New Anglia Local Enterprise Partnership Board Meeting

Wednesday 30^th March 2022

10.00am - 12.30pm

By MS Teams

Agenda

No.

Item

Welcome from the Chair

Presentation from Katy Davies, MD Camden Boss, Enterprise Advisor

Apologies

Declarations of Interest

Actions / Minutes from the last meeting

Strategic

Agri-Food Industry Council Report

Update

Operational

New Anglia LEP Business Plan 2022/23

For Approval

New Anglia LEP Governance

For Approval

New Anglia LEP Finance - Operating Budget 2022/23 Update - Confidential

For Approval

10.

Board and Committee Membership

For Approval

11.

Chief Executive’s Report

Update

12.

March Programme Performance Report

Update

13.

Board Forward Plan

Update

14.

Any Other Business

Update

15.

Chief Executive’s Pay Award - Confidential

For Approval

Confidential

New Anglia Board Meeting Minutes (Unconfirmed)

26^th January 2022

Present:

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

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

Justin Ott (JO)

EV Spark

Mark Goodall (MG)

All Energy Industry Council Chair - For Item 7

Vince Muspratt (VM)

Norfolk County Council

Shan Lloyd (SL)

BEIS

Jai Raithatha (JRa)

Suffolk County Council

Iain Dunnett (ID)

New Anglia LEP - For Item 9

Ellen Goodwin (EG)

New Anglia LEP - For Item 6

Julian Munson (JM)

New Anglia LEP - For Item 7

Chris Starkie (CS)

New Anglia LEP

Rosanne Wijnberg (RW)

New Anglia LEP

Helen Wilton (HW)

New Anglia LEP

Actions from the meeting: (23.2.22)

None

Welcome from the Chair

CJ Green (CJG) welcomed everyone to the meeting.

Presentation from Justin Ott, EV Spark

CJG welcomed Justin Ott (JO) to the meeting. JO is the CEO of Spark EV Technology which was

awarded £50,000 by New Anglia Capital.

Jo provided the board with a presentation on the company’s work in energy optimisation and range

prediction technology for electric vehicles and explained how they map driver movements and driving

styles to understand the impact on the ranges of the vehicles.

He advised that the company has identified a niche in working with owners of commercial vehicles and

that they would break even in 2022 and it will turn a profit in 2023.

JO noted their core challenge is reduced R&D due to a smaller order book from delays in the supply of

semi-conductors.

The meeting discussed the skills shortages in the market. JO advised that salaries for graduates had

increased significantly over the past few years with joining salaries of around £65k. The need to

access skilled staff means that engineers have to be sourced from across Europe in order to allow to

allow work to start immediately for customers.

Jeanette Wheeler (JW) queried whether the company had links to the universities and colleges. JO

advised that they had worked on commercial projects with the UEA but not with engineers however he

was open to working with these establishments in the future.

Johnathan Reynolds (JR) asked if the technology could be used in other fields such as the marine

sector. JO confirmed that this was possible and he was keen to explore other areas of application.

CJG thanks JO for his presented and JO left the meeting.

Apologies

Apologies were received from Kathy Atkinson, John Griffiths and Stuart Dark

Declarations of Interest

JR declared an interest in the following items:

Item 7 - All Energy Industry Council Update - noting he is a co-founder and Director of

Hydrogen East and that Martin Dronfield, EEEGR’s Executive Chairman, is Opergy’s

Commercial Director.

Item 10 - Freeport East Update - Opergy is contracted to support Hutchison Ports (Harwich

Tax Site only), in terms of offshore wind and hydrogen development

Item 11 - Chief Executives Report - Fit 4 Offshore Renewables. Opergy is contracted by

ORE Catapult to deliver the F4OR programme across the UK.

Corrienne Peasgood (CP) noted an interest in Item 9 - the Growing Places Fund Application.

Easton College interest in land at the FEP.

Actions/Minutes from the last Meeting

The minutes of the meeting held on 23^rd January were agreed as accurate.

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

Transport Board Report

Ellen Goodwin (EG) presented the paper giving an overview of the progress achieved by the

Transport Board since the last report was provided a year ago.

EG noted that the work has been steered towards supporting clean growth and the

decarbonisation of transport and cited the development of the Alternative Fuel Strategy, the

role of Hydrogen East and support for greener commuting as examples of the areas of focus.

