New Anglia Local Enterprise Partnership Board Meeting

Wednesday 23

February 2022

10.00am - 12.30pm

By MS Teams

Agenda

No. Item

1. Welcome from the Chair

2. Presentation from Justin Ott, EV Spark Technology

3. Apologies

4. Declarations of Interest

5. Actions / Minutes from the last meeting

Strategic

6. Transport Board Report Update

7. All Energy Industry Council Report Update

Break 15 mins

Operational

8. LEP Review and Levelling Up White Paper – Confidential Update

9. Growing Places Fund Application – Confidential For Approval

10.

Freeport East Update – Confidential

Update

11. Chief Executive’s Report including a confidential item Update

12. February Programme Performance Report Update

13. Board Forward Plan Update

14. Any Other Business Update

1

Public

New Anglia Board Meeting Minutes (Unconfirmed)

January 2022

Present:

Kathy Atkinson (KA) Valeo Snack Foods

Claire Cullens (CC) Norfolk Community Foundation

David Ellesmere (DE) Ipswich Brough Council

C-J Green (CJG) Brave Goose

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

Alan Waters (AW) Norwich City Council

Jeanette Wheeler (JW) Birketts

Attendees

Alexis Haggar (AH) Lexhag VFX

Vince Muspratt (VM) Norfolk County Council

Shan Lloyd (SL) BEIS

Mark Ash (MA) Suffolk County Council

Julian Munson (KM) New Anglia LEP – For Item 7

Lisa Roberts (LR) New Anglia LEP – For Item 6

Chris Starkie (CS) New Anglia LEP

Rosanne Wijnberg (RW) New Anglia LEP

Helen Wilton (HW) New Anglia LEP

2

Actions fro

m the meeting: (26.1.22)

Chief Executives Report

Write a letter of thanks on behalf of the board to Mike Burrows CS

1 Welcome from the Chair

CJ Green (CJG) welcomed everyone to the meeting.

2 Presentation from Alexis Haggar, Lexhag VFX

CJG presented Alexis Haggar (AH), creative director at Lexhag VFX, a visual effects company based

on the Scottow Enterprise Zone who received almost £25k from the Growth Through Innovation Fund.

AH explained how the GTI grant had been used to progress the technology used to insert

backgrounds into films and TV series by doing this on camera on the day of filming rather than the

adding such effects post production as has been done previously.

AH presented video clips demonstrating how the backgrounds are added, some built entirely virtually

and some using existing real footage and provided an overview of the process the company uses to

produce the scenes.

AH started the company following his move from the special effects industry to digital effects and it

now employs 10 people with others recruited for individual projects according to technical

requirements.

David Ellesmere (DE) queried whether AH felt that this process would replace live filming noting the

interest from film and TV companies in the region. AH felt that this was an add on tool to existing

filming techniques and that working with partners would attract more customers locally.

Dominic Keen (DK) asked whether a repeatable offering was possible or whether everything was

bespoke. AH advised that it depended on the customer’s budget but that data was being collected on

regularly used effects and requirements to enable stock film to be held.

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

3 Apologies

Apologies were received from John Griffiths and Stuart Dark

4 Declarations of Interest

None

5 Actions/Minutes from the last Meeting

Helen Langton (HL) asked for the minutes of the November meeting to be amended to refer

to her appointment to the “Board of Advanced HE”.

The minutes were then accepted as a true record of the meetings on 24

November and 14

January.

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

6 Norfolk & Suffolk Economic Strategy

Lisa Roberts (LR) presented the Norfolk & Suffolk Economic Strategy which has been

compiled in collaboration with partners across the counties with over 650 individuals taking

part in engagement sessions with more providing written feedback.

It looks to 2036 but focusses on the actions needed over the next 5 years to secure long term

success. LR noted that the strategy is aimed at guiding the work and investment of many

partners and 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.

LR confirmed that both Norfolk and Suffolk Public Sector Leaders meetings approved the

strategy on 21

January and thanked all board members and their officers for input. CJG

3

thanked LR and her team for the work which has gone into the strategy a

nd noted the extent

of the collaboration involved.

Johnathan Reynolds (JR) asked whether the levelling up which paper would impact the

strategy. LR confirmed that it would not affect the opportunities which have been identified

but may provide alternative sources of funding. LR noted that the LEP would also be looking

for funding in addition to that offered by Government.

Andrew Proctor (AP) asked how the work would be publicised. LR advised it would be

launched on LEP social media with future focus on the collaboration with partners to raise the

profile of Norfolk & Suffolk.

Claire Cullens (CC) noted the strategy needed to the linked to the Levelling Up White Paper

and the SPF when published to ensure it stays relevant and pertinent to all deliveries.

The Board agreed:

 To note the content of th

e report

 To approve the sign off the Norfolk and Suffolk Economic Strategy

New Anglia LEP Strategic Priorities

New Anglia LEP Future Options – Finance – Confidential

CS presented the board with New Anglia LEP’s proposed strategic priorities for the 2022/23

financial year noting that, although the Levelling Up White Paper has not yet been published,

the LEP needs to continue to support businesses in the current challenging times while also

identifying opportunities for growth. This means the LEP will need more focused priorities

and will have to reduce activity in certain areas.

CS highlighted the LEP’s USP namely its ability to convene partners in the private, public,

third and education sectors enabling the team 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.

CS outlined the five strategic priorities:

Priority One: Business support and Innovation - ensuring that businesses affected by the

pandemic continue have the support needed 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 – through the Skills Advisory Panel and industry

councils and sector groups the LEP will work with partners to identify solutions to the short-

term skills shortages and also continuing to work on the planning and implementation of

longer-term skills provision to meet the future needs of business.

Priority Three: Supporting place – The LEP will continue to attract investment through the

inward investment service and driving forward Enterprise Zone sites. The LEP will also

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.

Priority Four: Nationally significant projects – The LEP will work with partners to maximise

the economic benefits and business opportunities presented by Freeport East, Sizewell C,

offshore wind developments and other investments of scale.

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 however the overarching internal priority will be

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.

4

The Board agreed:

 To note the content of the report

 To agree the proposed strategic priorities for 2022/23

 To agree to work proceeding on the 2022/23 budget based on the proposal provided.

8 Innovation Board Update

Julian Munson (JM) provided the board with an update on the work of the Innovation board

and highlighted key deliveries such as the success of the Connected Innovation Programme

promotion of the Norfolk and Suffolk Innovation Prospectus and supporting the development

of capital skills projects such as the Digitech Centre.

5

JM presented the priorities for 2022/23 including the submission of a pro

posal to Government

on a place based innovation pilot aimed at driving innovation across all sectors raising the

profile of key innovation activities and reviewing the new sector plans e.g. the National Space

Strategy, the Net Zero Strategy and the UK Hydrogen Strategy.

JM noted the challenges from Government which is targeting a move from innovation out of

the Greater South East area and confirmed that innovation funding in Norfolk and Suffolk is

around half of that of the rest of that region.

JR thanked JM and his team and noted the range of the sectors they cover and the

significant amount of work which has been carried out.

He agreed that there is a real risk that the status of Cambridge and London dominate the

region with Norfolk and Suffolk losing funding as a result. The local relationship with George

Freeman MP as Minister for Innovation will continue to be promoted.

The Board agreed:

 To note the content of th

e report

 Note the contents of the paper and sub-board delivery plan

9 Quarterly Management Accounts - Confidential

The Board agreed:



To note the management accounts and accompanying graphs.

