New Anglia Local Enterprise Partnership Board Meeting
Wednesday 23
rd
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
1
Public
New Anglia Board Meeting Minutes (Unconfirmed)
26
th
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
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
th
November and 14
th
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
st
January and thanked all board members and their officers for input. CJG
3
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
7
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.
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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
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
CS
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
6
The Board agreed:
To note the content of the plan
13 Any Other Business
None
7
Date Item Action Update Actioned
B
y
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
9
1
New Anglia Local Enterprise Partnership Board
Wednesday 23
rd
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.
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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
o
learning.
o
The importance of integrated and flexible journeys, personal travel plann
ing
and a user centric data-based approach was deemed to be crucial.
o
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
or
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
nd
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
n.
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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
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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
s
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
ge
Support projects on A14/A47
Transforming Cities engagement in programme
delivery
Agile to Change
Alternative Fuels Strategy – electrification and hy
drogen
opportunitie
s
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
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1
New Anglia Local Enterprise Partnership Board
Wednesday 23
rd
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
14
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
e
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.
15
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
ng
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.
16
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
17
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
18
1
New Anglia Local Enterprise Partnership Board
Wednesday 23
rd
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
1)
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.
28
2
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
g
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
th
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.
29
3
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
th
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
th
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
30
4
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.
31
5
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
32
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.
33
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
34
1
New Anglia Local Enterprise Partnership Board
Wednesday 23
rd
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
35
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%
31
3,341.0 3,450 96% 143
2,380 6,563 36%
21
£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
0
5
10
15
20
0
5
10
15
20
Forecast
& Claims
(£M)
Available LGF
(£M)
Financial Quarters
2021/22 Expenditure Profile
36
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%
0
5 644 1%
5
0 386 0%
0
0 444 0%
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
In
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
0
5
10
15
20
25
0
5
10
15
20
25
Forecast
& Claims
(£M)
Available GtgBF
(£M)
Financial Quarters
2021/22 Expenditure Profile
39
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 EUin 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-
tionsmore 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 headthough 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-
ingnot 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 sectorssuch 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 2020Dec 2021
New Anglia LEP Interim Economic Indicators
Data as of Feb 2022
Profile: Jan 2019-Dec 2021
41
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 delayhence 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
more
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 datait is possible that the increase competi-
tion for talentreferenced 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 ratesas 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 2020December 2021
New Anglia LEP Interim Economic Indicators
Comparator profile January 2020 to Aug 2021
Data as of Feb 2022
42
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 challenginggiven 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.
43
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 yearsbusiness 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-
ticipatedthe 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% markwhich 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
44
New Anglia LEP Board Forward Plan – 2022
Date Presente
r
Strategic Operational
26
th
January Lexhag VFX
GTI Grant
Recipient
Norfolk & Suffolk Economic Strategy
LEP Strategic Priorities
Innovation Board Update
Board Membership
Programme Performance Reports
Quarterly Management Accounts
23
rd
February EV Spark
Local Transport Board Report
All Energy Industry Council Report
GPF Application
Freeports
Economic and Programme Dashboards
Programme Performance Reports
30
th
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
25
th
May
ICT Digital Industry Council Report Capital Budget 22/23
Quarterly Management Accounts
New Anglia Capital Report
Economic and Programme Dashboards
29
th
June
Skills Advisory Panel Report Programme Performance Reports
Operating & HR Policies including Gender Pay
Gap Report
27
th
July
Inward Investment Update
Innovation Board
Programme Performance Reports
Accounts Approval
Q2 Management Accounts
August
21
st
September
All Energy Industry Council Report Programme Performance Reports
Economic and Programme Dashboards
21
st
September
New Anglia LEP AGM
26
th
October
Agri-Food Industry Council Report
Programme Performance Reports
Qua
r
te
r
ly Management Accounts
30
th
November
ICT Digital Industry Council Report
Programme Performance Reports
New Anglia Capital Report
Economic and Programme Dashboards
Decembe
r
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
45