New Anglia Local Enterprise Partnership Board Meeting

Wednesday 26

January 2022

10.00am - 12.30pm

By MS Teams

Agenda

No. Item

1. Welcome from the Chair

2. Presentation from Alexis Haggar, Lexhag VFX

3. Apologies

4. Declarations of Interest

Actions / Minutes from the last 2 meetings

Strategic

6. Norfolk & Suffolk Economic Strategy For Approval

7a.

7b.

New Anglia LEP Strategic Priorities

New Anglia LEP Future Options

–

Finance - Confidential

For Approval

Break 15 mins

8. Innovation Board Update Update

Operational

9. Quarterly Management Accounts - Confidential Update

10. Chief Executive’s Report Update

11. January Programme Performance Reports Update

12. Board Forward Plan Update

13. Any Other Business Update

Confidential

New Anglia Board Meeting Minutes (Unconfirmed)

November 2021

Present:

Kathy Atkinson (KA)

Valeo Snack Foods

Claire Cullens (CC)

Norfolk Community Foundation

Stuart Dark (SD)

King’s Lynn & West Norfolk Borough Council

David Ellesmere (DE)

Ipswich Brough Council

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

Corrienne Peasgood (CP)

Norwich City College

Andrew Proctor (AP)

Norfolk County Council

Johnathan Reynolds (JR)

Opergy

Alan Waters (AW)

Norwich City Council

Attendees

Brian Bowen (BB)

GCB Cocoa – For Item 2

James Ives (JI)

BEIS

Shan Lloyd (SL)

BEIS

Mark Ash (MA)

Suffolk County Council

Chris Dashper (CD)

New Anglia LEP – For Item 7

David Dukes (DD)

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: (24.11.21)

Inward Investment Delivery Plan 21/22 Progress Report

New Anglia LEP Business Landscaping report produced by Hatch to be circulated to board

members

Welcome from the Chair

CJ Green (CJG) welcomed everyone to the meeting.

Presentation from Brian Bowen, General Manger, GCB Cocoa

Chris Starkie (CS) introduced Brian Bowen (BB), site manager for GCB Cocoa in Glemsford and

provided an overview of the support provided to the company by the Norfolk and Suffolk Inward

Investment team in identifying a suitable site and assisting in the move.

BB, the former site manager for Philips Avent, gave the board a presentation detailing the history of

GCB Cocoa which was formed in 1982 and began by buying and selling cocoa beans before working

directly with the growers to secure crop purchases and investing in their local communities to establish

long term relationships.

The company is the 4

largest in the world and the largest in Asia and processes raw beans which are

then sold in the constituent parts to other buyers including chocolate producers.

The plant in Glemsford will be a chocolate processing plant initially producing 8000 tonnes per annum

with the plant having a long term capacity of 75000 tonnes. It will also process beans into chocolate

powder to be being sold to other manufacturers.

The 3

phase will process the beans to produce the mass, shell and liquor available for use in the

chocolate production process.

The whole project equates to an £95m investment in the UK funding for which is being agreed on a

50:50 basis with high street banks.

BB confirmed that the production environment will produce over 250 jobs with further roles in sales,

health & safety and other support roles.

Due to the pandemic the owners have finally been able to visit the site for the first time and BB

advised that the planning phase is continuing with work on site due to start in January 2022.

CJG thanked BB for his presentation and BB left the meeting.

Apologies

Apologies were received from Jeanette Wheeler

Declarations of Interest

Johnathan Reynolds (JR) note that Opergy is involved with Hydrogen East and Freeport East,

both of which are mentioned in the Chief Executives report.

Helen Langton (HL) advised that she has been appointed to the Board of Advanced Higher

Education.

Actions/Minutes from the last Meeting

The minutes were accepted as a true record of the meeting held on 20

October 2021.

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

Inward Investment Delivery Plan 21/22 Progress Report

Inward Investment Manager, David Dukes (DD), provided the board with an overview of the

key successes of the Norfolk and Suffolk Inward Investment team since it was set up 2 years

ago.

DD noted the success of establishing Adastral Park as a High Potential Opportunity (HPO)

and advised that the second HPO is close to being finalised and should be completed this

year.

The team works closely with the DIT and as a result more and better quality inward

investment enquiries are being received in particular around ICT and Agri-food.

DD confirmed that over 2 years more than 150 enquiries have been received with 52 currently

active and the number of enquires has increased in the face of an overall national decrease.

Partnership working with district and county colleagues has been a priority and is working well

to understand the business base in both counties.

John Griffiths (JG) thanked the team for their work and asked if there was anything else the

districts could do to provide further support.

DD noted the success of West Suffolk Council in working with local companies and reiterated

that close partnership working was key to attracting investment.

Dominic Keen (DK) asked about the impact of Brexit and the pandemic on investment. DD

advised that remote working allowed staff from around the world to work for local companies

however the reverse was also true and the ability of employees based here to work outside of

Norfolk and Suffolk has brought recruitment challenges.

CJG asked how Norfolk and Suffolk were bucking the trend in volumes of enquiries.

DD confirmed that our key sectors of agri-food and offshore energy remained strong as does

the attraction of locating along the A14 corridor.

CS noted that the close relationship between the team and the DIT is also a key element of

the successes achieved.

ACTION: New Anglia LEP Business Landscaping report produced by Hatch to be circulated

to board members

The Board agreed:

• To note the content of the report

New Anglia LEP Future Options – Confidential

New Anglia LEP Programme Evaluation Action Plan

Chris Dashper (CD) presented the recommendations compiled following the programme

evaluation and noted that some had already been implemented where possible.

CD advised that some will be used in future schemes as it is not appropriate to apply them to

programmes which are closing shortly.

The Board agreed:

• To note the content of the report

• To accept the implementation of the recommendations as detailed in the Programme

Evaluation action plan

Chief Executive’s Report

CS confirmed that all 4 bids to the Community Renewal Fund submitted by the LEP were

successful and that work is continuing in preparation for applications to the Shared Prosperity

Fund.

CS thanked all those who had attended the session on the Renewal Plan which was very

constructive. Work is continuing on the plan and the document will be be submitted to the

board in January 2022.

CC highlighted the impact achieved by the VCSE fund noting that it had been successful in

encouraging people to return to work and proposing that the fund could be used to encourage

people to return to the struggling hsopitality sector.

The Board agreed:

• To note the content of the report

New Anglia Capital Investment Update Report – Confidential

The Board agreed:

• To note the content of the report

November Performance Report

Rosanne Wijnberg presented the November Programme Performance Reports which were

reviewed by the board.

The Board agreed:

• To note the content of the report

Board Forward Plan

CJG presented for forward plan for the January 2022 meeting.

The Board agreed:

• To note the content of the plan

Any Other Business

None

Date Item Action Update

Actioned

Target Date

14/01/2022 GPF One Farm Application

The prospectus detailing to the project to be circulated to board members when

available

HW Feb-22

24/11/2021

Inward Investment Delivery Plan

21/22 Progress Report

New Anglia LEP Business Landscaping report produced by Hatch to be circulated to

board members

Issued with minutes for the November Board meeting

Complete

Actions from New Anglia LEP Board Meetings

1

New Anglia Local Enterprise Partnership Board

Wednesday 26

January 2022

Agenda Item 6

Norfolk and Suffolk Economic Strategy

Author: Lisa Roberts Presenter: Lisa Roberts

Summary

This paper provides an update on development of the Norfolk and Suffolk Economic Strategy

(formerly called Norfolk and Suffolk Economic Renewal Plan) and seeks sign off from the Board.

