitments at COP26. Finally, the Taskforce

discussed the regional ambition with respect to clean growth and net zero and agreed to think

about how we develop a clear and coherent narrative that businesses can contribute to delivering.

3) Partnership Activity

Recruiting the best talent to Norfolk & Suffolk - New content aimed at supporting businesses to

recruit talent to our region is now live on the Norfolk & Suffolk Unlimited website. The new pages

include information about what makes our region a great place to be, case studies of people who

have relocated to work here, tools for recruiters/businesses and information about what our region

has to offer. We have been testing the content and site navigation during October and will soft

launch with local employers over the winter to ensure it fits their needs.

Enterprise Zones - A new multi-million pound development of up to 16 new business incubator

units is planned to be located close to the Enterprise Zone site at Suffolk Park in Bury St Edmunds

and aimed at the advanced manufacturing and engineering sector.

The project is led by West Suffolk Council with the proposed 40,000 sq ft development to be

supported from retained business rates income from the neighbouring Enterprise Zone, an

approach supported by New Anglia LEP and Suffolk County Council.

Visitor Economy - The LEP’s sector group for tourism, Visit East of England, has released the

latest figures on the impact of Covid19 on the sector in 2020. The report shows that the value of

tourism shrunk by 56% in Norfolk, from £3.4bn in 2019 to £1.5bn in 2020, and 59% in Suffolk, from

£2.1bn to £885m. Thousands of jobs were lost as a result.

Through financial interventions and support from Government, local authorities and the LEP, many

businesses have demonstrated resilience and a strong domestic tourism market in 2021 has

helped to provide some relief with the accommodation sector reporting record occupancy levels for

example.

Visit East of England, with support of every local authority and destination marketing organisation

(DMO) in Norfolk and Suffolk continued to promote the region in 2020 and into 2021, with

significant Government financial support for the ‘Unexplored England’ campaign.

These latest figures come shortly after Tourism Minister Nigel Huddleston visited the region to see

how businesses were recovering from the coronavirus crisis and also the publication of the new

Visit East of England Destination Development Plan, produced in partnership with New Anglia

LEP, all local authorities and DMOs. FINAL-LR-East-Of-England-Tourism-Action-Plan-September-

2021-WEB.pdf (newanglia.co.uk)

The Cambridge Norwich Tech Corridor supported the Norwich Science Festival last month with

exhibits and the ‘Corridor of Curiosities’ promotion attracting many people onto the exhibition stand

to help promote some of the businesses and technologies from AI and machine learning to robots

and rockets.

The Corridor has also been supporting other business events including the recent Tech & Beer

event in Norwich with around 70 businesses present, providing a great opportunity to profile tech

businesses from across the corridor with speakers from Akcela and Readingmate (both in Norwich)

and SKC Games Studios (in Haverhill).

Adastral Park, BT Robotics Lab Launched - The facility will initially focus on the major civil

engineering challenges arising in deploying Fibre-to-the-Premise (FTTP). There are plans to

increase the scope of the lab in future to cover use-cases in agriculture, CAV and integrated

robotics-drones applications. BT is involved with a number of industry-university collaborations

and research projects from across the UK and keen to strengthen links within the region to explore

further opportunities around the robotics sector.



4) Governance, Operations and Finance

Governance

Our Mid-Year Conversation (MYC) with Government was held on 12th October and we have

received the notes from that discussion. No marking was generated from the MYC although one

action point was noted:

 Continue the quarterly update meetings to review delivery of the Local Growth Fund and

Getting Building Fund.

Finance

The next set of management accounts will be Quarter 3 (April 21 – Dec 21). These will be

published in the January 2022 board papers. Since the last board meeting there have been no

extraordinary or unexpected costs.

Recommendation

The board is asked to:

 Note the contents of the report

This dashboard sets out the outcomes and impact of our communications activities during

October 2021.