10 Chief Executive’s Report

CS highlighted key items in addition to those included in the report.

Skills Bootcamp Fund - The LEP is woking with both County Councils to submit bid to the

fund which will provide short business lead training courses.

Growing Busnees Fund – The final panel was held last week with 308 business supported

and £32.5m given out and over 3000 jobs created.

CS asked for the board to write a letter of thanks to Mike Burrows as chair of the GBF panel

for all his support since the inception of the board.

Freeport East – Michael Cousens has been seconded in as PM and is working on the full

business case which is using additional resouce from the LEP team. CS noted that around

50% of these costs will be recovered and the resouce has been deployed given the

importance of the project.

ACTION

CS to write a letter of thanks on behalf of the board to Mike Burrows

The Board agreed:

 To note the content of th

e report

11 January Performance Reports

RW presented the January Programme Performance Reports and confirmed that as the focus

has been on approving those grants with looming end dates the approvals to the Small

Grants Scheme have stopped.

Work is progressing on the Nar Ouse projects but the first claim is still awaited.

The Board agreed:

 To note the content of th

e reports

12 Board Forward Plan

CJG presented for forward plan for the February 2022 meeting.

6

The Board agreed:



To note the content of the plan

13 Any Other Business

None

Date Item Action Update Actioned

Target Date

26/01/2022 Chief Executives Report Write a letter of thanks on behalf of the board to Mike Burrows CS Complete

14/02/2022 Growing Places Fund loan

Request, One Farm –

Confidential

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

available

ID Mar-22

Actions from New Anglia LEP Board Meetings

1

New Anglia Local Enterprise Partnership Board

Wednesday 23

February 2022

Agenda Item 6

Transport Board Update

Author: Ellen Goodwin

Presenter: Steve Oliver, Ellen Goodwin

Summary

This paper provides an update on the Transport Board, a sub-group of New Anglia LEP and

considers next steps with respect the Strategic Priorities agreed at the January meeting,

including specifically the decision to disband the Transport Board.

Recommendations

The Board is invited to:

 Note the contents of the paper, sub-board report (appendix A)

and the overview

presented at

the meeting; and

 Delegate to the CEO the disbandment of the Transport Board in line with

agreed

governance

procedures.

Background

The Transport Board was established in its current form after the abolishment of the Local

Transport Body and Board in November 2018 with the high-level objective of implementing

the Integrated Transport Strategy.

The key themes of the Integrated Transport Strategy are:

Connecting the East, Accessing the World: Quicker, more reliable and resilient strategic

connections to boost our contribution to UK plc, encouraging improved perceptions,

economic participation and inward investment for our key sectors and competitive clusters.

Regional connectivity and our Priority Places: Keeping people and products moving in

and around our Priority Places and Enterprise Zones through new investment, placemaking,

maintenance and an integrated public transport network with opportunities for walking and

cycling.

Local and Coastal: Innovative on-demand transport solutions and improvements to

facilitate local sustainable growth, walking and cycling, recognising local distinctiveness, and

offering access to services and opportunities through digital means.

Agile to Change: Embracing new technologies and digital connectivity to enable remote

access to services and opportunities to facilitate Mobility as a Service.

2

Delivery and key achievements over the last year

Since the la

st report in February 2021, the Transport Board has pivoted it’s work programme

to align more closely with the ambitions of Clean Growth and the decarbonisation of

transport.

One of the key areas of focus for the Transport Board over the last year has been about re-

building confidence in cleaner travel choices. A sub-group of interested members and other

key stakeholders was formed and over a number of meetings established the following key

thinking:

 The overarching clean recovery strand is critical. How can pe

ople

#commuteb

ackbetter? The group observed the need to work with e

mployers and

employees

as part of this process, noting that the same applied to people returning t

learning.

The importance of integrated and flexible journeys, personal travel plann

ing

and a user centric data-based approach was deemed to be crucial.

Demand management and behaviour change was cited as being needed

alongside reliable and frequent services.

 The link to the tourism and visitor economy sector was muted as a key dr

iver in

advance of t

he return of commuting demand. The group discussed the

importance of

demand data and the further roll-out of clean and integrated on-demand services.

 Coordinated and reinforced messages were agreed between key players,

including

Transport East, to ensur

e clarity and consistency across the region in this space.

The Transport Board has also been a key stakeholder in the development of the Alternative

Fuel Strategy to be considered by the LEP Board at its March Board meeting. The key

objectives of the Alternative Fuel Strategy and Accompanying Action Plan are to provide:

 An understanding of the current policy and funding landscape f

or alternative fuels at

local and national level.

 An evidence base of likely alternative fuel uptake and best practice policy f

supporting this uptake.



A costed and deliverable programme of measures to address barriers to

uptake,

which reflect

s the specific challenges and opportunities of the region.

The plan has included engagement from both the private and public sector and has

considered work that has already been completed and ongoing in this space by Norfolk

County Council, the Norfolk Climate Change Partnership and the Suffolk Climate Change,

Environment and Energy Board. It focusses on land-based transport and includes elements

of behaviour change and modal shift as well as infrastructure roll-out.

Other things the Board have considered/led on in the last year include:

 Consideration of the role of hydrogen in transport – update from Hydroge

n East.



Development of a supporting strategic transport narrative for Freeport East as well as

regular updates from Hutchison Por

ts.

 Rail infrastructure improvement (including Haughley, Ely and Trowse upgrades)

updates/influence in ord

er to improve service delivery as well as line

based

discussions/

updates/influence including Great Eastern Mainline, East-West Rail a

the Felixsto

we to Midlands and North line. In addition, the Tr

ansport Board has

engaged with Network Rail work on t

he development of the North

Anglia Study.



Consideration of integrated and on-demand travel, non-traditional busine

ss models

and possibl

e scale-up using demand-led data – Liftshare and First Buses

collaboratio



3



Norfolk and Suffolk Economic Strategy

The following section was included in the Norfolk and Suffolk Economic Strategy on

transport:

Deliver innovative clean transport solutions that reduce the need to travel, encourage modal

shift and support a thriving economy across all our geographies. We must consider how we

exploit the benefits observed around travel behaviour due to the pandemic alongside the

deployment of alternative fuels (electric, hydrogen and biofuels) to support the

decarbonisation of transport. Alongside this there are several pinchpoints that need to be

overcome to support the resilience, reliability and flexibility of infrastructure.

In addition, the rise of the ‘hyperlocal’ is something the Strategy looks to foster through

placeshaping including improved local access.

Looking Ahead

At the January LEP Board meeting the Board agreed the Strategic Priorities for the LEP for

2022/2023. With the development of Transport East, the paper proposed re-aligning staff

resources devoted to transport, including a number of external transport boards that we

facilitate, in order to reduce chances of duplication and maximise value for the region.

The transport priorities for Norfolk and Suffolk are clearly aligned with the priorities for

Transport East whose key themes were in part shaped by the LEP. They are:

1. Decarbonising transport: If we are to tackle our contribution to climate change and

reach net zero emissions we need to act quickly.

2. Connecting Growing Places: Better links between our fastest growing places and

business clusters. This helps the area function as a coherent economy and improves

productivity.

3. Energised Coastal and Rural Communities: A reinvented, sustainable coast for the

21st century which powers the UK through energy generation. Supporting our

productive rural communities and attracting visitors all year round.