Following agreement at the January LEP Board on the Strategic Priorities the paper proposed

the re-alignment of staff resources devoted to transport to reduce duplication and maximise

value. This includes disbanding the Local Transport Board and continuing to work through

Transport East to achieve both the transport and economic ambitions for Norfolk and Suffolk.

The Board agreed:

 To note the content of the report

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

governance procedures

All Energy Industry Council Report

Julian Munson (JM) presented the report detailing the progress achieved by the All Energy

Industry Council (AEIC) since the last update.

JM noted the importance of the private sector collaboration as highlighted in the Levelling Up

White Paper and confirmed that this underpinned the work of the council.

JM highlighted the complexity of the energy sector for the region and noted the number of

strategic national projects which were underway which would showcase the region’s

strengths.

JM advised that the AEIC was working closely with EEEGR on a regional communications

structure with ‘sector councils’ established for each area of the energy sector. These groups

will feed into the AEIC. This will enable the AEIC board membership to be reduced to a more

manageable number to enable it to focus on key strategic areas and bridging the gap

between key stakeholders.

Other areas of work include the successful launch of Generate marketing brand which has

been well adopted and is being used by partners across events and promotional activity.

Consent for the Norfolk Vanguard & Boreas wind farms has been received and will have a

positive impact on the local supply chain. A decision on Sizewell C is expected in May with a

visit from Kwasi Kwateng last month and £100m commitment from Government to unlock

further private funding.

JM noted the continued progress of the Great Yarmouth O&M campus which is being

supported by the LEP in partnership with local authorities. Also the ORE Catapult will

continue to have a base here and will now fully fund a post in the region (initially part funded

by the LEP for 2 years).

The LEP has also supported in lobbying Government in pushing forward key projects where

delays have been experienced.

Mark Goodall (MG), Chair of the AEIC, joined the meeting and reiterated the positive news on

the consent for the offshore wind projects and expressed the hope that they would now be

progressed in a timely manner.

MG noted the USP for the region was the fact that it contains such a wide range of types of

energy and this diversity needed to be promoted and exploited.

JW enquired whether there had been any progress in resolving the issues around bringing

power onshore. The board heard that work has been continuing which has moved on this area

although there are still significant challenges. New approaches need to be considered such as

large scale transmission batteries sited in Norfolk & Suffolk to allow onward transmission

JR noted that the connection issues around some projects have not yet been resolved and this

affects beyond the energy sector ie utilities and transport.

CS noted that, at AP’s suggestion, the LEP has been in contact with Rolls Royce regarding

their search for a site for a SMR manufacturing facility and have submitted ideas for

consideration.

CS thanked partners for their contributions to the bid for the Skills Bootcamp which, if

successful, will result in a £2m fund.

Work is also continuing on a Skills Hub to support the work of the Skills Advisory Panel, which

will bring together staff from the LEP, Suffolk County Council and Norfolk County Council. The

The Skills Hub will then be in a position to support the development of the new Local Skills

Improvement Plans (LSIPs) working with the chambers.

JW noted the feedback received in the Annual Performance Review regarding the delivery of

projects within the Getting Building Fund. RW confirmed that the spend for the fund had to be

completed by the end of March 2022 and that this deadline and the ongoing work to achieve

the spend had been discussed at the APR.

JW queried the increase in the level of the risk relating to the improper use of grant funds.

RW advised that spend on the majority of programmes is required by the end of March and

an intervention rate is linked to that award. For some projects the spend in less then

envisaged or through lack of evidence small clawbacks can be required.

The Board agreed:

 To note the content of the report

February Performance Reports

RW presented the February 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 had slowed

Growth Deal & Getting Building Fund - The report covers Q3 up to the end of December

2021. The focus is on achieving spend out by 31^st March 2022.

Growth Deal - Snetterton & Nar Ouse have consistently been flagged as red however a claim

for £700k has now been received from Nar Ouse and work is proceeding well on this project.

Snetterton - a claim of £1.6m is expected which will be a combination of actual and forward

spend.

The first O&M campus claim of just under £1m has been paid and supporting evidence for

Suffolk Broadland is being progressed.

RW confirmed that it is anticipated that spend of £7-8m can be evidenced and further spend

will require use of flexibilities to show spend commitments.