Media coverage

- 1 press release

- 14 pieces of coverage

- 3 reactive media enquiries

Top 3 stories

Eastern Daily Press

New £11.4m facility opens at City College

https://www.eveningnews24.co.uk/news/education/city-college-norwich-new-digital-facility-

8430008

Eastern Daily Press

Jobs crisis threatens higher food prices and ‘irreversible’ changes to farming

https://www.edp24.co.uk/news/business/new-anglia-lep-warns-of-food-worker-crisis-

8422178

East Anglian Daily Times

First look as £9.6m digital tech centre opens to students

https://www.eadt.co.uk/news/business/digitech-centre-opens-at-adastral-park-8396656

Website

- 12,775 page views (down 729 on the previous month). Most visited pages included:

Funding, Growing Business Fund, Clean Growth for Business and Careers.

Campaigns, events and other projects

Our Clean Growth for Business programme has been running in the lead-up to COP26. To date,

the website page has received more than 1,500 unique visits – the fourth most visited page on

our site in October. We have now published seven episodes of the podcast, including this one

with Marcus Hemsley, Founder of digital agency Fountain Partnership. We have also published

three blogs from these interviews, the latest of which is from David Carlin, Science Director at

Cefas.

To date, we have hosted 8 of our 11 planned events. 195 people have joined the events so far,

with a further 70 booked for the remaining events. This includes our COP 26 Regional Roadshow

event with Hydrogen East, on 4 November. The recordings of the sessions have been watched

87 times.

A total of 63% of attendees said they found the webinars ‘extremely useful’ towards helping them

make changes in their business. The remaining 37% said they found the information ‘quite useful

and need to do some further research’. Meanwhile, 75% found the information extremely or quite

useful towards helping them make changes at home or in their personal life.

Communications activity

during October 2021

We have continued to promote the LEP’s investment in significant developments with online

content. This included the official opening of the Digi-Tech Factory at City College Norwich, the

opening of DigiTech Centre at Adastral Park, Martlesham, and the start of building work on the

Broadland Food Innovation Centre.

As part of our ongoing promotion of job vacancies and opportunities, and support for sectors

which are struggling to recruit, we backed National Lorry Week on social media.

The new-look New Anglia Growth Hub website launched this month after several months of

redesign.

New content is now live on the Norfolk & Suffolk Unlimited website to support businesses looking

to recruit staff to the region and inspire people who want to know more about living and working

here.

Coronavirus business support

Four versions of the business support script have been issued and the funding lists have been

updated on the new Growth Hub website.

Social media and e-newsletters

Oct 2021

Sept 2021

New Anglia LEP

Number of Twitter followers

9,189

9,148

Average Twitter engagements per day (likes, retweets etc.)

42.3

23.9

Number of impressions (times a tweet showed in someone’s

timeline)

68.4K

47K

Number of LinkedIn followers

4,544

4,461

Number of impressions on LinkedIn

29.1K

19.6K

E-newsletter: open rate

33.78%

31.37%

E-newsletter: click-through rate

13.89%

13.6%

Norfolk & Suffolk Unlimited

Number of Twitter followers

839

810

Average Twitter engagements per day (likes, retweets etc.)

14.7

9.9

Number of impressions (number of times users saw our tweet)

14.8K

14K

Number of LinkedIn followers

1,481

1,450



New Anglia Local Enterprise Partnership Board

Wednesday 24th November 2021

Agenda Item 11

October Programme Performance Report

Author: Programme leads; Presenter: Rosanne Wijnberg

Summary

The following reports follow for review by the LEP Board this month:

- Growth Deal; Jonathan Rudd

- Getting Building Fund; Jonathan Rudd

Recommendation

The board is asked to:

- Note the reports

Growth Deal Performance Report Q2 2021/22

Programme Overview - What is the Growth Deal?

• Programme duration: April 2015 - March 2021

• Value: £223.517 million (excluding funding awarded directly to Norfolk County Council).

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

• Contribute to the Economic Strategy: indirectly create 54,750 new jobs & 6,800 new homes, and generate £628m of public & private investment.

Capital Projects

Growing Places Fund Growing Business Fund EZ Accelerator Fund Business R&R Scheme

Total £M

£164.205 £26.925 £20.281 £8.605 £3.500 £223.517

What is the Overall Programme Status?

Finance Amber↓

Outputs Green↓

Delivery Amber→

What are our Key Updates?

What is our Financial Position?