4. Global Gateways: Better connected ports and airports to help UK businesses thrive.

Boosting the nation’s economy through greater access to international markets and

Foreign Direct Investment.



Moving forward the LEP can continue to work with key partners to ensure its role as an

influencer and enabler continues, developing key messages about access/connectivity in the

context of clean, inclusive and productive growth and ensuring those messages are

communicated effectively and in a holistic way which links to the broader work of the Norfolk

and Suffolk Economic Strategy.

New Anglia LEP will continue to work through Transport East to achieve both the transport

and economic ambitions for Norfolk and Suffolk. This includes the need for improved rural

and costal mobility, for which Transport East is the national Sub-National Transport Body

lead.

Recommendations

The Board is invited to:

 Note the contents of the paper, sub-board report (appendix A) and the overview

presented at the meeting; and

 Delegate to the CEO the disbandment of the Transport Board in line with agreed

governance procedures.

APPENDIX A – sub-board reporting – February 2022

4

Appendix A

Sub- Board

Reporting

Sub-Board: Transport Board

Representatives: LEP Board: Steve Oliver LEP Team: Ellen Goodwin

Meeting Frequency: Quarterly

Key Objectives and their link to the NSES Update on actions / activity Next Steps

NSES: Deliver innovative clean transport

solutions that reduce the need to travel,

encourage modal shift and support a thriving

economy across all our geographies. We

must consider how we exploit the benefits

observed around travel behaviour due to the

pandemic alongside the deployment of

alternative fuels (electric, hydrogen and

biofuels) to support the decarbonisation of

transport. Alongside this there are several

pinchpoints that need to be overcome to

support the resilience, reliability and flexibility

of infrastructure.

Connecting the East, Accessing the World

 Renewed confidence in greener travel choice



Freeport East strategic transport narrative devel

opment

Regional Connectivit

y and Our Priority Places



Transport East Strategy development



Influencing GEML and Ely taskforces to focus

on the

strategic

case and influencing

 East Norwich regeneration inc. Trowse swingbrid

 Support projects on A14/A47



Transforming Cities engagement in programme

delivery

Agile to Change

 Alternative Fuels Strategy – electrification and hy

drogen

opportunitie

 Role of hydrogen in tran

sport

 Prevalence of home working/learning – how do we

facilitate moving forward?

Local and C

oastal

 Active travel/public tran

sport



Reduce the need to travel/flexibility/integration

 tbd

1

New Anglia Local Enterprise Partnership Board

Wednesday 23

February 2022

Agenda Item 7

All Energy Industry Council - Update

Author: Julia

n Munson Presenter: Julian Munson and Mark Goodall

Summary

This paper provides an update on the All-Energy Industry Council (AEIC), a sub-group of

New Anglia LEP.

Recommendations

The Board is invited to note the contents of the paper

Background

Norfolk and Suffolk is positioning itself as the UK’s epicentre for energy generation and

systems integration with a unique mix of onshore and offshore renewables, gas, hydrogen

and nuclear and is experiencing significant levels of investment, particularly in the offshore

wind sector. There is £138 billion of capital investment in energy and low carbon projects

across the East of England forecast by 2050.

With the potential to supply up to 50% of the UK’s 40GW target by 2030 and the proposed

new nuclear power station at Sizewell expected to meet 7% of the country’s demand, this

region is taking a very active role in delivering the Government’s 10-Point Plan for a Green

Industrial Revolution.

The All-Energy Industry Council (AEIC) is one of three Industry Councils, established as

strategic public/private sector partnerships to provide a focus for decision making and

leadership in the high value sectors for Norfolk and Suffolk. The AEIC acts as the LEP’s

sector group for energy and provides the strategic direction in delivering the aspiration to be

recognised as the UK’s All Energy Region.

The scale of the opportunity for the East of England as the drive to Net Zero accelerates is

staggering. A total of £138bn capital investment is expected in energy and low carbon

projects by 2050, with an additional £59.4bn in offshore energy and engineering by 2040.

During Sizewell C’s 60-year operational phase, £16.1bn is expected to be spent in the East

of England, of which £12.7bn predicted to be spent in Suffolk alone. At its peak, the

2

construction of Sizewell C will employ close to 24,000 people directly and indirectly in its

supply chain.

A staggering 4.6GW or 44% of the UK’s 10.4GWs of operational offshore wind power is

already produced off the coast of Norfolk and Suffolk, and it is home to 47% of the country’s

fleet of wind turbines.

In addition to this, Bacton Gas Terminal and network of offshore gas platforms supplies one

third of the UK’s low carbon transition fuel with interesting opportunities for hydrogen

developments emerging.

All Energy Industry Council – Progress Update on Delivery

In addition to its strategic role in connecting with Government, including BEIS and the

Catapult network, and the relevant national Sector Deals, the AEIC has in place a delivery

plan with key interventions and activities backed by the AEIC partners. The AEIC is chaired

by Mark Goodall, Senior Manager of Aker Solutions and has representation from major

energy companies, SMEs, education providers, local authorities, Government and the East

of England Energy Group (EEEGR).

The AEIC has agreed a set of strategic objectives:

1. Profile and Promotion – branding a

nd marketing the area and cluster to

national

and global a

udiences. Proactively promoting the offer to attract global investment and

boost exports across the energy sector.

2. Lobbying and Regulation – strengt

hening links w

ith Government and other

organisations as identified by the Council to attract support and investment and

improve regulations.

3. Supply chain development – stre

ngthening the cluster, helping busine

sses work

with each ot

her, including tier one corporates, and maximising export and investment

opportunities.

4. Innovation support – helping busin

esses improve their perf

ormance and enabling

them to enter new marke

ts, develop new products, enhance processes and improve

productivity

5. Skills development – overseeing th

e skills sector plan, connecting employers with

providers and responding to industry demands in developing the skilled workforce of

tomorrow

6. Infrastructu

re – attracting investment to enhance and build the infrastructur

required to support the g

rowth of the industry and improve connectivity and business

productivity.

Progress Update

The regional energy sector is wide and varied and faces quite complex challenges with

some major projects of strategic national importance either under development or in the

pipeline for Government approval, located in our region or off our coastline. These projects

span nuclear, offshore wind and onshore renewables such as solar. The All-Energy Industry

Council is the only forum where all parts of the sector have the opportunity to come together

to discuss these challenges as well as identify opportunities for collaboration.

At the last update of the AEIC (July 2021), a proposed reworking of the AEIC was discussed

to ensure that the main AEIC board remains focused on higher level strategic direction and

debate with the delivery of activity happening more in sub-groups focused on particular parts

of the sector e.g. offshore wind, or on particular topics such as skills and supply chain.

3

Since the last update, there has been agreement by the AEIC on progressing a new regional

communications structure with ‘sector councils’ representing each part of the energy sector

feeding into the AEIC. New Anglia LEP has in place a service level agreement with EEEGR

to help transition to this new structure.

Although the main AEIC board is yet to be ‘refined’, with a reduction in membership numbers

planned, there is progress within parts of the regional structure including a new offshore

wind sector council being established and supported by offshore wind developers such as

Vattenfall. We would aim to continue this approach with other parts of the energy sector over

the coming months with new sub-groups (sector councils) established, working closely with

EEEGR. These could cover areas including nuclear, hydrogen and marine science.

The AEIC remains an important forum, bridging the gap and bringing together different

organisations and views from across industry, education, Government, local authorities and

the LEP.