Recommendation

The Board is asked to sign off the Norfolk and Suffolk Economic Strategy – Appendix A.

Background

The Norfolk and Suffolk Economic Strategy - An ambitious blueprint for the UK’s clean growth

region - has been developed in partnership with business, business intermediaries, education,

local authorities and the voluntary, community and social enterprise sector.

This process began in May 2021 with the Board endorsing the approach to developing the

Strategy – consolidate, refine and be agile.

The strategy has been co-designed from bottom up with partner engagement and consultation

key to its development. Over the summer, 110 engagement sessions were held, including one-

to-ones, workshops and meetings. These sessions were open to anyone to attend with the aim

of bringing together a wide range of people from across disciplines and expertise to:

 Review how the economy is doing and test some of the emerging observations.

 Review the actions and interventions in place and check if they are still fit for purpose.

 Develop new actions and interventions needed to renew and grow our economy in a

way that makes it more resilient, sustainable, innovative and benefits all our people.

There was an on-line form on the LEP website to capture feedback from anyone who was

unable to join an engagement session and wanted to input.

During November, the draft strategy was shared with partners seeking feedback to help further

shape and refine the Strategy.

We also held an online consultation meeting bringing together local authority leaders with

business, education, public health and voluntary sector colleagues to discuss the strategy,

ensure priorities being developed were the right ones and to seek commitment to collaborate in

tackling the identified challenges.

An overwhelming amount of feedback was received which reflected a good level of partner

engagement. Much of the feedback was partners confirming their support and sharing what

they are already doing or planned activity. Over 650 individuals took part in engagement

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sessions with more providing written input and feedback during the development of the

strategy.

The strategy has been purposely kept focused and as short as possible. It is accompanied by

an evidence report which sets out the evidence and the region’s assets. An executive summary

of the Strategy will also be produced.

In addition to this, an interactive data platform has been developed which contains some of the

evidence. The platform will be agile and kept up to date so partners can interrogate up to date

evidence down to district level, where it is available.

The Economic Recovery Group who has representatives from local authorities, business

support organisations, VCSE, Colleges and Universities (Appendix B) have overseen

development of the Strategy. The Economic Recovery Advisory Group, which is open to any

partner to attend, acted as a sounding board during its development.

Following this initial development stage, one of the overwhelming comments was that the word

‘Renewal’ in the title should be dropped, as this strategy looks to the medium and longer term.

The Economic Recovery Group agreed that it was important the document’s name reflected

what it is. It is a strategy – therefore, it was agreed that it should be called the ‘Norfolk and

Suffolk Economic Strategy - An ambitious blueprint for the UK’s clean growth region.’

This Strategy will replace the previous Economic Strategy, Local Industrial Strategy and the

Restart Plan which will all be archived.

The Strategy is also due to be presented to both Norfolk and Suffolk Public Sector Leaders

meetings on 21

January for their endorsement.

Purpose of the strategy

This Strategy builds on our local vision and aspirations. It identifies the social and economic

challenges, our economic strengths and opportunities and details the actions and commitments

which are needed to support growth, which is clean, inclusive and productive.

It is our response to the Government’s Plan for Growth and provides the narrative and

foundations to secure government and other sources of investment as well as raise the profile

of the area and its potential.

It brings a wide range of partners together around shared ambitions and actions and helps

position Norfolk and Suffolk as a place to pilot initiatives and activity and invest in.

The Strategy looks to 2036 but focuses on the actions needed over the next three to five years

to secure long term success. It is a dynamic and living blueprint to guide the work and

investment of many partners. It provides a framework for partners to develop plans specific to

their geography, sector or institutions including potential county deals. Much of the delivery will

take place through these plans.

If we succeed, we will:

 Accelerate our economy’s transition to net zero.

 Connect and empower businesses - through innovation, supply chain development and

access to new markets.

 Secure public and private investment through promoting the area’s unlimited potential

 Enable all people to upskill, reskill and access employment, attracting and retaining talent

to the area.

 Support our places and communities to be vibrant, healthy, and resilient.

3

Structure of the strategy

The Economic Strategy is not a new strategy. It consolidates the 2017 Economic Strategy, Local

Industrial Strategy, the Restart plan into one and has been updated to take account of the current

social and economic challenges and opportunities.

The strategy has been developed to align with government’s Build Back Better plan for growth

which sets out three pillars of growth – infrastructure, skills and innovation – and their three long-

term policy objectives – levelling up, supporting net zero and global Britain.

Clean, net zero growth is central to the strategy. It looks to drive forward the region’s efforts to

support and deliver a net zero economy as well as capitalising on new markets and

employment opportunities, offering higher skilled and better paid jobs.

Our nationally recognised strengths in Clean Energy, Agri-food and ICT digital creative continue

to present significant opportunities. There are few places which are so uniquely equipped to

make telling contributions to the major challenges facing the world in the 21st century – food

and energy security, healthy ageing and living with environmental change in a world where

technology is advancing rapidly.

The strategy also recognises the importance of our underpinning sectors - Advanced

manufacturing and engineering, Construction and development, Creative industries, Financial

services, insurance and professional services, Health and social care, Life sciences and

biotech, Ports and logistics, Visitor economy and Voluntary, community and social enterprise.

The core of the Strategy is structured around three key areas and applies to all sectors -

People, Business and Place - which set out challenges and opportunities, what we need to

achieve and what local partners will do.

Making it happen is the final section of the strategy which sets the commitment of partners to

deliver the strategy through collaborating, inspiring, innovating and investing to support our

people, businesses and places to adapt, transition and flourish.

Next Steps

January Norfolk and Suffolk Public Sector Leaders endorse the Strategy

January LEP Board sign off Strategy

January Norfolk and Suffolk Economic Strategy and accompanying evidence report

and data platform published

February

onwards

The LEP will work with partners to translate the Strategy into existing and new

delivery plans where appropriate.

Spring 2023 There will be an annual stock-take of progress against the Strategy.

Recommendation

The Board is asked to sign off the Norfolk and Suffolk Economic Strategy - An ambitious blueprint

for the UK’s clean growth region.

Appendices

Appendix A – Norfolk and Suffolk Economic Strategy - An ambitious blueprint for the UK’s clean

growth region.