Actual Actual Actual Actual Actual Actual Forecast

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 Total

0.000 12.008 0.000 19.189 18.060 16.355 19.656

36.900 38.549 41.334 34.660 24.662 47.412 0.000 223.517

-24.892 -50.556 -22.145 -35.789 -26.367 -44.111 -19.656 -223.517

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000

12.008 0.000 19.189 18.060 16.355 19.656 0.000 0.000

Spend progress quarter by quarter:

What is our contribution to the Economic Strategy?

Quarter/Year:

2 (Jul-Sep) 2021/22

Actual to

date

Forecast to

2025

Percentage

Progress

Change

821 1,142 74% 13

3,197.6 3,422 93% 153.6

2,359 6,563 36% 170

£758.421M

£809.269M 94% £33.218M

What is the Project Delivery Status?

Overall:

Green↓

Totally

Complete

Physically

Complete

On track

Small

Variation

Significant

Variation

Under

Development

Total

Projects

Black Blue Green Amber Red Purple -

20 14 410 2 0 50

Change +5 -2 -2 0-1 0 0

What are the Next Steps?

Apportionment:

• Project change: A47/A1074 (Longwater) Junction, Norwich totally complete; Blue to Black.

• Project change: UEA Productivity East, physical delivery complete; Green to Blue.

• Project change: Great Yarmouth Rail Station Interchange, totally complete; Blue to Black.

• £412k unclaimed funding reapportioned

to meet GBF pipeline applications.

Contract Comittments:

New Jobs

New Learners

Match Funding (‘Non-LGF Expenditure’)

Outputs – Cumulative from April 2015 to Quarter 2 2021/22

New Homes

• All Local Growth Fund has now been

allocated to projects.

•Proceed with Evaluating completed Projects, in accordance with Evaluation Framework.

•Continue to monitor issues & risks, including logistics, on Growth Deal delivery schedule and expenditure profile, and offer support where possible.

Forecasts have been updated to include Homes, Jobs & Learners from projects anticipated out to 2025.

• Homes: 13 at Lark Grange, Bury St Edmunds (Eastern Relief Road).

• Jobs: 57 from Growing Business Fund, 73.1 from Growing Places Fund, 23 from CEFAS Marine Science Hub and 0.5 at University of Suffolk.

• Learners: 162 new student learners and 8 new apprentices at the International Aviation Academy Norwich.

• Match funding: progessing well.

• Project change: Growing Places Fund delivery & spend has improved; Red to Amber.

• Project change: Norwich Area Transport Strategy - A11 Corridor totally complete; Blue to Black.

• Project change: Ipswich Cornhill, totally complete; Blue to Black.

• Project change: A140 Hempnall Roundabout, totally complete; Blue to Black.

• Project change: West Suffolk College, Innovation Centre, physical delivery complete; Green to Blue.

• Project change: Attleborough Sustainable Transport Package physical delivery complete; Amber to Blue.

• Key concern: a small number of projects have uncertainty over elements of delivery and will require advance payment of final Grant amounts.

Financials (£ million)

Brought Forward

Financial Year

•Disrupted due to delays, although

situation improving.

Gov Allocation

Spend [Act/Fcst]

Unallocated

Carried forward

Expenditure and outturn of funding has not occurred as forecast due to delays in delivery.

Reasonably on track to meet our forecast outputs, although a number of projects at risk of late acheivement.

Increased delay across many projects, some due to COVID restrictions, in addition to land acquisition & planning permission.

• Programme progress: reasonable, only a minority of projects are experiencing significant delay to delivery, with minimal impact on long term outcomes.

• Refining the forecast of expenditure for remaining outturn to identiy and resolve any issues.

Q1-21/22 Q2-21/22 Q3-21/22 Q4-21/22

Qtrly Forecast 6.93 5.46 3.44 3.82

Qtrly Spend 4.39 4.636 0.000 0.000

Available LGF 19.656 15.263 10.627 10.627

Forecast

& Claims

(£M)

Available LGF

(£M)

Financial Quarters

2021/22 Expenditure Profile

Appendix 1 – Growth Deal Q2 2021-22 Programme Performance Report

Below is an update on all Growth Deal large capital projects and sub-programmes, reflecting the

‘Project Delivery Status’ section of the Programme Performance Report.

Red: Snetterton Employment Area Power Upgrade- Delivery delayed approx. 2 years due to

relocation and required changes to design and planning permission. Construction of substation

to house transformer now expected to start early 2022.