In terms of specific project activity, the following highlights demonstrate some of the work

being led by the LEP and AEIC partners;

 Profile and Promotion

The new regional energy brand ‘Generate’ was launched in 2021 a

nd replaces the

previous East of England Energy Zone (EEEZ) branding.

The new Ge

nerate campaign aims to be more closely aligned with the stro

messaging

of the wider Norfolk and Suffolk Unlimited regional c

ampaign to help

enhance our

inward investment promotional activity, targeting key energy t

rade

shows and

events and specific business channels/networks to raise aw

areness of

the commercial opportunity.

A new website has been

developed by partners; ChangeisintheAir‐GENERATE

Energy

(generate‐energy.co.uk) as well as an investment prospectus and an active social

media campaign. A programme of investment and trade events have also been

agreed by p

artners. The first opportunity to take the new brand overseas

and

showcase Norfolk and S

uffolk will be at the planned Wind Europe

2022 event in

Bilbao along

side 350+ exhibitors from across Europe and beyond.

 National Strategic Energy Projects

As reported previously to the LEP Board, following the creation

of the Energy

Recovery a

nd Resilience Plan New‐Anglia‐LEP‐Energy‐Recovery‐and‐Resilience‐Plan‐

V5.pdf(newanglia.co.uk) there has also been work on the development of a strategic

communications campaign. This not only highlights and advocates the importance of

future energy projects in

our region to help the UK’s drive to net zero but

also the

economic importance of the sector

and the risk if projects don’t proceed as planned.

This includes a greater focus on major energy projects such as planned

offshore

wind farms and the proposed Size

well C nucle

ar power station.

This activity

has resulted in letters that have been sent to Government Min

isters by

the AEIC, LEP and EEEGR and direct discussions with BEIS highlighting concerns

around dela

ys and ensuring that the East of England remains fro

nt of mind in

delivering th

e drive to net zero as well as regional economic growth and levelling up.

The offshore wind sector is worth £78 billion to our region over the next 2

0-30 years

and important that we continue to p

osition the region to help deliver the

Government

target of 40

GW of offshore wind by

2030.

4

Vattenfall’s Norfolk Boreas and Norfolk Vanguard wind farm projects have now been

awarded consent by Government in December 2021 and February 2022 respectively.

Around 50 miles off the Norfolk coast, construction of these next generation of wind

farms is due to begin in 2023 creating a number of skilled jobs and supply chain

opportunities. The projects collectively will produce 3.6GW of green energy, enough

to power more than 3.9 million UK homes and will help to support the Government’s

plans to install 40GW of offshore wind capacity by 2030.

With regards to Sizewell C, a final decision is now expected in the Summer with

regards to the formal planning process with a financial investment decision expected

later in 2022. If the Government gives the green light to the project then construction

is due to commence in 2023. Business Minister Kwasi Kwarteng recently visited

Sizewell and signed a £100 million government funding deal to help the project

attract further private investment under a new funding model.

 Regional Energy Infrastructure

As reported previously to the LEP Board, progress is being made

with specific

infrastructur

e projects to support growth in the energy sector.

The Operations and

Maintenance (O&M) Campus project at Great Yarmouth Port is a key example and

will provide

an important UK base for O&M activities servicing the offshore

wind

farms in future.

The LEP has allocat

ed £6 million of Getting Building Fund in support of the £18

million project. The remainder of the investment has been confirmed from Norfolk

County Council, the project lead, Great Yarmouth Borough Council and retained

business rates as the project is on one of the Enterprise Zone sites on South Denes.

In Lowestoft the LEEF (Lowestoft Eastern Energy Facility), led by Associated British

Ports (ABP) is moving forward following the recent news that the Marine

Management Organisation has given consent for the £25 million development

enabling the Port of Lowestoft to create more quay side space and deeper water as

well as additional facilities for Crew Transfer Vessels servicing offshore wind farms.

Also in Lowestoft, Conrad Energy has been granted planning permission by East

Suffolk Council for a 3MW project of three hydrogen electrolysers and associated

storage at Lowestoft PowerPark. The project will have the potential to produce up to

470 tonnes of hydrogen per year, enough to heat the equivalent of 1,500 average

homes. The only emissions will be oxygen, with Conrad Energy exploring how this

could be used in commercial applications.

 Supply Chain Development

The LEP has worked closely with the Offshore Renewable Energy (

ORE) Catapult

over the past 3 years. A

regional base for the Catapult was establishe

d in the

OrbisEnergy centre a co

uple of years ago (through support from

the LEP and SCC)

and it has ju

st been confirmed that this regional facility will bec

ome a more

permanent arrangemen

t providing services to businesses and organisat

ions across

the region involved in offshore renewables.

The LEP was also able to provide some financial support (from IPF) to the ORE

Catapult to establish the first Fit 4 Offshore Renewables programme in England

which is essentially a business excellence programme taking selected ‘non-energy’

businesses through a structured mentoring and training programme to help them

transition into the supply chain for offshore wind. Following an initial Scottish pilot

and then the New Anglia programme, this activity has just been launched as a

5

national programme with lessons learnt from Norfolk and Suffolk, namely a strong

focus on a cohort mentoring approach rather than one-to-one.

Fifteen businesses were initially selected for the New Anglia LEP backed regional

programme and the majority have now successfully completed it with the remainder

due to complete by the end of March.

Looking Ahead – Issues to Address

Despite good progress being made by the AEIC on some activities such as regional

promotion and specific projects such as the supply chain programmes with ORE Catapult,

there exist some significant challenges facing the sector and the region.

There is still some risk and uncertainty around progress of new offshore wind and nuclear

new build projects following delays with Government planning approval processes. The

impact of further delays on ‘in-flight’ offshore wind projects and the knock-on risk of missing

out on future Contracts for Difference (CfD) rounds is a live issue. CfD is the Government’s

main mechanism for supporting low-carbon electricity generation. Any further delays or

challenges and risk of negative messaging potentially impacts on future investment

opportunities for the region.

The AEIC partners, including LEP, local authorities, EEEGR and industry have been working

more closely together with a stronger dialogue with Government to help minimise risk of

further delays, identify possible solutions and to help profile the positive economic benefits of

these major projects.

The reworking of the All-Energy Industry Council and an evolution of its’ structure is

important to ensure that it is robust and fit for purpose to help deliver the key interventions

needed for the sector, for example around skills and supply chain development, and to help

meet some of the challenges facing this complex sector referenced within this report. There

will be a stronger focus on reviewing the different skills partnerships and groups for the

energy sector and understanding how these relate to both the AEIC and the SAP.

As reported, work is underway, with EEEGR and partners, to ensure that there is full

representation from across all parts of the sector for AEIC but a stronger role for sub-groups

and sector councils to help extend the reach and levels of engagement. This reworking of

the AEIC should help ensure continued strategic responsibility for the sector to deliver the

key interventions needed.

The LEP continues to provide resource from the Sectors and Innovation Team to support the

secretariat and administrative functions to underpin the work of AEIC going forward.

Finally it is worth reflecting that the Levelling Up White Paper highlights the importance of

private sector led partnerships like the All Energy Industry Council as key to delivering on the

ambitions of the White Paper, and commits the Government to supporting these clusters in

order to enable the private sector to flourish. Norfolk and Suffolk’s coast is also identified as

in the White Paper as strength in ICT digital, energy and ports & logistics.