Appendix B – Economic Recovery Group Members

4

Appendix B – Economic Recovery Group Members

Andrew Holdsworth Breckland District Council (Norfolk District Councils rep)

Andy Skinner FSB

Andy Walker Suffolk Chamber of Commerce

Carolyn Reid Norfolk County Council

Chris Starkie New Anglia LEP (Chair)

Chris Sargisson Norfolk Chamber of Commerce

Chris Dashper New Anglia LEP

Claire Cullens Norfolk Community Foundation

Hayley Mace New Anglia LEP

Helen Langton University of Suffolk

Julian Munson New Anglia LEP

Karen Chapman Suffolk Growth Programme Board (Suffolk District Councils rep)

Lisa Roberts New Anglia LEP

Marie Finbow New Anglia LEP

Mark Ash Suffolk County Council

Richard Holdaway IoD

Richard Tunnicliffe CBI

Viv Gillespie Suffolk New College

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1

New Anglia Local Enterprise Partnership Board

Wednesday 26

January 2022

Agenda Item 7

New Anglia LEP Strategic Priorities

Author: Chris Starkie Presenter: Chris Starkie

Summary

This paper outlines New Anglia LEP’s proposed strategic priorities for the 2022/23 financial

year. The paper is accompanied by a second paper outlining the high level financial position of

the LEP for 2022/23 and steps being taken to ensure a balanced budget.

Background

At November’s board the board asked the LEP executive team to begin work on preparing a

budget and business plan for the 2022/23 financial year.

It was acknowledged that these are being developed against an uncertain backdrop, namely

the Government’s Review of LEPs which is yet to report and the Levelling Up White Paper

which has yet to be published.

However, the board accepted that the LEP still had an important role to fulfil, is contracted and

funded to deliver a number of programmes and there was no alternative mechanism in place.

Therefore, moves to wind up the LEP would be premature.

It was therefore agreed that the executive team should work on business plan and budget for

the 22/23 financial year which will help the LEP and local partners be in the best position to

plan for the outcome of the Levelling Up White Paper.

As part of the process of developing a business plan and budget the board asked for an update

on strategic priorities and funding to be brought to the January board meeting, with the annual

budget due to be signed off at the March board meeting as in prior years.

Key issues

Since the November board meeting the publication of the Levelling Up White Paper has been

further delayed and at time of writing this paper is now expected to be issued in late January.

Ahead of the publication of the document the LEP Network met with BEIS Secretary of State

Kwasi Kwarteng and Levelling Up Minister Neil O’Brien who both indicated that there would be

a role for LEPs going forward.

However, this role is unclear and how this will fit in with devolution proposals including more

mayors, combined authorities and county deals.

The timeline is also unclear as proposals are likely to be taken forward on a phased process in

different parts of the country, with ministers also accepting that one size will not fit all.

Against this backdrop businesses continue to be impacted by the pandemic and a range of

other external pressures including:

2

Energy price rises, wide

inflationary pressures, staffing and skills shortages, customs changes

and other longer term impacts from Brexit and the National Insurance rise.

Businesses have also taken on considerable debt through the pandemic via bounce back loans

and other sources of finance.

At the same time there are a number of opportunities for businesses from onshoring of supply

chains, major projects such as Sizewell C and growth sectors including clean growth, agri-food

and ICT digital.

The role of the LEP in helping businesses tackle challenges and access opportunities for

growth remains important.

However, this role needs to be seen in the context of diminished operating resources for the

LEP – set out in the accompanying financial paper.

This means more focused priorities – and an acceptance that we will be reducing activity in

certain areas.

Strategic Priorities for 22/23

Our USP

The role of the LEP remains to support private sector growth.

Our USP remains our ability to convene partners in the private, public, third and education

sectors.

This convening power enables us to identify key issues facing businesses, develop solutions,

secure funding and investment from the public and private sectors and advocate on behalf of

the area.

Strategic priorities

For 2022/23 we have identified five strategic priorities.

Priorities one and two are meeting the needs of businesses.

Priorities three and four are creating opportunities for businesses.

Whilst the priorities are distinct – activities will generally cut across more than one priority.

The fifth priority is internally focused.

Priority One: Business support and Innovation

The LEP plays a critical role through our Growth Hub and our business grant programmes in

the coordination and provision of business support. The LEP also works through its sector

groups and programmes to strengthen local supply chains.

Our focus will be ensuring that businesses affected by the pandemic continue have the support

they need whilst increasing the availability and visibility of support for high growth firms as well

increasing the number of businesses investing in clean growth and innovation/R&D.

Priority Two: Labour market and skills

The number one issue facing businesses is availability of labour. Our priority through the Skills

Advisory Panel and our industry councils and sector groups will be to work with partners to

identify solutions to the short-term skills shortages. At the same time we will continue to work

with colleagues on the planning and implementation of longer-term skills provision to meet the

future needs of business.

Priority Three: Supporting place

Businesses operate in a place and our aim will be to continue attracting investment through our

inward investment service and driving forward our Enterprise Zone sites. At the same time we

will provide support and expertise to local partners on the implementation of Town Deals and

bids to the Levelling Up fund as well as other place based investment.

3

Priority Fo

ur: Nationally significant projects

We will work with partners to maximise the econo

mic benefits and business opportunities

presented by Freeport East, Sizewell C, offshore wind developments and other investments of

scale. Our convening power enables us to play a key role in connecting partners and

businesses with an overarching aim of ensuring that local people and businesses get direct

benefits from these national scale projects.

Priority Five: Future role of the LEP

The future role of the LEP will in large part be determined by the Levelling Up White Paper. The

overarching internal priority will be for the LEP to work with partners locally and nationally to

understand the implications of the White Paper and begin to plan accordingly. This will include

securing funding for LEP services such as inward investment, innovation and the Growth Hub.

Other areas

As we focus on our strategic priorities for 22/23 there are areas we are proposing to reduce our

involvement:

Management of capital programmes

As the Growth Deal and Getting Building Fund comes to an end our role will focus on ongoing

monitoring of projects.

This is a significant change as LEPs have received significant capital funding over the past

seven years. Funding is now routed to local authorities via Town Deals and the Levelling Up

Fund.

We are however committed to providing support for partners preparing bids and implementing

their programmes.

Transport

With the development of Transport East, we are proposing reducing the amount of staff

resources devoted to transport. As well as our own transport board we also support a number

of external boards including the Great Eastern Mainline Taskforce

Infrastructure

We have committed resources to work around flood management and digital connectivity which

will not continue.

Other areas

We will continue to review all areas of activity in order to ensure it is focused on our strategic

objectives, withdrawing from activity where appropriate.

Recommendation to the board

The board is invited to agree the proposed strategic priorities for 2022/23

1

New Anglia Local Enterprise Partnership Board

Wednesday 26

January 2022

Agenda Item 8

New Anglia Innovation Board

Author: Julian Munson

Presenter: Julian Munson and Johnathan Reynolds

Summary

This paper provides an update on the work of the New Anglia Innovation Board, a sub-group of

New Anglia LEP.

Recommendations

The Board is invited to note the contents of the paper and sub-board reporting report (appendix

1).

Background

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

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

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

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

Catapult Network.

As an important foundation of productivity, innovation is at the centre of the Government’s Build

Back Better: Plan for Growth and a key focus within the new Norfolk and Suffolk Economic

Strategy. Following the Government’s launch of the new UK Innovation Strategy in Summer

2021, the LEP actively engages with Government to raise the awareness of innovation and

champions the need for further support for businesses and institutions in Norfolk and Suffolk.