Red: Enterprise Zone Accelerator Fund–Nar Ouse Regeneration Area development has just

begun, two years behind original schedule. Delivery and spend to continue well into 2022.

Amber: Growing Places Fund – All apportioned funding now allotted to projects. Some

projects were delayed by the pandemic, but delivery and expenditure have started to increase.

Amber: Norwich Area Transportation Strategy - City Centre Package- Delivery of Plumstead

Road Roundabout to access housing development has been delayed for past year and schedule

remains uncertain. Compulsory Purchase Order may be required for land acquisition.

Amber: Lowestoft Flood Risk Management Project- Delivery of tidal defence elements was

delayed by more than 18 months. Full funding for the project, including the Tidal Barrier, has

now been secured and delivery began with a ground-breaking event in late May 21.

Amber: Ely Area Rail Enhancement Scheme- Programme development through to option

selection has been delayed, with an Outline Business Case now expected Spring 2022 for a

‘Decision to Design’ the preferred solution. Possible delivery anticipated from 2025 to 2028/29.

Amber: Snape Maltings Flood Defences – Delivery delayed more than 12 months by Flood

Defence Grant in Aid approval, but construction is underway.

Amber: UoS DigiTech Centre – Delivery of facilities is well underway. Construction of Smart

Laboratory to begin November 2021 for completion in early 2022.

Amber: CCN Digital Technology Factory – Despite an initial delay of 3 months, construction

is now well underway and scheduled for completion and occupation Autumn 2021.

Amber: SNC Digital & Technology Skills Hub- Delivery is now 12 months behind initial

schedule, although construction is now complete and fit-out began July 2021, with ICT

installation in August and occupation for teaching in September 2021.

Amber: Norfolk & Suffolk Innovation Network-. Installation of additional gateways has

delayed by COVID preventing access to chosen sites, but coverage is expanding, and

development of related practical applications has continued.

Amber: Business Resilience & Recovery Scheme- Pipeline of grant applications, approval

and acceptance has begun to decline, with some funding being reapportioned to sustain the

Growing Business Fund where demand is increasing.

Green: Growing Business Fund.

Green: Ipswich (Radial) Transport Package.

Green: Great Yarmouth Third River Crossing.

Green: Great Yarmouth Flood Defences.

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

Blue: Bury St Edmunds Eastern Relief Road.

Blue: West Suffolk College Engineering and Innovation Centre.

Blue: Attleborough Sustainable Transport Package.

Blue: Thetford Transport Package.

Blue: Suffolk Broadband Programme.

Blue: International Aviation Academy Norwich

Blue: South Lowestoft Industrial Estate.

Blue: East Coast College Energy Skills & Engineering Centre.

Blue: Norwich Northern Distributor Road.

Blue: Cefas Marine Science Hub.

Blue: Bacton to Walcott Coastal Management Scheme.

Blue: Honingham Thorpe Food Enterprise Park.

Blue: UEA Productivity East.

Black: Easton & Otley College Construction Training Centre.

Black: College of West Anglia University Centre.

Black: Upper Orwell Crossing Feasibility study.

Black: Lowestoft Third Crossing Feasibility study.

Black: Norfolk Broadband programme.

Black: A47/A1074 Longwater Junction, Norwich.

Black: Norwich Area Transportation Strategy - A11 Corridor.

Black: King's Lynn Innovation Centre.

Black: Ipswich Waterfront Innovation Centre.

Black: Beccles Southern Relief Road.

Black: Haverhill Innovation Centre.

Black: Growth Hub Programme.

Black: Sudbury Western Bypass Study.

Black: Bury St Edmunds Sustainable Transport Package.

Black: Great Yarmouth Transport Package.

Black: Felbrigg Junction Improvement.

Black: Ipswich Cornhill.

Black: Great Yarmouth Rail Station Interchange.

Black: Eye Airfield Access Link Roads.

Black: A140 Hempnall Roundabout.

Getting Building fund Performance Report Q2 2021-22

Programme Overview - What is the Getting Building Fund?

• Programme duration: August 2020 - March 2022.

• Value: £32.1 million

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

• Contribute to Economic Strategy: estimated to create 1,100 new jobs, 26 new homes and generate an additional £85M of public and private investment.