Recommendations

The Board is invited to note the contents of the paper

New Anglia Local Enterprise Partnership Board

Wednesday 23

February 2022

Agenda Item 11

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

Innovative Projects Fund update and project summaries

The Innovative Projects Fund (IPF) is a revenue grant programme that provides funding towards

innovative projects to support the delivery of the themes and activities identified in the Economic

and Local Industrial Strategies.

The first call of the Innovative Projects Fund was made in October 2018 with a budget of £500k

and a remit to facilitate innovative projects supporting economic growth and the delivery of the

Economic Strategy utilising revenue from the Enterprise Zone Pot C. 7 projects were supported

under the 2018 call.

A second call of the IPF was held in 2019, with awards made in March 2020. The budget under

this call was significantly larger, with a contribution of £1 million from the region’s local authorities’

pooled business rates and £500k from Enterprise Zone Pot C. There are 18 projects supported

under the 2019 call.

In total, projects supported under the IPF have engaged with 539 businesses, directly supported

99 business and created 23 jobs, 16 of which are considered high value. In addition the IPF has

generated a total of £512k private match and £1.46m of public match.

The following case studies offer successful examples of the projects supported by IPF:

Netmatters SCION PLUS

This course funded through the IPF and matched with DWP funding is an intensive, hands-on web

development course in a commercial software development department. The course is designed to

help students develop their skills to the level where they can start their career as a developer in the

shortest time possible.

The course takes around 3-6 months to complete and has a 95% success rate. The training is

balanced with development tasks, students gain the skills and confidence it takes to succeed as a

junior developer, but with the support and supervision of expert professionals.

To date, 50 students are either undertaking or have completed the SCION course and 12 have

gained FTE employment (the course currently has 100% record of getting students into

employment following their first interviews!). The project is now working towards getting more

students based in Suffolk onto and through the course. As with all our projects, there was an

element of ‘down time’ during the COVID lockdown.

Netmatters was awarded £100k of IPF and has already attracted match funding of £154k.

F 4OR (Fit for Offshore Renewables)

ORE Catapult’s F4OR programme is a unique service to help the UK supply chain get ready to bid

for work in the offshore renewable energy industry. Following a tried and tested process developed

by the Nuclear Advanced Manufacturing Research Centre (NAMRC) and ORE Catapult, and with

considerable input from the offshore renewable energy industry, the programme has already been

piloted in Scotland with good success.

The F4OR project received £75k from the IPF in 2020 equally matched by the Catapult to support

10 businesses. Following a great level of interest from the region’s businesses, the project

received additional funding from the Norfolk Strategic Fund to support a further 5 businesses.

F4OR is designed to help SMEs to understand the market opportunities and through self-

assessment, benchmarking and business improvement achieve qualification approval.

The project has successfully supported over 10 businesses to date in gaining ‘F4OR Granted’

accreditation, with the remaining businesses continuing to work towards accreditation by end of

March. These companies have been supported via a cohort model and assessed to have

demonstrated sufficient competence and capability in both general business excellence and

specifically in the offshore renewables sector.

Companies Proeon, EnerMech, Stowen and TECOSIM are just some examples. Each company

now stands an improved chance of winning work in the sector and creating and safeguarding jobs.

In particular:

 Proeon look to cross sectors, bringing their Fit4Nuclear skills and knowledge into off

shore

renewables



EnerMech build on existing offshore capability and streamline their offerin

 Stowen prepare for sustainable growth and a clear strategy to expand their market share



TECOSIM apply their automotive sector knowledge and skill to bolster th

e offshore

renewables industry

Following th

e success of the New Anglia F4OR Programme, the ORE Catapult has now launched

a national version of the programme using the same cohort approach initially trialled and tested in

Norfolk and Suffolk.

2) LEP Industry Councils and Sub-groups

Innovation Board Update

Connected Innovation: Stowmarket Innovation Labs – Innovation Showcase

Stowmarket Innovation Labs hosted an Innovation Showcase on 11

February, which is the first in

the series of Hub led events through the LEP’s Connected Innovation project. The event, aimed at

entrepreneurs and start-ups, was a live, in-person event exploring innovative technologies such as

virtual and augmented reality and artificial intelligence and their potential commercial growth

opportunities. It was also an opportunity for local tech entrepreneurs and businesses to connect

and network.

Norfolk and Suffolk Unlimited Innovation Campaign

Working across the LEP’s Inward Investment and Innovation teams, work has started on

enhancing the profile of our Innovation Hubs and their clusters of businesses, by extending our

Norfolk and Suffolk Unlimited website.

This includes creating an engaging mix of content, including short films, to showcase the hubs,

their clusters / institutes and feature as part of a wider campaign to drive awareness of the region’s

innovation assets and capabilities. A specialist marketing agency, Capsule, was appointed to

oversee this work and filming is taking place during February with the campaign going live at the

end of the month.

3) External Partnership Activity

Enterprise Zones

An estimated 350 jobs could be created at the Enterprise Zone site in Sproughton near Ipswich

following the acquisition of eight acres of commercial property land by Trebor Developments.

The scheme at Eastern Gateway Enterprise Park will be marketed as ‘Access @ Eastern

Gateway, Ipswich’ and complement the existing units already developed on site for Amazon and

LDH La Doria.

Construction will start later this year, subject to detailed planning consent, and the site will deliver

five industrial and logistics units ranging from 10,000 sq ft up to 55,000 sq ft that will be built

speculatively. The units will be ready for tenants from around April 2023.

Eastern Gateway is part of the Space to Innovate Enterprise Zone which covers sites across

Norfolk and Suffolk and established by New Anglia LEP working in partnership with district and

county councils.

Norfolk film assets launch event

A detailed study highlighting the potential opportunities for Norfolk in the growing film and creative

media sector is launched this month. The hybrid launch event takes place on the 17

February

2022 and opened by Cllr Andew Proctor, with industry scene setting from BFI Deputy CEO Harriet

Finney and closing words by Chris Starkie.

The research project was funded and supported by New Anglia LEP, Norfolk County Council and

District Councils. Consultants Olsberg SPI will provide an update on the key findings of the

research including their proposed priorities for the sector and identify opportunities for more

collaboration and promotion across the region.

Space Sector Plan

The second meeting of the new space sector steering group took place on the 11

of February at

Adastral Park.

Following a successful procurement exercise, specialist space consultancy AstroAgency have

been appointed by the LEP to work with partners from across industry, education and Government,

including agencies such as the UK Space Agency and Satellite Application Catapult, to help

develop a regional space sector plan.

The work over the next 2-3 months will help us to map our key assets and identify growth and

investment opportunities in the global space sector and importantly recognise areas for space

technology applications in sectors such as agriculture, offshore renewables, marine science and

transport/logistics.

Inward Investment – Confidential

Skills Bootcamp

The LEP and Norfolk and Suffolk County Councils have submitted a proposal for DfE Skills

Bootcamps funding. The proposal is seeking £2.015m to manage and deliver a Skills Bootcamps

programme with the outcome expected in mid-March.

Skills Bootcamps offer free, flexible courses of up to 16 weeks. They are available for adults aged

19 or over who are either in work or recently unemployed and live in England. They give people the

opportunity to build up sector-specific skills and fast-track to an interview with a local employer.