RW presented the dashboards and highlighted key items noting the challenges around skills

and unemployment.

The Board agreed:

 To note the content of the reports

Board Forward Plan

CJG presented for forward plan for the March 2022 meeting.

The Board agreed:

 To note the content of the plan

Any Other Business

None

New Anglia Local Enterprise Partnership Board

Wednesday 30^th March 2022

Agenda Item 6

Agri-Food Industry Council Report

Author: James Allen

Presenter: James Allen, Corrienne Peasgood

Summary

This paper provides an update on the Agri-Food Industry Council, a sub-group of New Anglia

LEP.

Recommendations

The Board is invited to:

Note the contents of the paper and sub-board report (Appendix A)

Note the progress made on strategic sector plans

Background

In 2019 the LEP convened three Industry Councils to drive forward the aspirations of the

draft Local Industrial Strategy in the three strategic areas of energy, agri-food and digital.

The Agri-Food Industry Council (AFIC) was established as a strategic public/private sector

partnership group to provide a focus for decision making and leadership for the agri-food

sector. The AFIC acts as the LEP’s sector group and provides the strategic direction in

delivering the aspiration to be recognised as a leading agri-food region.

Members of the AFIC are drawn from across the agri-food sector in Norfolk and Suffolk and

include representatives of food and drink businesses, farmers, farmer & landowner

organisations, research institutions, utility companies, academia, show societies and other

representatives from the private sector. The AFIC is chaired by Corrienne Peasgood OBE,

Principal of City College Norwich. The LEP works closely with the regional partnership

organisation Agri-Tech E in delivering activities related to the AFIC.

Agri-Food Industry Council: objectives and delivery

The AFIC developed a delivery plan which outlines a set of strategic objectives (below) and

scope of work which support the delivery of the previous Economic Strategy and Local

Industrial Strategy. Those objectives will be updated with a new delivery plan to incorporate

the new Economic Strategy for Norfolk and Suffolk.

Supporting business recovery, promoting long term growth, and ensuring

business resilience.

Explore ways of attracting inward investment to increase the volume and value

of food processing within Norfolk & Suffolk.

Collaborate with partners including Lincolnshire, Cambridgeshire and

Peterborough leveraging the existing strengths of Agri-TechE to realise the

collective power as the UK centre for hi-tech, precision agriculture and food

production.

Support the development of a Food Innovation Centre based at the Food

Enterprise Park at Honingham Thorpe in Norwich, to deliver regional business

growth through innovation, productivity, processing. Also support the further

development of the wider Norwich Food Enterprise Park.

Develop a world-leading hub for plant and microbial research at the Norwich

Research Park.

Understanding, supporting and developing the Clean Growth agenda for the

agri-food value chain.

Enabling Growth in the New Anglia Agri-food sector through skills development.

Of particular note is the progress made with the following activities:



Broadland Food Innovation Centre: Despite some delays due to the high winds,

the new innovation centre is expected to open on time with a topping out event

planned for 29 March. Brown & Co report that they are on track to convert 3 enquiries

into contracts with a pipeline of interest from other parties. An invitation-only soft

launch breakfast tour has been planned for 31 March to hopefully progress these

enquiries. A second tour event may be planned for May if there is significant interest.

Hethel have appointed a Food Business Advisor and UEA a Cluster Manager. With

the process now established the project is currently supporting 6 businesses, with a

cluster of over 25 members. This is behind target but expected to pick up quickly as

marketing, communications and events activities take place. The project team is

seeking to sign up more experts to the Dynamic Purchasing System to offer

consultancy services and has updated a slide deck to help promote the opportunity.



OneFarm: The £2.5m loan from Growing Places Fund has been announced to

support OneFarm create one of the largest vertical farms in the UK at Newmarket

Business Park. The first phase of the project would involve producing an estimated

415 tonnes of vegetables a year from 6,400sq m of indoor vertical growing space.



Regional Agri-Food Narrative: The LEP has been working closely with Greater

Lincolnshire LEP and Cambridgeshire and Peterborough Combined Authority. The

regional narrative was launched during Agri-Tech week in November in collaboration

with Agri-Tech E. It showcases the combined assets and strength of the agri-food

sector and sets the path for focused collaboration.