The UK Innovation Strategy sets out a clear roadmap to making the UK a global hub for

innovation by 2035 and placing innovation at the centre. The challenge is that innovation

activity is unequally spread across the UK with wide disparities across regions and within

regions. A stronger place-based approach to driving innovation across all sectors, all

businesses and all locations is required.

Although Norfolk and Suffolk is home to pockets of world-class activity, innovation is highly

concentrated in a small number of clusters and businesses with wide disparities. We are in a

relatively weak position and receive, on average, half the value and volume of Innovate UK

activity compared to the wider East of England and nation as a whole. However, as part of the

levelling up agenda, the UK Government is actively seeking to support science and innovation

activity outside of the ‘Greater South East’ which places Norfolk and Suffolk at a disadvantage.

The Innovation Board continues to play an important strategic role in helping to shape the

innovation agenda for Norfolk and Suffolk across our priority sectors, working with national and

local partners, as well as already prioritising a focus on the clean growth/net zero agenda.

2

New Anglia Innovation Board

In 2020, the Innovation Board approved a new membership, structure, purpose and set of

workstreams. The Board’s Terms of Reference were updated to reflect the changes and

adopted by the group.

(i) Membership: membership of the Innovation Board includes representatives from three

universities (University of East Anglia, University of Suffolk and Norwich University of

the Arts), five innovation hubs (CEFAS, Hethel Innovation, Norwich Research Park,

Adastral Park and Orbis Energy), Local Authorities (Suffolk and Norfolk County

Councils) as well as an observer from Innovate UK. The board is chaired by Johnathan

Reynolds, Managing Director of Opergy and LEP private sector board member –

providing a clear link between the LEP board and the innovation board.

(ii) Structure: the Innovation Board agenda and focus is structured around key identified

work priorities and themes (highlighted in iv. below). It is also prioritising strengthening

links with the other LEP sub-boards and receives regular updates from the LEP’s

Industry Councils for example, with the aim of enhancing opportunities for cross-sector

innovation and collaboration.

(iii) Purpose: The Innovation Board maintains the strategic focus and thought leadership in

innovation, on behalf of the main LEP Board, and supports the delivery of innovation

activity outlined in the Economic Strategy. It has an agreed set of high-level strategic

objectives:

 Norfolk and Suffolk are recognised as a centre for pioneering

ideas, meeting the

challenges we face globally;

 Science and innovation are net contributors to the Norfolk and Suffolk economy;

 A highly skilled workforce equipped with the skills necessary to access the

techniques and business practices needed for innovation;

 Existing assets continue to strengthen and develop into a pan-regional innovation

ecosystem.

(iv) Workstreams: In order to successfully deliver on the strategic objectives, a set of

workstreams were defined with key activities under each being delivered. Examples of

progress and delivery are provided below (with further detail in appendix 1):

1. Improve the innovation infrastructure in Norfolk and Suffolk by supporting key

strategic projects. Progress update

highlights include;

o Supported the Smart Emerging Technologies Institute (SETI) project –

led

by UEA with the aim of creating a high-speed data loop connecting NRP, BT,

Cambridge University and University of Essex to deliver collaboration and new

research and innovation programmes. An economic case is currently being

prepared, working with external consultants (Metrodynamics).

o Supported and endorsed key innovation capital projects including Food

Innovation Centre, DigiTech Centres, Productivity East and CEFAS campus

development, linking and enhancing connections. Working with partners to

advance proposals for new business innovation facilities in King’s Lynn, Bury St

Edmunds, Stowmarket and Great Yarmouth.

o Supported and promoted the Norfolk and Suffolk Innovation Network

(LoRaWAN) project, funded by the L

EP, NCC and SCC, to deploy a wide scale

sensor network to support Internet of Things (IoT) trials/prototyping and new

businesses and IoT services. With over 140 sensor gateways now installed

across Norf

olk and Suffolk, there is progress across a number of applicat

ions

3

and user cases from smart bins and street lighting to social care and assisted

living as well as an ‘Innovation Race’ competition in Suffolk.

2. Increase the level publ

ic and private sector investment in innovation.

Progress

update highlights include;

o Supported the delivery of the Innovation Grant Mentoring Scheme which

secured £274,760 to provide tailored support for businesses bidding for

innovation funding e.g. Innovate UK. Interest has been high with 100 business

registrations for webinars. 4 funding bids submitted to date.

o Promoted the Growth Through Innovation (GTI) grants scheme to help

support scale up and innovative businesses, with high level of take up of ERDF

funded grants ranging from £1-25K, administered via the LEP.

o Supported the New Anglia Capital Group – an angel co-investment

programme which has created a network of angel investors and has invested

£3.3m in a portfolio of 18 innovation led businesses.

o Supported and promoted the Investment Catalyst programme and online

platform, with the Cambridge Norwich Tech Corridor (CNTC) and Anglia Capital

Group, to support scale-up and high growth businesses in accessing private

sector investment.

3. Support the innovation ecosystem in Norfolk and Suffolk, developing and

promoting innovation clusters. Progress update highlights include;

o Delivering the new Connected Innovation Programme to strengthen the

network of innovation hubs across Norfolk and Suffolk and enhance cross-sector

innovation and collaboration. Funded by the Norfolk Strategic Fund and Suffolk

Inclusive Growth Investment Fund for a 2-year project. Successful launch event

in 2021, peer network established and events programme developed (supported

by Tech East) to align with the seven technology families in the UK Innovation

Strategy. Strong focus on cross-sector innovation and clean growth. The

development of a new regional innovation portal is underway providing a new

online resource for businesses and innovation hubs.

o Promotion of the Norfolk and Suffolk Innovation Prospectus to profile and

showcase our innovation assets – universities, innovation centres and clusters.

This can be viewed on the innovation section of the New Anglia LEP website;

Innovation‐NewAnglia

o Supported Innovative Projects Funded schemes including the Fit4Offshore

Renewables cohort-based programme with the Offshore Renewable Energy

Catapult (su

ccessfully delivered and supported 15 businesses) a

nd the

Stowmarket

Innovation Labs virtual tenancy programmes,

o Supported and promoted the Funding Fit Programme,

launched in

partnership with the CNTC, to provide direct support for businesses who are

interested in applying for Innovate UK funding. Potential for UEA based event in

2022 focused on KTPs with scope to engage other universities.

Assist and develop the best talent for delivering innovation at the scientific,

technical and business levels. Progress update highlights include;

o Supported the development of capital skills projects such as the University

of Suffolk/ Adastral Park Digitech Centre.

o Supported the sector skills plans, particularly those focused on high value

sectors including ICT Digital, Agri-Food and Clean Energy.

4

Looking ahead – Priorities for 2022/23

In addition to continuing to oversee and monitor the implementation of various innovation

projects and programmes (as set out in appendix 1), the Innovation Board with its’ partners aim

to prioritise the following activities in 2022/23.