The LEP will deliver the programme in partnership with the two county councils. The LEP will

procure providers to deliver a range of courses covering digital, technical, construction, green and

logistic skills. Employers will be at the heart of designing the courses and will work with providers

to provide interview and job opportunities for participants.

4) Governance, Operations and Finance

Annual Performance Review

Our Annual Performanc

e Review meeting with Government took place on 10 February. Indicative

ratings were received ahead of the meeting, with both governance and strategic impact meeting

expectations. Based on information submitted at Quarter 2 some concerns were identified in

respect of delivery of the Getting Building Fund. The latest position was discussed at the meeting.

The formal outcome of the review is anticipated mid-end March after national moderation.

We were informed that following the Levelling Up White Paper a letter will be sent to LEPs setting

out proposed functions and funding structures. This letter is anticipated within the next two weeks.

Risk Register

Two risks saw an increase in their RAG rating since the last update to Audit and Risk Committee in

June. The current risk score for risk 2, loss of core funding for the LEP, has increased from 9

(amber) to 16 (red) as the position on core funding for 2022/23 remains unclear. The current risk

score for risk 20, inappropriate or illegal use of grant funding, has increased slightly from 8 (amber)

to 9 (amber) due to a small number of grant repayments and clawbacks which could have potential

reputational impact for the LEP.

Local Assurance Framework

Work to update the Local Assurance Framework is ongoing and a 2022 update will be presented to

the LEP Board for approval in March.

The results of our quarterly monitoring of compliance with mandatory requirements and best

practice guidelines were presented to the Audit and Risk Committee on 9 February. Overall, we

are compliant with requirements with only minor issues noted in respect of website links.

Finance

The next set

of management accounts will be the full financial year, April 21 – March 22 reporting

to the May Board meeting. There have been no extraordinary or unexpected costs since reporting

last month.

Price Bailey presented their draft audit plan for the forthcoming year end to the Audit and Risk

Committee. Key audit focus will again be on impairment of loans/investments and going concern

as auditors are required to undertake more work following revision to the auditing standard in this

area. Some further planning and early audit work has been scheduled for the end of April so that

sample selection and review of provisional information can take place in advance of the onsite visit.

The audit fee is still to be finalised.

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

January 2022.

Media coverage

- 4 press releases

- 14 pieces of coverage

- 6 reactive media enquiries

Top 3 stories

Eastern Daily Press

Pandemic growth drive pumps £4m into Norfolk and Suffolk businesses

https://www.edp24.co.uk/news/business/mirus-aircraft-seating-firm-awarded-250k-grant-

8603256

East Anglian Daily Times

Suffolk businesses eligible to access environment grants

https://www.eadt.co.uk/news/business/businesses-can-receive-net-zero-grants-8635572

East Anglian Daily Times

Suffolk organisations share £113,000 funding pot

https://www.eadt.co.uk/news/business/local-organisations-receive-new-anglia-funding-

8644894

Website

There were 15,390 page views on the LEP website (up 6,218 on the previous month). The

most visited page was Road to Net Zero Grants, followed by Small Grant Scheme, Funding

and Growing Business Fund. We have had a website tidy and moved some pages around

and cleaned out the menu bar. In addition, we added in the Norfolk & Suffolk Economic

Strategy, Community Renewal Fund, and Road to Net Zero pages, and re jigged the

RESTART page so it shows the videos that are still current.

Campaigns, events, and other projects

We completed the design and launch of the new Norfolk & Suffolk Economic Strategy. This

includes a new website page to host the strategy documents and interactive evidence tool.

The design of the new Skills Advisory Panel’s Local Skills Report was also completed, and

the document published on our website.

Road to Net Zero grants were launched, and the response has been excellent. Emails sent

to both the LEP and Growth hub databases received an open rate of 40% and a number of

calls and emails have been received by the business advisers.

Planning has started for the Norfolk & Suffolk Careers Festival, which takes place on 9 and

10 March at Norfolk Showground. This is the first year that Norfolk and Suffolk have joined

together for the festival. We currently have 6,044 students and 48 exhibitors booked in for

the two-day event and the committee is pushing for more exhibitors and sponsors. There is a

good mix of both Norfolk and Suffolk students and exhibitors.

Communications activity

during January 2022

Coronavirus business support

The New Anglia LEP and New Anglia Growth Hub coronavirus toolkit website pages were

updated in January, as Plan B restrictions were lifted.

Six versions of the business support script were produced to cover changes to testing and

isolation requirements.

Social media and e-newsletters

Jan 2022

Dec 2021

New Anglia LEP

Number of Twitter followers

9,258

9,232

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

27.3

23.7

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

timeline)

39.9K

37.8K

Number of LinkedIn followers

4,818

4,706

Number of impressions on LinkedIn

31.9K

35.1K

E-newsletter: open rate

36.8%

37.6%

E-newsletter: click-to-open rate

11.2%

11.86%

Norfolk & Suffolk Unlimited

Number of Twitter followers

868

863

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

7.9

6.5

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

7,966

8,448

Number of LinkedIn followers

1,707

1,613

New Anglia Local Enterprise Partnership Board

Wednesday 23

February 2022

Agenda Item 12

February Programme Performance Reports

Author: Programme lea

ds; 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

- Programmes and Economic Dashboards; Simon Papworth

Recommendation

The board is asked to:

- Note the reports

Growth Deal Performance Report Q3 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:

3 (Oct-Dec) 2021/22

Actual to

date

Forecast to

2025

Percentage

Progress

Change

872 1,142 74%

3,341.0 3,450 96% 143

2,380 6,563 36%

£779.341M

£809.873M 96% £10.205M

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

24 10 4 10 2 0 50

Change

+4 -4 0 0 0

0 0

What are the Next Steps?

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.

• 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 in delivery,

although situation improving.

Gov Allocation

Spend [Act/Fcst]

Unallocated

Carried forward

•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: 31 associated with Bury St Edmunds Relief Road.

• Jobs: Includes 29 from Albert Bartlett, further 64.5 from Growing Business Fund and 49.5 at Cefas (incl. 29 Apprentices).

• Learners: 21 for UoS DigiTech Centre.

• Match funding: making good progress.

• Project change: Suffolk Broadband, Phase 2 (Superfast Extension Programme) complete; Blue to Black.

• Project change: International Aviation Academy, totally complete and evaluated; Blue to Black.

• Project change: Cefas Marine Science Hub, refurbishment & regeneration complete; Blue to Black.

Apportionment:

• Project change: Attleborough Sustainable Transport Package, now totally complete; Blue to Black.

• No change.

Contract Comittments:

New Jobs

New Learners

Match Funding (‘Non-LGF Expenditure’)

Outputs – Cumulative from April 2015 to Quarter 3 2021/22

New Homes

• All Local Growth Fund has now been

allocated to projects.

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 4.635 3.261 0.000

Available LGF

19.656 15.263 10.628 7.367

Forecast

& Claims

(£M)

Available LGF

(£M)

Financial Quarters

2021/22 Expenditure Profile

Getting Building fund Performance Report Q3 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 EZ Accelerator Fund LEP Sub Programmes

Total £M

£27.726 £2.224 £0.750 £1.400 £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:

3 (Oct-Dec) 2021/22

Actual to

date

Forecast to

2025

Percentage

Progress

Change

0 24 0%

5 644 1%

0 386 0%

0 444 0%

£21.504M

£88.008M 24%

£10.584M

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 -

0 0 8 3 1 2

0 14

Change

0 0 +1 -1 +1

-1 0 -

What are the Next Steps?