Capital Projects Business R & R Scheme LEP Sub Programmes EZ Accelerator Fund

Total £M

£27.726 £2.224 £1.400 £0.750 £32.100

What is the Overall Programme Status?

Finance Amber→

Outputs Green↓

Delivery Amber↑

What are our Key Updates?

What is our Financial Position?

Actual Forecast Forecast Forecast

2020/21 2021/22 Total

0.000 12.117 0.000

16.050 16.050 32.100

-3.933 -28.167 -32.100

0.000 0.000 0.000

12.117 0.000 0.000

Contract Commitments:

What is our contribution to the Economic Strategy?

Quarter/Year:

2 (Jul-Sep) 2021/22

Actual to

date

Forecast to

2025

Percentage

Progress

Change

024 0% 0

0 1,100 0% 0

0500 0% 0

0400 0% 0

£10.920M

£88.008M 12% £6.076M

What is the Project Delivery Status?

Overall:

Green→

Totally

Complete

Physically

Complete

On track

Small

Variation

Significant

Variation

Under

Development

Application

Total

Projects

Black Blue Green Amber Red Purple White -

007403014

Change 0 0 +1 +4 0-4 -1 -

What are the Next Steps?

•Continue to monitor issues & risks on Getting Building Fund delivery schedule and expenditure profile, and offer support to projects where possible.

• LEP Sub Programmes, funds reapportioned to sustain Growing Business Fund, although allocation to projects has not begun; White to Amber.

•Continue development of legal agreements for the contractual commitment of funding toward capital projects.

• East Suffolk Smart Towns, Gant Agreement completed and delivery beginning shortly; Purple to Green.

• North Walsham Town Centre, consultation & design coming to fruition, but delivery later than forecast; Green to Amber.

• Broadland Food Innovation Centre, Gant Agreement completed and construction well underway; Purple to Green.

• Enterprise Zone Accelerator Fund, project delivery and spend will take place later than anticipated.; Green to Amber.

• Burtons Creative Hub Ipswich, Gant Agreement completed, altough delivery is progressing later than forecast; Purple to Amber.

Spend progress quarter by quarter:

•Capital Project expenditure has begun,

although slower than first anticipated.

• Homes: Expected Q1 2022-23.

• Programme progress: reasonable, although a few projects are experiencing a significant delay in both delivery and spend.

• Refining the forecast of expenditure for remaining Getting Building Fund to March 2022 with the cooperation of all approved projects.

• Key concerns: Delay in start of project delivery will undermine outturn and require careful management at the end of financial year.

Financials (£ million)

Brought Forward

Financial Year

•£20.531M funding contractually comitted.

•Further £10M of commitments likely in Q3

2021-22 FY.

Kilograms of Carbon Dioxide Avoided/Saved

Apportionment:

•Funds re-apportioned to LEP Sub

Programmes to sustain delivery of Growing

Business Fund.

Almost two thirds of funding contractually committed, but expenditure has not begun and taking place as early as forecast.

None reported as yet, but most are not expected to be realised until practical delivery is complete.

Half of the rojects have begun delivery with some form of physical construction, although the remainder are later than anticipated.

• Jobs: First reporting expected in Q3 2021-22.

• Match funding: Just begun, likely to pickup significantly in Q3 2021-22.

• Learners: First reporting expected in Q3 2021-22.

Forecasts have been updated to include Homes, Jobs & Learners from projects anticipated out to 2025.

Gov Allocation

Spend [Act/Fcst]

New Learners

Match Funding (Non-GtgBF Expenditure)

Outputs – Cumulative from June 2020 to Quarter 2 2021/22

New Homes

New Jobs

Unallocated

Carried forward

Q1-21/22 Q2-21/22 Q3-21/22 Q4-21/22

Qtrly Forecast 3.542 7.179 7.448 9.998

Qtrly Spend 2.665 3.616 - -

Available GtgBF 28.167 25.501 21.885 21.885

Forecast

& Claims

(£M)

Available GtgBF

(£M)

Financial Quarters

2021/22 Expenditure Profile

Appendix 1 – Getting Building Fund Q2 2021-22 Programme Performance Report

Below is an update on all Getting Building Fund large capital projects and sub-programmes,

reflecting the ‘Project Delivery Status’ section of the Programme Performance Report.