 Submit a proposal to Government for a placed based innovation pilot. The

proposal, called #everyday innovation sets out a framework and direction for a more

place-based approach to driving innovation across all sectors and providing stronger

connectivity between national innovation programmes and local/regional activity. A draft

proposal has already been shared with the Minister for Science, Research and

Innovation, Mr George Freeman MP, with suggestions for a potential Regional

Innovation Pilot and a roundtable meeting of senior Government officials and business

leaders,

 Raise national (and international) profile of our key innovation activities and

continue to showcase our innovation assets via the Innovation Prospectus, DIT HPOs,

Connected Innovation programme etc. The LEP’s Innovation and Inward Investment

teams are also working together on a new campaign to raise awareness of the Norfolk &

Suffolk Unlimited brand through highlighting opportunities presented through our

locations, assets, businesses and technologies. Engaging external consultants, this will

involve the development of new content and case studies and promoted via various

social media channels and web platforms,

 Review and help deliver new national sector related plans e.g. National Space

Strategy, Net Zero Strategy, UK Hydrogen Strategy etc where it will be important to

align our innovation activities and leverage our assets and areas of competitive

advantage. Emerging sector and technology-based opportunities include marine

science, space/satellite applications, aquaculture, artificial intelligence, quantum,

genomics and energy and environmental technologies. Develop cross-sector innovation

projects and new partnerships to leverage these opportunities,

 Continue to strengthen our innovation ecosystem through connecting and

promoting our innovation centres/hubs, universities, science/technology parks and local

co-working spaces and creative digital hubs, through active direct engagement, events

and networking and new project activity,

 Continue to strengthen links across LEP sub-boards - Industry Councils, Skills

Advisory Panel, Clean Growth Task Force, Transport Board, Innovation Board – with a

focus on innovation and skills. Regular meetings of the sub-board chairs have now been

established and led by the Chair of the LEP Board,

 Focus on driving forward strategic opportunities for innovation, skills and

investment in relation to Freeport East and other major regional projects, 

 Explore opportunities for leveraging private sector investment and sponsorship

into supporting, extending and scaling up business supply chain and innovation

programmes, where possible,

 Drive an increase in levels of public and private sector investment in R&D,

science and innovation and greater levels of support for our businesses, by

working with Government agencies, local authorities, education, research and industry

partners.

Recommendations

The Board is invited to:

Note the contents of the paper and sub-board delivery plan (appendix 1).

APPENDIX1:InnovationBoardStrategicProjectsProgressUpdate



Code

LIS/ ES

Code

Workstream

IB1 Strategic Projects

High Level Objective

Improve the innovation infrastructure in Norfolk and

Suffolk by supporting key strategic projects.

What does success look like?

Strategic projects which improve the innovation ecosystem are supported so that Norfolk and Suffolk have the right infrastructure to

support knowledge transfer, adoption of technology and business growth. Businesses have access to the right facilities including

incubators, accelerators, universities, and research centres to support innovation.

Measurable Key Result (SMART)

What is the output of the activity for

2020/2021

IB1a

LIS-

CE1

Sunrise Coast: Develop an ambitious regional

research and innovation programme that will build

on our existing clean energy research strengths

across our regional universities, Cefas and ORE

Catapult’s new Lowestoft facility, working closely

with industry to deliver increased innovation and

productivity, new research collaborations, and

cross-sector translational projects.

Support partners with the development phase

of the project. Full bid to be submitted in Dec

2020.

A Partners meeting has taken place to take away lessons learned and explore opportunities

that can still be taken forward.

LIS

ICT-3

SETI: Smart Emerging Technologies Institute led

by the UEA with the aim of creating a high-speed

data loop connecting NRP, BT, Cambridge

University and the University of Essex to deliver

collaboration between world-leading scientists and

engineers, SETI will deliver research and

innovation programmes never before possible.

Deliver the economic case for SETI and

socialise the proposal to Government.

Innovation Board to champion and support the

development of the economic case

SETI project included within the draft Economic Renewal Plan as a key regional

intervention. Discussions with UEA and partners such as South Norfolk Council have

progressed around developing the business case and Metrodynamics have been

commissioned to progress this. Workshop to engage wider stakeholders expected to be

held in Q1 2022. This will involve the Innovation Board members.

IB1b

Capital Growth: Support and engage with key

innovation projects, providing guidance on

alignment with ES/ LIS. Including:

LIS-

PE4d(5)

Restart

Plan

Productivity East (new centre for engineering,

technology and management)

IoP presents to the Innovation Board. Provide

input from an innovation perspective as project

is developed.

Productivity East launched at UEA in September. The £7.4 million facility received a

contribution of £4.5 million from New Anglia LEP. In addition to facilities and equipment

being available to regional businesses for testing and prototyping, a range of support

services is on offer to both businesses and students.

LIS-

PE4d(1)

UoS DigiTech Centre, Adastral Park Regular updates on progress to the Innovation

Board by LP & MD. Provide input from an

innovation perspective as project is developed.

Installation of IT and equipment in the Cyber Suite, incl. Cyber Range & Digital Forensics

Lab, on the ground floor of the Oberon building was completed in Sep 21. Planning

permission has been obtained for the construction of the Smart Living Research Lab,

with Ellison Steady & Hawes appointed to carry out the works from October 2021

through January 2022. Refurbishment of the Acoustic Suite/Future Network Lab has

been complete for some time, although further delays to the BT asbestos remediation

works mean handover of the space is currently estimate as June 2022.

LIS-

BE2h

Stowmarket Innovation Labs Presentation to I.B on ambitions of the

Innovation Labs. Scope for potential ways the

I.B can support aspirations. Seek ways to

engage Innovation Labs with wider hub

network.

The Stowmarket Innovation Labs is 2 years old and continues to strengthen its’ network

and reach, connecting with other innovation clusters within the Suffolk area and actively

involved in supporting the Connected Innovation programme.

LIS-

ICT1

Adastral Park 2025 I.B aware of the ambitious programme of

development at A.P and supports wider

development.

No updates to provide.

LIS-

ID4b

IWIC, Ipswich Updates to I.B. on 3D Printing/Productivity Lab

and scope for potential ways to engage IWIC

with wider hub network and activity.

IWIC continue to support the Connected Innovation programme and link up with other

centres of innovation across Suffolk. IWIC being rebranded as UoS Innovation Lab.

LIS-

ID4b

CEFAS Development CEFAS present to the Innovation Board on

status of the project and seek ways to engage

with the wider N/S network

APPENDIX1:InnovationBoardStrategicProjectsProgressUpdate

New Anglia LEP and UEA are working with CEFAS on scoping out a programme of

potential events throughout 2022 to help promote and raise the profile of marine science

in our region.

LIS-IF1 Invest in a Food Innovation Centre based at the

Food Enterprise Zone site at Honingham Thorpe

near Norwich to deliver business growth through

innovation, productivity, and new approaches to

food processing.

Work with the Agri-Food Industry Council to

guide the development of the proposed

innovation support and cluster development

programme for the Centre.

No updates to provide.

LIS-

ICT2

Norwich Tech Hub: To advance proposals to

develop a collaborative tech hub in Norwich City

centre

Work with Norwich City Council and key

partners to advance proposals to develop a

collaborative tech hub in Norwich City Centre

to support the growth of the ICT/Digital

Creative sectors and strengthen the identity of

Norwich as a tech start up cluster.