Department for International Trade (DIT): The LEP has worked with DIT and

partners to set out Norfolk and Suffolk’s agri-tech proposition, as DIT seeks to

develop a client-facing proposition on agri-tech. In addition, the successful round 2

application to the high potential opportunity (HPO) programme is being worked up

around the following proposition: ‘An opportunity to enter the nutritious food market to

meet growing demand for products that improve physical and cognitive health by

developing new food innovations using Norfolk and Suffolk’s cutting-edge plant

science and agri-food expertise, infrastructure and assets.’



Skills: The local skills report published in January examines the demand for skills in

Norfolk and Suffolk’s agri-food sector and how that might be met. Locally the skills

system is good at meeting FE and postgraduate training needs but has a significant

deficit in undergraduate skills provision. City College Norwich has been consulting

representatives from the sector in order to develop the curriculum delivered locally.

This initial project funding has been provided by Norfolk County Council. Work is

being carried out as part of the ESF Curriculum Development programme which

looks at the curriculum for 5 of our key sectors to ensure local provision is fit for

purpose for employers in the region. The agriculture strand is focusing on the T Level

which rolls out in September 2023. The agri-food skills group has monitored the

situation regarding sector labour and skills shortages and in October led the collation

and submission of evidence to the EFRA Select Committee inquiry. The LEP is

working with Norfolk and Suffolk County Councils to develop skills bootcamps and

the sector may be able to utilise ‘Green Skills - Green Protection of Natural

Resources’ if they come forward.

Council members have reported the following challenges for the sector in their State of the

Nation updates and contributions to the business intelligence:

 Partners are pushing for a rural ringfenced fund under the Shared Prosperity Fund.

 Farming rules for water is still an issue.

 Labour issues are still ongoing across all sectors - not just livestock and vegetable

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

and waiting staff in farm shops.

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

 Defra’s Farming Innovate Programme has been oversubscribed and it is likely that

there will be some great projects that do not make the cut. There could be an

opportunity to support these in the region.

 Conversations were held with customers to try and negotiate multi-year fixed-price

contracts due to inflationary pressures, but this was prior to the war in Ukraine and

further negotiations may be required.

 One business reported losing c.£1m in export orders (with an annual export order

book of £12m) since the war started, with orders such as combine harvesters left in

their yard and examples of lost deals where the machinery was to be sold on to

Belarus.

 Concerns were expressed that the pressures and volatility of trading could force

businesses into short-term decisions which are no longer parallel to longer-term

objectives like Net Zero and regenerative agriculture policies.

 Businesses shared some of their decarbonisation plans to assist with the Road to

Net Zero Business Support Programme. These included the Food Enterprise Park’s

plans to be the first completely renewables powered food park in the country;

reducing the use of fertiliser; and supporting with regenerative agriculture through the

capture of data to allow them to make data-informed decisions.

Looking Ahead

The Council will ensure that business intelligence input from the sector continues to be fed

back to Government by the LEP in the monthly business intelligence returns. This includes

the impact of the current situation in Ukraine, given increased commodity prices. Agri-Tech E

supports this business intelligence work with a sectoral update at the end of each month.

Council members have been asked to lead on the priority areas for action / intervention in

the Economic Strategy to update the AFIC Delivery Plan.

The LEP and Norfolk and Suffolk County Councils are keen to get some cohorts ready for

new entrants and upskilling the existing workforce to develop and deliver a successful

programme for the skills bootcamps.

The Space Sector Plan for Norfolk and Suffolk will set out the major opportunities from the

use of satellite applications to drive innovation in the agri-food sector.

Recommendations

The Board is invited to:

 Note the contents of the paper and sub-board report (Appendix A)

 Note the progress made on strategic sector plans

Appendix A

Sub- Board Reporting

Sub-Board:

Agri-Food Industry Council

Representatives:

LEP Board: Corrienne Peasgood

LEP Team: James Allen

Meeting Frequency:

Quarterly

Key Objectives and their

Update on actions / activity

Next Steps

link to the NSES and LIS

NSES: Our Offer to the

The LEP has been working closely with Greater Lincolnshire LEP and

Continue to support the inward

World

Cambridgeshire and Peterborough Combined Authority and launched a

investment team feeding in relevant

LIS: Agri-Food

regional narrative seeking greater government recognition, showcasing our

information to inform propositions.

combined strengths around our research institutions, automation and digital,

Promotion of DIT HPO.