Purple: Great Yarmouth Operations & Maintenance Campus – A Grant Agreement with both

NCC & GYBC has been developed, although the procurement tendering process to confirm

costs has been delayed and will not be complete until December 2021, with delivery beginning

Jan/Feb 2022.

Purple: Micro Generation & Storage of Electricity - A Grant Agreement has been developed.

Full and detailed design has been completed and construction will begin in Q3 2021-22.

Purple: Suffolk Broadband Phase 3- A Grant Funding Letter is being developed for this full

fibre extension to the Suffolk broadband programme. Delivery began in April 2021 and should

complete around December 2022.

Amber: Burtons Creative Hub, Ipswich – Agreement with IBC completed 25/08/21. Delivery

has begun, although construction and drawdown of grant is later than anticipated.

Amber: North Walsham Town Centre Revitalisation- Consultation and detailed design are

very near to completion, although the bulk of construction will not take place until early 2022.

Amber: Enterprise Zone Accelerator Fund Extension – Funding agreements to create

additional storage at the NRP Innovation Centre, fit-out the Ella May Barnes building and the

NORA development are in various stages of development. Delivery and spend will take place

later than anticipated.

Amber: LEP Sub Programmes- Funding from other schemes has now been diverted to

business support, mainly via the Growing Business Fund which will likely be allocated to projects

and spent from November 2021 onwards.

Green: Great Yarmouth Strategic Seafront Regeneration- Construction is making good

progress. A topping-out ceremony was held on 22 Sep 21. With the roof watertight, work is

increasing inside of the building so the project can be completed in Summer 2022.

Green: Bury St Edmunds Cornhill Redevelopment- Construction which began in mid-April

2021, has made good progress with the floors and roof completed. Focus is now shifting to

blockwork, internal partition of space and repairs to the Victorian façade.

Green: Local Full Fibre Networks, Norfolk- Delivery is well underway.

Green: East Suffolk Smart Towns – Grant Agreement was completed 25/08/21.Detailed

design and delivery schedule has been agreed, deployment beginning in October 2021.

Green: UoS Integrated Care System Academy- Fit-out is well underway. Most of the electrical,

IT infrastructure and air conditioning work is complete. installation of equipment will begin in Q3.

Green: Food Innovation Centre –Investment Agreement completed on 15 Sep 21.

Construction well underway, with the road complete and foundation slab being laid.

Green: Business Resilience & Recovery Scheme- Delivery of this business support

programme has offered funding to 52 businesses, although it will shortly be closed to new

applicants.

New Anglia LEP Board Forward Plan – 2022

Date Presente

Strategic Operational

26th January Renewal Plan Approval

Agri-Food Industry Council

Report

Growth Programme, EAN, Enterprise Zones

PPRs



Quarterly Management Accounts

23rd February Local Transport Board Report

Transport East Strategy

Endorsement

Economic and Programme Dashboards

Growth Deal & Getting Building Fund PPR

30th March ICT Digital Industry Council

Report

Alternative Fuel Strategy



LEP Governance

LEP Operating Budget 21/22

Delivery Plan 21/22

EAN PPR



CEO Pay Award

25th May New Anglia Innovation Board Capital Budget 21/22

Quarterly Management Accounts

Growth Deal, Getting Building Fund, Growth

Programme PPRs

New Anglia Capital Report



Economic and Programme Dashboards

22nd June Skills Advisory Panel Report



Enterprise Zones & EAN PPRs

Operating & HR Policies including Gender Pay

Gap Report

27th July All Energy Industry Council

Report

Growth Programme PPR

Accounts Approval



Q2 Management Accounts

August

21st September Agri-Food Industry Council

Report

EAN PPR



Economic and Programme Dashboards

21st September New Anglia LEP AGM

26th October ICT Digital Industry Council

Report

Growth Programme PPR



Qua

ly Management Accounts

30th November Growth Deal & Getting Building Fund PPR

New Anglia Capital Report



Economic and Programme Dashboards

December No Board Meeting

Meetingsarevirtualunlessotherwisestated.

Standing Items (where relevant)

LEP Review

IAC recommendations

Chief Executive’s Report

Items to be Scheduled

CRF

Freeports

Towns Deals

CNTC

Sizewell C - Februar

2022