Plans for the tech hub are progressing via the Norwich Town Deal Board and is also

linked into the Council for Digital Tech (via Norwich City Council).

IB1c ID2B Blue Tech: Exploring the Port of Felixstowe

becoming an exemplar for blue tech (driving

sustainable innovation across the maritime and

logistics sectors) working with the Connected

Places Catapult.

Engage with partners including Connected

Places Catapult, Port of Felixstowe and tech

businesses. Hold a Hot House to explore

potential project.

No updates to provide.

IB1d ID3a An exemplar ageing society assisted living

community (living laboratory), linking up

researchers and clinicians to trial and test new

technologies.

LIS/ ES

Code

Workstream

IB2 Investment in Innovation & Commercialisation

High Level Objective

Increase the level public and private sector

investment in innovation.

What does success look like?

Businesses are knowledgeable about the types of funding and finance available to support innovation and have the right skills to access it.

More businesses are accessing innovation funding and securing private sector investment to commercialise research.

Measurable Key Result (SMART)

What is the output of the activity for

2020/2021

IB2a ID1c

Restart

Plan

Innovation Mentoring: Develop a voucher

scheme for access to credible, high quality expert

support.

Secure funding for an innovation mentoring

scheme to provide tailored support for SMEs

bidding for Innovate UK and other sources of

funding for innovation.

Support the launch the scheme, promote to

networks and monitor outputs.

130 registrations – not all applicable. 14 on the books at the moment and 4 businesses

have put applications to date, no successes to date. Funding for 25 businesses to come

on the programme for full support. But might be able to reach out to more with funding

and altered support. 100 businesses registered on webinars to date. Another 11 spaces

that can be funded at full hours.

IB2b Public Sector Opportunities: further explore

opportunities for business to engage with the

public sector on innovation programmes.

Hold an Innovation Forum to further explore

and promote opportunities to the private

sector. Work with Innovate UK to engage

business and the public sector with SBRI.

Meeting to take place 9/11 to discuss NCC top five challenges, then explore how we can

shape and event based on innovation and opportunities.

IB2c ID1d

Restart

Plan

Growth Through Innovation: Development of an

Innovation, Research and Development fund with

grants ranging from £1-25k.

Help to successfully deliver the ERDF Grants

for Innovation fund by promoting to innovation

networks and providing feedback to the task

and finish group.

No updates to provide

APPENDIX1:InnovationBoardStrategicProjectsProgressUpdate



IB2d ID1e Innovative Projects Fund Support the pipeline of good quality bids to the

Innovative Projects Fund.

Help to shape and develop bids which deliver

the Innovation Board’s strategic objectives.

IPF Call 1 (2018 Round) - Actual Spend to date is £295,234 (54.72%).

£63,650 has been claimed so far in this financial year. The total project spend to date is

£641,757.

Public match funding of £213,312 and Private match funding of £133,211 has been

recorded. 7 high Value Jobs created, 7 part time jobs created. 310 businesses have been

engaged in programmes.

IPF Call 2 (2019 Round) - £545,964 has been paid out to date. Private match funding of

£173,627 and public match funding of £614,860 has been recorded. 10 FTEs created (3

high value), 105 learners, 120 businesses engaged in programmes. 14 businesses

supported.

IB2e Restart

Plan

Innovation Marketplace: link up businesses with

commercial opportunities through a ‘brokering’

model.

Test and pilot an Innovation Marketplace,

working with BT to explore opportunities for

cross-sector businesses to enter into licencing

agreement to commercialise BT IP. Evaluate

outcomes of pilot.

No update to provide.

IB2f ID3b Identify mechanisms to leverage greater value and

productivity from enhanced commercialisation

opportunities between Norwich Research Park and

the existing business base to attracted inward

investment.

Develop bid to DIT for next High Potential

Opportunity (HPO) to unlock commercial

opportunities around health and ageing

society.

The round 2 application ‘Plant Science for nutrition’ to the HPO programme was

successful. A DIT led workshop took place across two, half-day session 20th & 21st July

to refine the specific commercial opportunity to be showcased, and to build the detailed

enabling case that underpins it. DIT produced a first draft slide deck which was shared

with partners on 19th October with a deadline for feedback of 5th November. Partners

are still working on case studies to add to the draft.

IB2g ID3c Working with leading UK universities who

specialise in complementary areas of strength in

sectors such as agri-food, clean energy, and ICT

Digital.

No updates to provide.

IB2h Restart

Plan

Investment Catalyst: to support scale-up/ high-

growth businesses in the region to gain support

and access to private sector investors and to

promote the region as an investible proposition.

To run the second Investment Catalyst

Programme incorporating learnings from the

first cohort. Businesses to have gained new

contacts and investment through the

programme.

A new investment platform, developed by Anglia Capital Group and CNTC, has been

launched to the investment community on a trial basis to help link up deals in the region

with potential investors. There are plans to develop this further in 2022 with marketing

campaign activity and a possible event to reinvigorate the Investment Catalyst post-

covid.

LIS/ ES

Code

Workstream

IB3 Connected Innovation – Ecosystem and Cluster Development

High Level Objective

Support the innovation ecosystem in Norfolk and

Suffolk, developing and promoting innovation

clusters.

What does success look like?

There are well-connected networks where innovators can easily access the right expertise, informally collaborate and share knowledge.

The region’s innovation hubs are connected, offering a cohesive package of support across different clusters. Norfolk and Suffolk’s

clusters and innovation assets are well known by people within the region and externally.

Measurable Key Result (SMART)

What is the output of the activity for

2020/2021

IB3a ID1a Innovation Prospectus: Publish an innovation

prospectus (digital and print) to link up and

promote innovation assets and activity.

Publish a prospectus which links up and

promotes the innovation centres in Norfolk and

Suffolk.

Promote the prospectus with a series of short

films and a social media campaign.

Innovation Prospectus now published and live on LEP website.

IB3b ID1a Connected Innovation: Connect up innovation

centres and assets opening up access which

encourages cross sector collaborations.

Scope out and develop a project which seeks

to join up the innovation infrastructure and

assets across the region.

Seek resources and funding to deliver the

project.

Steering group well established and driving collaboration around various opportunities;

programme of events being developed (with a focus on the 7 key technology families

identified by government's Innovation Strategy & bespoke hub events focusing around

thematic and sectoral opportunities); tender has gone out for additional content - case

studies and videos - to promote the hubs; discussion underway to further develop the NSU

website to ensure it is up to date, provides information on events and innovation support; and

tech suite installation progressing well at Hethel Innovation and OrbisEnergy.

APPENDIX1:InnovationBoardStrategicProjectsProgressUpdate

IB3c ID1b Innovation Ambassadors: link entrepreneurs and

innovators with businesses seeking to collaborate

on projects.

Develop a database of innovation-active

companies, begin to develop relationships with

them, including engaging them with the

Innovation Forum.

No update to provide.

IB3d ID3a ORE Catapult: Jointly appoint, with the Offshore

Renewable Energy Catapult, a regional manager

to support local companies to innovate and

develop new technologies for offshore wind

ORE Catapult regional manager to present to

the Innovation Board to talk through plans. Bid

submitted to IPF for F4OR programme roll out

in Norfolk and Suffolk.