Collaborate with

supporting the transition to net zero, and diet and health. This document

Produce a detailed list of relevant

partners including

was launched during Agri-Tech week. The narrative has clear commitments

conferences taking place in a range of

Lincolnshire,

and asks such as collectively promoting major inward investment

geographies during 2021 (& 2022),

Cambridgeshire and

opportunities in the wider region; assisting the sector in realising

together with a costed plan for which

Peterborough leveraging

opportunities linked to net zero; and supporting key projects such as the

types of businesses we would expect to

the existing strengths of

Agri-Food Robotics Centre for Doctoral Training partnership and the

attend each event.

Agri-TechE to realise the

regional partnership between agri-tech active universities CERES.

AFIC to identify new projects / support

collective power as the

programmes / initiatives to enhance the

UK centre for hi-tech,

The LEP, together with Agri-Tech E, has pulled together Norfolk and Suffolk

regional collaboration with

precision agriculture

specific information for the Department for International Trade’s (DIT) call for

Cambridgeshire and Peterborough and

and food production

evidence to develop their agri-tech proposition.

Lincolnshire.

New Anglia LEP was successful in its round 2 application to DIT’s High

Potential Opportunity (HPO) programme with the following project

proposition: ‘An opportunity to enter the nutritious food market to meet

growing demand for products that improve physical and cognitive health by

developing new food innovations using Norfolk and Suffolk’s cutting-edge

plant science and agri-food expertise, infrastructure and assets.’ A DIT led

workshop took place in the summer of 2021 to refine the specific

commercial opportunity that will be showcased through the HPO (drawing

out the unique strands which generate commercial demand) and building

the detailed enabling case that underpins the opportunity (including

information on skills and talent, R&D capability, cluster, cost base and soft-

landing support). Partners are currently working through actions from the

workshop, which will be provided to DIT who are developing the proposition

slides.

Through the Savills Rural project, a set of outputs has been delivered:

1. Competitive Advantage: a strategic review of unique agri-

food offering of Norfolk and Suffolk including a detailed summary

of the primary outputs and food chain actors.

2. The Norfolk and Suffolk research base: mapping the regional agri-

food research capability (both private sector and public sector)

3. Role and influence of food trends - a detailed analysis of

the potential market opportunity of key crops related to emerging

agri-food trends relevant to Norfolk and Suffolk

4. A revived regional food offer: initial research into whether a new

(or revived) ‘regional food offer' would be advantageous to the

Norfolk and Suffolk agri-food economy, with analysis of three major

regional food initiatives.

5. A narrated database of 200+ noteworthy Norfolk and Suffolk agri-

food businesses developed to provide rich understanding of the

region’s specialisms and strengths.

The report was primarily an evidence base, and granular examination of the

sector to inform our work across the board, but recommendations included -

 Suggestions of new crop and other commercialisation developments

which could be explored

 Ideas for encouraging processors to source more raw materials locally

 Developing the potential of the A14 corridor as a focus for food sector

investment

 Supporting artisan producers with signposting to advice on distribution

and marketing tools to grow

 Suggestions for widening the view of innovation opportunities in the

agrifood sector to include tech and engineering sectors in new thinking.

 Next steps in exploring the potential for regional branding and marketing

if we decide to do so.

NSES: Collaborating to

The AFIC has informed the LEP’s weekly (now monthly) business

Continuing to enhance the intelligence we

Grow

intelligence submissions to Government and the Economic Strategy for

have for the agri-food sector, capturing

LIS: Agri-Food

Norfolk and Suffolk. We continue to develop knowledge of short- and

relevant global events and supporting

medium-term challenges for the sector arising from both the UK’s exit from

Government and local partners to assist

Supporting business

and transition away from EU membership and its recovery from the COVID-

the sector where relevant.

recovery, promoting

19 pandemic.

Improve and develop engagement with

long term growth and

the fishing sector

ensuring business

Regular ‘State of the Nation’ updates at Council meetings provide rich

Develop ideas for a sector conference to

resilience

intelligence which feed in to the LEP’s return for Government.

bring interested businesses together to

Support for key initiatives including Call 4 Fish and Flavour

discuss project ideas, sector needs,

Connexions which provided a ‘match making’ service to food and drink

innovation opportunities, etc.

firms and seafood suppliers find buyers for their produce during the

Coronavirus lockdown.