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: 2 associated with Mid-Suffolk & Babergh Solar Carports & 3 with Broadland Food Innovation Centre.

• Match funding: Just begun, likely to pickup significantly in Q4 2021-22.

• Learners: First reporting expected Q3 2022-23.

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 3 2021/22

New Homes

New Jobs

Unallocated

Carried forward

Spend progress quarter by quarter:

•Capital Project expenditure well

underway, but slower than anticipated.

• Homes: First reporting 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

•£22,34M funds contractually comitted.

•Final £8.85 commitments anticipated in

Q4 2021-22 FY.

Kilograms of Carbon Dioxide Avoided/Saved

Apportionment:

•NFTR.

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

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

• Project change: Micro-Generation & Storage of Electricity (Solar Carports), Gant Agreement completed and delivery begun; Purple to Green.

• Project change: North Walsham Town Centre Revitalisation to begin January 2022, 6-9 months later than initially anticipated; Amber to Red

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 4.747 -

Available GtgBF

28.167 25.501 21.885 17.138

Forecast

& Claims

(£M)

Available GtgBF

(£M)

Financial Quarters

2021/22 Expenditure Profile

Enterprise Rate

Online Job Postings Data (Total)

Online Job Postings Data (By Sector)

We are tracking the online jobs postings data as a proxy for the general health

and shape of the economy as a whole, and in terms of how various factors are

affecting conditions in specific sectors.

The above data clearly shows that there was a slowdown in recruitment across

the economy as a whole in Norfolk & Suffolk through 2020, however, in 2021

we saw a very steady, even dramatic uptick in recruitment activity.

This was due to a combination of companies re-opening, and having to recruit

staff back into roles, where previous incumbents had moved on, and where

companies were likely having to adjust for the lack of comparative access to

labour from the EU—in the wake of more challenging recruitment conditions,

surrounding the new rules concerning the freedom of movement of labour

from the EU.

Across the economy as a whole we are seeing a general labour shortage, with

the proportion of unfilled vacancies in comparison to the available labour pool

increasing.

The data above is intended to show like for like quarterly comparison

(October to December) for 2019, 2020, and 2021. Here we see a 25% in-

crease in 2020 compared to 2019. However, enterprise incorporation

rates in 2021 reflect a more ‘normal’ year of trading and economic condi-

tions—more comparable to conditions in 2019, and in 2021 we see a 6%

increase on 2019 volume.

We know there was a unilateral increase in enterprise start-ups across the

UK through the periods of the initial lockdown, and indeed throughout

2020, as the working population experienced a shift in their working condi-

tions, and a proportion of economically active people re-evaluated their

work/life balance.

It will be some time, before we are able to discern whether this increase in

business start-up activity, actually translates through to an uptick in

sus-

tainable

business models.

Norfolk and Suffolk continue to track

below

the UK average figure, in terms

of enterprises started per head—though the survival rate of enterprises is

higher

than the national average.

It is also worth noting that the diversity of sectors that saw enterprise crea-

tion through all 3 years is relatively wide, and that those proportions do

not appear to have shifted to any great degree in response to various lock-

down impositions.

The data shows that on a sector level, Human Health and Social Work has constant-

ly been the sector with the highest volume of unfilled vacancies. While this is a well

established trend, it must also be remembered that these figures capture all post-

ing—not just full time equivalent roles, and the Human Health and Social sector

sees a reasonable level of part time a work and a comparatively high level of churn.

There is a very noticeable trend that from February 2021 onwards all sectors have

seen an uptick in recruitment activity, which is encouraging in terms of positive

signs of a sustained economic re-start.

Anecdotally, we continue to track reports that certain sectors—such as accommo-

dation & food, processing and agricultural disciplines continue to struggle to sup-

port sufficient volumes, as recruitment from the EU remains very challenging in the

wake of both lockdowns and new arrangements around the freedom of movement

of labour.

Comparator profile: Total Ent. Incorporation Rate Oct-Dec 2019-2021

Comparator Profile Jan 2020—Dec 2021

New Anglia LEP Interim Economic Indicators

Data as of Feb 2022

Profile: Jan 2019-Dec 2021

Median Wages Unemployment Rate*

(We’ve opted for a proxy indicator, which allows tracking of impact at a local

level. This data does come with a delay—hence data is only to Aug 21)

Claimant Rate

The data in this segment illus-

trates the relative position of Nor-

folk and Suffolk’s median wage

levels, in comparison to those of

England and the East of England

over a prolonged period of time.

It is clear that the area has lagged behind both the national and regional av-

erage for some time and, until recently has not been able to close that gap

over a sustained period.

We can see that perhaps counter-intuitively, the rate of median pay actually

increased through the periods of most intense lock-down, however, many

analysts are in agreement that this probably reflects the volume of lower

paid jobs that were removed from the overall calculation, as these jobs were

far

likely to be those placed on furlough.

Through the first half of 2021, there appears to have been something of a

‘correction’ as the economy re-opened, however, there has been a notable

increase through the second half of this year. While it may be early to draw

too many inferences from the data—it is possible that the increase competi-

tion for talent—referenced in the jobs posting segment, is driving wages up

in Norfolk and Suffolk in particular as they are open to more intense rivalry

from other regions for talent.

This data is best understood

in conjunction with the previ-

ous segment, examining un-

employment rates—as a pro-

portion of the working popu-

lation they are classified as

being employed, while still

having to draw down bene-

fits, and in a sense these

metric combined provide a

picture of the work patterns

and pay rates available .

To underline this point, we

can see that while East Suf-

folk has a comparatively av-

erage to low level of unem-

ployment, the area’s claimant

rate is on the higher side.

The claimant data aligns with the unemployment data in terms of underlining the

extent to which Ipswich has been impacted over the past year, while Norwich saw

the highest rate of increase, and is second in Norfolk only to Great Yarmouth in

terms of overall claimant rate.

However, it is worth noting that Great Yarmouth continues to have the highest

claimant rate overall, even though the area saw the lowest increase of all Norfolk

local authority areas over the past 12 months.

The data above highlights both the unemployment rate position of those local au-

thorities with the highest and lowest rates of unemployment in each county, and

the changes in those position in the wake of recent economic shocks and challeng-

es.

We have highlighted in red/green those areas where the rates were highest/lowest

pre-pandemic, and after, as well as highlighting where the change in overall per-

centage occurred.

The figures suggest that Ipswich in particular has been severely hit, over taking

Great Yarmouth as the local authority with the highest unemployment rate, as well

as seeing the highest increase overall However, it is worth noting Great Yarmouth is

still well above both local and national averages, ,and that Norwich is also running

at a comparatively high rate.

Comparator profile 2018 to 2021

Comparator profile January 2020—December 2021

New Anglia LEP Interim Economic Indicators

Comparator profile January 2020 to Aug 2021

Data as of Feb 2022

Jobs created Private sector investment unlocked New dwellings supported

Data as of Feb 2022

New Anglia LEP programme outputs dashboard - Q3 2021/22

Primary Economic Strategy (ES) indicators supported Primary Economic Strategy (ES) indicators supported Primary Economic Strategy (ES) indicators supported

Delivery, this quarter (Q3, Oct-Dec 2021): 184

Delivery, year to date (2021-22 financial year): 749

Target, this year (21-22 financial year): 1,179

Delivery, year to date, as % of target: 64%

With a proven track record of creating jobs and supporting employment

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

ble and clearly measurable impact on the ambitions of the Economic

Strategy, and associated indicators.