Final report has been received from ORE Catapult. The programme has come to the end

of its course.

IB3e National connections: KTN and Catapults are

active and engaged in the region.

Scope out connections to appropriate

members of Innovate UK, KTN and Catapult

network and seek ways to engage in activity in

the region.

Engaged with the Satellite Applications Catapult regarding the space sector for the

region. Working with them on the Space Sector round table meeting being held on the

10th of December – this meeting will look at the opportunities for Norfolk and Suffolk.

IB3d Restart

Plan

Innovation Forum: deliver an exciting programme

of Innovation Forum events which explore

opportunities for cross sector innovation, funding

and business support and public sector

opportunities. Work with CNTC to deliver the

‘Disruptors’ event.

Deliver 2 cross sector Innovation Forums

which engage the Industry Councils in

constructive dialogue.

Deliver 2 ancillary events with a focussed

theme, promoting opportunities for business.

Evaluate and monitor outcomes.

Marine Science, Public opportunity events being shaped for 2022. Cefas and the UEA

working with us to shape a series of events for 2022. A knowledge partnership event as

well as one focus on Algae and opportunities for the region.

IB3e ID1g Innovation hackathons and Special Interest

Groups to provide opportunities for collaboration

and large businesses to work with SMEs to answer

commercial challenges

Deliver 3 Special Interest Groups that aim to

address key challenges/opportunities in the

region using methods such as hackathons and

roundtables.

On hold in 2020-21 due to covid impact, there are plans to stage cross-sector innovation

events in 2022 in collaboration with the three industry councils and focused on clean

energy, digital/ICT and agri-food.

IB3e Funding Fit: to provide support for businesses

who are interested in applying for Innovate UK

funding.

To provide online webinars around Innovate

UK calls providing a “been there and done it”

example, share ideas and encourage

collaboration and application.

Engaged with the UEA regarding a FF event based on the knowledge transfer

partnership. The event would potentially run early next year and might include an

additional university working in partnership.

LIS/ ES

Code

Workstream

Skills

High Level Objective

Assist and develop the best talent for delivering

innovation at the scientific, technical and business

level.

What does success look like?

A highly skilled workforce equipped with the skills necessary to access the techniques and business practices needed for innovation.

Measurable Key Result (SMART)

What is the output of the activity for

2020/2021

What is the output

of the activity for

2021/2022

Who is responsible

for the activity

Who is leading the

activity

Who is consulted /

informed

IB4a PE1c Fifteen sector skills plans are being delivered

locally for each of Norfolk and Suffolk key growth

and employment areas, including clean energy,

agri-food and digital tech, which identify skills

needs and set out the actions to ensure these

needs are met.

Review the recommendations from the

Emerging Tech Sector Skills Plan. Discuss

gaps in provision and share relevant input with

Skills Advisory Panel (SAP)

Review the

recommendations

from the Emerging

Tech Sector Skills

Plan. Discuss gaps

in provision and

share input with

Skills Advisory

Panel (SAP)

NW Skills Advisory Panel Innovation Board

Skills Advisory

Panel

New Anglia Local Enterprise Partnership Board

Wednesday 26

January 2022

Agenda Item 10

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

LEP Managed Projects and Programmes

Getting Building Fund update: Great Yarmouth O&M Campus (GY Enterprise Zone)

The project procurement process is coming to a conclusion and the project has satisfied the

condition set by the LEP Board in February 2021 that costs, including the contingency, should not

exceed £18m. Further due diligence and financial scrutiny will now be undertaken to proceed to a

formal contract arrangement.

A licence has been issued from the Marine Management Organisation (MMO) for site investigation

in January 2022, enabling an update to the Environmental Statement, after which the MMO will

consider issuing a construction licence. Mobilisation and construction will then commence in May

2022 running to March 2023. Refurbishment of the Quay and construction of the pontoon is

expected over Summer 2022.

New Anglia LEP is contributing £6m to the project from the Getting Building Fund.

Growth Deal update: Suffolk New College

The new £2.4m Tech Campus in Ipswich is looking forward to welcoming the next generation of

digital superstars to the region ahead of a grand opening next year. The three-storey development

becomes part of Suffolk New College’s expanding portfolio of premises and will teach learners

transferable skills that will allow them to work in a range of roles across the IT industry.

The project received £1.6m from the New Anglia LEP Growth Deal.

Community Renewal Fund (CRF) – two LEP-led projects preparing to launch

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.



Self-employment support will deliver 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.



Both programmes will be launched as soon as the legals are complete and will run until June

2022. The Board will receive an update on progress in May or June.

Clean Growth for Business programme

In September, the LEP launched its autumn business support programme, called Clean Growth for

Business. Tied to COP26 activity, it included webinars, online resources, blogs and a new podcast.

The 10

and final event of the autumn programme took place in December, focusing on bringing

biodiversity and business together, supported by East Suffolk Council.

In total, more than 300 people joined the live webinars, the recordings have been viewed more

than 200 times through our website and we continue to promote the recordings and the online

resources. We have also set up a Clean Growth for Business Linkedin group to promote

resources, share ideas and stories and it has 75 active users.

2) LEP Industry Councils and Sub-groups

Clean Growth Taskforce

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

and a lengthy discussion about action planning and the process for developing a deliverable, local

evidence-based ambition. The discussion included the importance of adding value, the scale of

the challenge and the need to liaise with the key sectors and point source emitters across Norfolk

and Suffolk over any above the five themes already agreed by the Taskforce:

 Leadership and collaboration – be Ambassadors for the Clean Growth region at home and

elsewhere

 Evidence and impact – oversee the development of Clean Growth evidence and impact

 Decarbonising Transport – work with the Transport Board to influence the development of the

Alternative Fuel Strategy and Action Plan and its subsequent delivery

 Transition Business Support – work with the Business Growth Programme Partnership Board to

oversee the delivery of the Road to Net Zero Business Support Programme and any wider clean

growth programme embedment

 Workforce for the Future – work with the Skills Advisory Panel to shape the Decarbonisation

Academy proposal and the wider clean growth skills agenda

The Taskforce highlighted the opportunity of behaviour change, the importance of ‘doing

something now’ and the need to develop a succinct key message and clear call to action reflecting

on businesses understanding of the term ‘clean growth’.

All Energy Industry Council (AEIC)

The latest AEIC meeting was held on the 6

of December 2021 and included updates from

industry representatives and an update on the Energy Campaign and letters to Government as well

as the Offshore Transmission Network Review (OTNR) consultation work that the LEP supported.

The LEP provided a paper to the Council for their endorsement in relation to the evolution of the

AEIC and a new regional communications structure, working closely with EEEGR. This enables a

sharper focus, in future, on delivery via sub-groups for the various parts of the energy sector –

offshore wind, nuclear, hydrogen, onshore renewables etc.

ORE Catapult provided a presentation on the “Whole Systems Approach” which focused on local

infrastructure and local opportunity. Hydrogen East provided a demonstration on their Mapping

Tool which showed energy infrastructure across Norfolk. Final presentations included FIT4OR with



an update on the success of the supply chain programme (part funded by the LEP) with case

studies as well as the latest from Freeport East.