Cluster Managers have been appointed for the Food Innovation Centre

by Hethel Innovation and UEA. This will support the rich flavour of

intelligence from the sector.

Delivered a survey of agri-food businesses which received a disappointing

response rate (26 responses). Further business engagement / intelligence

will be channelled via the Food Innovation Centre project and AFIC

members will discuss the potential approach for them to act as

ambassadors and capturing intelligence from businesses in the sector.

LIS: Agri-Food

Supporting and informing the development of the Food Innovation Centre,

The Food Innovation Centre project will

NSES: Driving Business

with a particular focus on -

continue to be a focus for main Council

Growth and Productivity

meetings, as well as receiving support

 Suggesting themes and approaches for the support programme that will

and specialist advice from the business

be welcomed by businesses in the sector.

intelligence and inward investment sub-

 Engaging businesses to enable the project team to generate a pipeline

groups of the Council.

of businesses seeking support.

Linking up the Food Enterprise Zone sites

 Working with UEA and other partners to support and encourage the

across Norfolk and Suffolk to support

collaboration and learn the live lessons

development of an innovation cluster of food businesses as part of the

project.

from the Food Innovation Centre.

The Food Innovation Centre will sit on the

Connected Innovation Project (building on

The Council receives regular updates on the progress of the Food

Innovation Centre from public and private partners involved in the project.

current links).

The project is being profiled through the Connected Innovation network, with

video and marketing content pulled together by capsule marketing.

LIS: Agri-Food

The agri-food skills group has monitored the situation regarding sector

The group will play a key role in

NSES: Skills

labour and skills shortages and in October led the collation and submission

supporting the labour needs of the sector,

of evidence to the EFRA Select Committee inquiry.

highlighting successes as well as

Enabling Growth in the

The local skills report published in January examines the demand for skills

reporting on issues and gaps where

New Anglia Agri-food

in Norfolk and Suffolk’s agri-food sector and how that might be met.

further support is needed.

sector through Skills

The LEP and Norfolk and Suffolk County

Development

The Norfolk and Suffolk Skills and Careers Festival was held at the Norfolk

Councils are keen to get some cohorts

Showground on 9-10 March with a record 7,000 young people booked to

developed for new entrants and upskilling

attend the event organised by a coalition of organisations including the

the existing workforce to deliver a

Royal Norfolk Agricultural Association (RNAA) and the Suffolk Agricultural

successful programme for the skills

Association (SAA). There was a direct appeal made for agri-food firms to

bootcamps.

attend the festival.

City College Norwich has been consulting representatives from the sector in

order to develop the curriculum delivered locally. This initial project funding

has been provided by Norfolk County Council. Work is being carried out as

part of the ESF Curriculum Development programme which looks at the

curriculum for 5 of our key sectors to ensure local provision is fit for purpose

for employers in the region. The agriculture strand is focusing on the T Level

which rolls out in September 2023..

Suffolk Rural held a ‘big day out’ in June to showcase the sector and

campus facilities.

Under the workforce development programme, engaging and

communicating with initiatives that support this objective such as:

 New Anglia LEP and Norfolk and Suffolk County Councils put in a

bid to deliver skills bootcamps and the sector can utilise ‘Green Skills

- Green Protection of Natural Resources’.

 Skills Support for the Workforce, the ESF programme delivered by

Steadfast Training involved in upskilling the workforce and

supporting those at risk or recently made redundant.

 The Supply Chain Skills Development Fund which will offer local

SMEs within Norfolk and Suffolk a flexible fund for training which will

benefit both individual employees and your organisation.

 In-Career Education and Training (ICET), the training enterprise,

funded by the University of Suffolk and ESF.

 Various apprenticeships programmes, such as the levy sharing work;

Recruit, Retain, Reward; Insight Apprentice; and the Employer

Training Incentive Programme (ETIP).

LIS: Agri-Food

In August, working with AgriTechE a list of potential ‘transformational’

Updating the Delivery Plan to reflect the

NSES: Collaborating to

projects was developed - initiatives with the potential to make a substantial

Economic Strategy for Norfolk and Suffolk

Grow

difference to the agri-food sector, and its businesses, in respect of recovery

and future funding opportunities.

and growth following the difficulties presented by Covid-19.