The Enterprise Zones, Growing Business Fund (GBF), Growth Deal pro-

jects, and Business Growth Programmes were the primary drivers of jobs

created to date in 2020/21.

In Q3 of 2021/22 a mixture of the Business Growth Programme, the

Growing Business Fund, New Anglia Capital, and the Growth Deal all

made contributions to job creation.

Given the restrictions that have been intermittently in place over the past

few months, it is not unsurprising that the overall figure is trending

somewhat below target. Indications are that restrictions will continue to

ease, lending greater confidence to job creation prospects. I also worth

noting that a substantial proportion of ‘job support funding’ has been

focused on job retention, rathe rather than job creation.

Delivery, this quarter (Q3, Oct-Dec 2021): £18.8m

Delivery, year to date (2021-22 financial year): £76.6m

Delivery, cumulative to date (2012-): £596.1m

Target, this year (21-22 financial year): £41.25m

Delivery, year to date, as % of target 186%

Delivery, this quarter (Q3, Oct-Dec 2021): 31

Delivery, year to date (2021-22 financial year): 50

Delivery, cumulative to date (2012-): 661

Target, this year (21-22 financial year): 360

Delivery, year to date, as % of target: 14%

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

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

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

development.

The combined knock-on effects of Brexit and Covid lockdown have re-

sulted in a severe constriction and delay in key construction materials

supply chains throughout 2021/22. Our targets for this year are largely

dependent on two principal developments we unlocked through the

Lynnsport Access Road and Bury Eastern Relief Road.

Building associated with Lynnsport has been impacted by a range of fac-

tors, through Q2 and Q3, and on into the new (calendar) year which has

impacted on numbers, the planning application for the final houses on

Lynsnport 1 site wasn’t submitted until Nov/Dec 21. Building at Lark

Grange, Bury St. Edmunds slowed considerably from summer 2020 to 21,

but has recently accelerated significantly.

LEP programmes continue to leverage in significant private sector invest-

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

estimates every £1 of private sector investment can stimulate a further £3

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

aims and ambitions in the Economic Strategy.

Delivery through 2020/21 was very challenging—given the periodic lock-

downs associated with the pandemic, though underlying investor confi-

dence in Norfolk and Suffolk remained comparatively strong.

This year (2021/22) , despite continued the overall impact of prolonged

economic uncertainty, there has been an encouragingly swift investment

recovery. Q1, Q2 and Q3 have seen a healthy level of sustained activity,

resulting in the annual delivery target being exceeded by a sizeable mar-

gin.

New businesses created Jobs paying above the median salary* Learners & apprenticeships supported

Delivery, this quarter (Q3, Oct-Dec 2021): 51

Delivery, year to date (2021-22 financial year): 248

Delivery, cumulative to date (2012-): 1,964

Target, this year (21-22 financial year): 230

Delivery, year to date, as % of target: 108%

Delivery, this quarter (Q3, Oct-Dec 2021): 15

Delivery, year to date (2021-22 financial year): 39

% of Jobs paying above the Median wage in Q3: 23%

Target, this year as % of all GBF job creation 33%

Delivery, Year to date, as % of target 23%

Delivery, this quarter (Q3, Oct-Dec 2021): 23

Delivery, year to date (2021-22 financial year): 195

Delivery, cumulative to date (2018-): 2,290

Target, this year (21-22 financial year): 726

Delivery, year to date, as % of target 27%

The scale and breadth of the LEPs activity within enterprise support

means it has a vital and unrivalled role to play in supporting and stimu-

lating the uplift in enterprise required to achieve the aims and ambitions

of the Economic Strategy.

Despite very difficult trading conditions, this metric exceeded expecta-

tions in 2020/21, with the end of year target very nearly being achieved

with business creation reaching 93% of the stated target.

Q1 and Q2 of 2021/22 saw the continuation of this positive upward

trend, though there was a noticeable drop off in business creation in Q2/

Q3. Despite the slowdown, over the past three months, the annual target

has already been exceeded, reflecting national trends that through vari-

ous lockdown restrictions of the past two years—business start-up activi-

ty has remained very healthy.

LEP programmes play an important role in creating and supporting

learners and apprenticeships, ensuring a demonstrable impact on the

ambitious skills-related aims of the Economic Strategy and associated

indicators.

In this first half of 2020 delivery against target fell below what was an-

ticipated—the prevailing economic and social restrictions must be tak-

en into account, however, recovery was comparatively strong through

Q3 and Q4.

Though delivery in Q2 of 2021/22 picked up to an extent, overall re-

porting of learners has slowed through Q3. However, we are engaged

with delivery partners to address this. Figures for Q3 do not reflect the

completion of the DigiTech Factory at City College Norwich and Tech

Campus at Suffolk New College Ipswich

We anticipate at least a proportion of these numbers will be reflected

in the Q4 reporting.

The overall volume of jobs created in the first three quarters of 2021/22

(167 jobs), roughly equals that of 2019/20 (170 jobs), — which is encour-

aging, given the prevailing economic conditions, as the economy has

faced various lockdown restrictions.

However, the percentage of jobs exceeding the target median wage level

has fallen below the 33% mark—which was achieved in Q1 of 2021/22.

Just over a third of all the jobs created in Q3 were either in production or

warehouse operative roles, whose base salaries were in the low to mid

twenty thousand pound per annum range, slightly below, but not too far

adrift of the median wage level.

* The baseline median salary figure for Norfolk and Suffolk using by Office for National

Statistics is £26,500 p.a.

Primary Economic Strategy (ES) indicators supported Primary Economic Strategy (ES) indicators supported Primary Economic Strategy (ES) indicators supported

Data as of Feb 2022

New Anglia LEP programme outputs dashboard - Q3 2021/22



New Anglia LEP Board Forward Plan – 2022

Date Presente

Strategic Operational

January Lexhag VFX

GTI Grant

Recipient

 Norfolk & Suffolk Economic Strategy

 LEP Strategic Priorities



Innovation Board Update

 Board Membership

 Programme Performance Reports



Quarterly Management Accounts

February EV Spark

 Local Transport Board Report

 All Energy Industry Council Report

 GPF Application

 Freeports

 Economic and Programme Dashboards



Programme Performance Reports

March

 Alternative Fuel Strategy

 Agri-Food Industry Council Report

 LEP Governance

 LEP Operating Budget 22/23

 Delivery Plan 22/23

 Programme Performance Reports



CEO Pay Award

April

May

 ICT Digital Industry Council Report  Capital Budget 22/23

 Quarterly Management Accounts

 New Anglia Capital Report



Economic and Programme Dashboards

June

 Skills Advisory Panel Report  Programme Performance Reports

 Operating & HR Policies including Gender Pay

Gap Report

July

 Inward Investment Update

 Innovation Board

 Programme Performance Reports

 Accounts Approval



Q2 Management Accounts

August

September

 All Energy Industry Council Report  Programme Performance Reports

 Economic and Programme Dashboards

September

New Anglia LEP AGM

October



Agri-Food Industry Council Report



Programme Performance Reports



Qua

ly Management Accounts

November



ICT Digital Industry Council Report



Programme Performance Reports

 New Anglia Capital Report



Economic and Programme Dashboards

Decembe

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

 Towns Deals

 CNTC

 Sizewell C

 