Since the meeting, Vattenfall has confirmed that it now has consent to build the Norfolk Boreas

Offshore Wind Farm off the Norfolk coast with construction expected to begin in 2023. Vattenfall

has also announced more than £15 million in direct community funding to Norfolk as well as a skills

investment package.

A final decision on Sizewell C nuclear power station is being delayed by an extra six weeks due to

the extra work created by changes to the initial proposals, with the Planning Inspectorate requiring

more time to complete the examination. The LEP continues to work closely with local authority

partners, Suffolk Chamber of Commerce, local colleges, Sizewell C Consortium and EDF Energy

to ensure that local economic and employment opportunities will be fully maximised, if the project

is approved.

Agri-Food Industry Council

The Norfolk and Suffolk Agri-Food Industry Council met on 14

December. The agenda covered

the state of the nation intelligence updates; the Economic Strategy for Norfolk and Suffolk; a

conversation with John Hustler from DEFRA on the Farming Investment Fund; and an update on

the Broadland Food Innovation Centre cluster research and recommendations. Key intelligence

updates:

o The CLA is working to ensure that rural areas are not ignored in the levelling up agenda. A

report from the APPG for Rural Business and the Rural Powerhouse’s inquiry into rural

productivity is due to be published in February and should support this.

o Farming rules for water is still an issue – the Environment Agency (EA) is stopping the

application of manures in digestate in the Autumn, which conflicts with Defra’s policy of

enhancing soil organic matter. A cross-industry working group has been pushing the EA to

focus on a risk-based approach, not just a blanket ban.

o Labour issues are still ongoing across all sub-sectors – not just livestock and vegetable

growers, but also affecting members with diversified businesses such as cleaners and

waiting staff in farm shops.

o Some farmers bought fertiliser whilst prices were sub £200 per tonne. Prices are now at

circa £700 per tonne.

o Expecting commodity levels to drop off in Q4 2022 / Q1 2023 so will have to watch

inventory levels and keep an eye on exports.

o Fixed price contracts and multi-year contracts are an issue. Engaging with customers to get

price realignment due to the cost inflation incurred on the 2021 crop. Could cause fractious

relationships so some difficult decisions to make on supply.

o Mental health concerns continue to be an issue, particularly around isolation. Trying to

come up with creative ideas to get youngsters living in single accommodation engaged.

o Some helpful looking grants are becoming available, however funding the cash match

needed for these grants will be difficult for farmers given the reliance on finance for many.

Industry Council for Digital Tech

The Council for Digital Tech met on 1

December to cover workstream updates around the Digital

Skills Task Force and the Connected Innovation programme; the Economic Strategy for Norfolk

and Suffolk; a discussion on membership of the roundtable; and intelligence updates.

Tech businesses highlighted the fact that salaries are increasing in the sector. This is affecting the

USP of the region that it was cheaper to recruit these roles here. Now competing at London market

rates and starting to see six-figure salaries advertised for technical roles. One company mentioned

that they have recently lost two graduates that they had trained up – both immediately saw £20-

30k salary increases and additional perks.



3) External Partnership Activity

New Regional Space Cluster Group

New Anglia LEP convened a meeting on 10

December 2021 of organisations and businesses

with an interest in the growing UK space sector. This included business representatives from BT,

Gravitilab, Tethir and Arqit, representation from our innovation hubs - OrbisEnergy, Innovation

Martlesham and Hethel Innovation - as well as senior education/research representatives from

CEFAS, UEA and University of Suffolk.



There were also pre-recorded updates from UK Space Agency (UKSA), European Space Agency

(ESA) and the Satellite Applications Catapult to set out the strategic opportunity. The LEP’s

Sectors & Innovation Team have been building links with these organisations over recent months,

particularly since the launch of the UK Space Strategy which aims to strengthen the UK as a world-

class space nation and grow the multibillion-pound space economy, worth over £16 billion p.a.

This group will form the basis of a new regional space cluster group to help shape a new space

sector plan and capitalise on the emerging growth opportunities related to areas such as satellite

applications and micro-gravity launch activities. 

The LEP and partners are seeking to appoint suitably qualified and experienced consultants to

build an enhanced understanding of the space sector profile in Norfolk and Suffolk and to develop

the space sector plan. This will include identifying our USPs and applications to support our key

sectors such as agri-food, offshore renewables, marine science, transport & logistics etc.

The UKSA is expected to announce new funding calls with opportunities to support regional space

related projects and activities to help deliver the plan.

Enterprise Zones

There has significant activity with partners over recent months in progressing new commercial

developments on a number of the enterprise zone sites. A more detailed update is provided within

this month’s Programme Performance Report but three important highlights are;

 Work on the phase one speculative units on Nar Ouse (King's Lynn) has begun, with piling

complete and steels in place, as supported by the LEP’s Enterprise Zone Accelerator Fund.

 West Suffolk Council have approved £12m for 16 advanced manufacturing units close to

the Suffolk Park Enterprise Zone site in Bury St Edmunds. They are being supported by

retained EZ business rates (Pot B) and will provide a much-needed incubator and start up

units for local businesses.

 The developer of Mobbs Way, Oulton near Lowestoft has constructed three office units

speculatively with a completion in January 2022. The first occupier has already been

secured.

4) Governance, Operations and Finance

Governance

Annual Performance Review

The APR meeting with Government is scheduled to take place on 10

February. Given the ongoing

demands and uncertainties facing LEPs in the current climate, a streamlined review structure is

proposed, in line with the approach taken last year. Central to this approach is the movement away

from a marking (Exceptional to Inadequate) to an outcomes-based approach with findings of ‘met’

and ‘concerns identified’ taking account of mitigating circumstances. An Indicative Outcome will be

shared with LEPs ahead of the APR meeting and will be used to frame the discussion and focus on

improvement areas. The outcomes of this review are anticipated during April 2022.

Local Assurance Framework

The Annual Assurance Framework outlines the processes and procedures for decision-making at

the LEP. It follows the mandatory requirements and additional best practice guidance set out in the

Government’s National Local Growth Assurance Framework (updated Sept 21). No fundamental

change has been proposed to the co

ntent or timeline for this document therefore a 2022 update

will be presented to the LEP Board for approval in March.

Annual Delivery Plan

Government requires all LEPs to produce a Delivery Plan. It outlines how we will be delivering our

strategic priorities and outputs from April 2022 to March 2023. Previous guidance required that the

Delivery Plan be completed by the end of April (in draft) and published on our website by 1

May.

In the absence of further guidance, we will produce and publish our Delivery Plan 22/23 in line with

previous years.

Finance

Management accounts for nine months to 31 December 2021 can be viewed under agenda item

11. These r

eflect the LEP’s consolidated position and include both core and programmes.

Price Bailey is scheduled to undertake its audit planning work w/c 17

January in preparation for

the forthcoming Audit & Risk Committee. Price Bailey will present its Audit Planning Report to the

committee, which takes place 9

February 2022.

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

December 2021.

Media coverage

- 1 press release

- 17 pieces of coverage

- 5 reactive media enquiries