Develop a prioritised list of

transformational projects

This work was delegated to the Transformational Projects sub-group who

which will make a real

were tasked with developing a set of projects to outline business case to be

impact on the

submitted for consideration with future funding opportunities.

environment, and agri-

food economy in Norfolk &

Ideas should translate into the new and updated Delivery Plan for the AFIC

Suffolk.

and take into account various funding opportunities such as the UK shared

prosperity fund, Defra programmes, etc.

NSES: Collaborating to

Belinda Clarke from AgriTechE presented at the Innovation Board in 2021

Will continue to strengthen links with Agri-

Grow

on the Agri-Food Industry Council, innovation priorities for industry and the

food and Energy, Digital and Energy, as

LIS: Clean Growth

opportunities to harness cross-sector innovation. Regular meetings took

well as Agri-food and Digital.

place throughout 2021 with Industry Council chairs and the chair of the

Opportunities for this include onshore

Improved dialogue &

Innovation Board to ensure we take a more holistic approach to innovation

renewables; agri-tech; and even linking in

interaction between the

and skills.

with developments around opportunities

AFC & its equivalents

such as hydrogen.

including the Digital Tech

Council, All Energy

Industry Council, and

Innovation Board.

New Anglia Local Enterprise Partnership Board

Wednesday 30^th March 2022

Agenda Item 7

LEP Business Plan 22/23

Author: Rosanne Wijnberg

Presenter: Rosanne Wijnberg

Summary

This paper seeks agreement for a new LEP Business Plan for 22/23 which can be found here.

The New Anglia LEP Business Plan 22/23 provides a plan which will be a useful tool for the

board and wider stakeholders by providing a concise outline of the main objectives, initiatives,

and targets of the LEP over the coming 12 months.

Recommendation

The LEP Board is asked to approve the Business Plan and delegate authority for final sign-off

to the LEP CEO and COO. Final amendments will include the update of the numbers post year

end, and small changes to the text to incorporate any Management Committee and Board

feedback.

Background

One of the key actions from the Government’s 2018 Review of LEPs is the requirement of all

LEPs to produce a Delivery Plan.

Previous guidance required that the Delivery Plan be completed by the end of April (in draft)

and published on our website by 1^st May. In the absence of further guidance from government,

we have produced a Business Plan and will publish in line with previous years.

Given that we do not have a LEP Board meeting scheduled in April, we are seeking approval

for the approach we have taken and the narrative. We will then update the numbers after the

end of the financial year and finalise the design elements of the Business Plan.

Our Approach

Our plan is to produce a document which satisfies the Government’s requirements but is also a

useful document for the board and wider stakeholders, by providing a concise outline of the

main objectives, initiatives, and targets of the LEP over the coming 12 months.

The Business Plan will build on the five strategic objectives agreed by the board at its January

meeting. These are:

1. Business support and innovation

2. Labour market and skills

3. Supporting place

New Anglia Local Enterprise Partnership Board

Wednesday 30^th March 2022

Agenda Item 8

New Anglia LEP Governance: Local Assurance Framework, Accountable Body

Agreement, Scheme of Delegation

Author: Melanie Richardson

Presenter: Rosanne Wijnberg

Summary

The LEP’s Assurance Framework, Scheme of Delegation and Accountable Body Agreement

with Suffolk County Council have all been updated, to ensure they are in line with Government

guidance and that all the information contained in them is accurate and up to date.

Recommendation

The Board is recommended to approve and adopt the:

2022 Local Assurance Framework,

Scheme of Delegation,

Accountable Body Agreement.

Background

New Anglia LEP’s Local Assurance Framework follows the mandatory requirements and

additional best practice guidance set out in the Government’s National Local Growth Assurance

Framework, which seeks to provide a common framework of understanding of the assurance

required for local growth funding.

The National Local Growth Assurance Framework explains how places should appraise,

monitor and evaluate schemes to achieve value for money. It provides Government,

stakeholders and the public the necessary assurances that LEPs have the policies and

processes in place to ensure the robust stewardship of public funds. It contains mandatory

governance, accountability and transparency requirements and non-mandatory best practice.

New Anglia LEP’s Scheme of Delegation sets out the main responsibilities and functions of

the organisation and the level to which they have been delegated. It is a requirement of the

National Local Growth Assurance Framework for the LEP to have a comprehensive Scheme of

Delegation which is reviewed and updated annually.

The Accountable Body Agreement is a key element of the LEP’s Governance arrangements,

alongside the Articles of Association, the Assurance Framework and Scheme of Delegation. It

sets out the respective roles of the LEP and Suffolk County Council as the Accountable Body.

Key Considerations

The draft 2022 Local Assurance Framework can be viewed here. The main revisions are to

incorporate the new Road to Net Zero grant scheme and to include the LEP monitoring and

reporting of programmes coming to an end 31/3/22. There are also some minor updates to

policies and practices adopted by the LEP. To facilitate review we have highlighted these

changes in yellow. Links in blue are to be updated after approval of supporting

documents/when uploaded to our website.

The Scheme of Delegation is attached at Appendix 1. Note that the Scheme of Delegation

reflects a number of programmes which are coming to an end - the Growing Business Fund

and the Business Resilience and Recovery Scheme. There will be a requirement to update the

Scheme of Delegation when we have more information on the future of LEPs. Reference to the

new Economic Strategy has been included. Changes are highlighted in yellow.

The Accountable Body Agreement is attached at Appendix 2. Changes are highlighted in

yellow.

The Scheme of Delegation and Accountable Body Agreement have been reviewed by the Audit

and Risk Committee.

Monitoring Compliance

The National Local Growth Assurance Framework checklist provides the basis for our

compliance monitoring arrangements.

An owner has been assigned to each area and is accountable for compliance. This is monitored

on a quarterly basis and reported to the Audit and Risk Committee.

Any updates to the documents required for example by Government policy changes or the

introduction of new programmes will be reported to the LEP board for consideration.

Next Steps

The approved documents will be dated and loaded onto the LEP website.

Recommendation

The Board is recommended to approve and adopt the:

2022 Local Assurance Framework

Scheme of Delegation

Accountable Body Agreement

Appendix 1

New Anglia LEP Scheme of Delegation

Context

The New Anglia Local Enterprise Partnership is company limited by guarantee, with

18 voluntary directors, supported by a full-time executive team.

This scheme of delegation sets out the main responsibilities and functions of the

organisation and the level to which they have been delegated.

The scheme of delegation is part of a suite of LEP governance documents including:

Local Assurance Framework, Articles of Association, terms of reference for sub-

boards and sub-committees, and agreement between Suffolk County Council

(accountable body) and the LEP.

The scheme of delegation is reviewed annually and changes require board approval.

Any decision taken in contravention of this scheme of delegation will be deemed

invalid.

Key responsibilities of the LEP Board

The board is responsible for:

 Approving the strategic direction of the LEP

 Agreeing clear objectives to focus activity and drive ambition

 Ensuring the LEP runs efficiently and effectively with appropriate controls in

place covering performance, finance and risk

 Upholding the values, ethos and culture of the organisation

Key responsibilities of the Accountable Body:

 The Section 151 Officer or their appointed deputy is a core member of the

Audit and Risk Committee.

 The Section 151 Officer is accountable for approving all Growth Deal and

Getting Building Fund grant agreements, and delegates authority to a suitable

team member for approval of grants awarded under other LEP programmes.

Last Updated: March 2022, confirmed at the LEP Board on 30^th March 2022.

Scheme of Delegation

Issue

Delegated To

Strategy

Vision, mission and values

Board

Development and approval of the Economic Strategy

Board

Implementation of the Economic Strategy

Board (on recommendations

from relevant sub-boards)

Changes to the overall operating structure of the LEP

Board

Approval of the LEP’s brand

Board

Programmes

Design of capital and revenue funding programmes

Board (on recommendations

from Investment Appraisal

Committee and relevant sub-

boards)

Awarding of capital or revenue funding to programmes

Board (on recommendations

above £500k

from IAC)

Awarding of capital or revenue funding to programmes

IAC

£500k or below

Awards from Growing Business Fund up to £500k

GBF panel (overseen by the

IAC)

Awards from Business Resilience and Recovery Scheme

Two of CEO/COO/Head of

up to £50k

Programmes

In programme funding changes above £100,000

Board

In programme funding changes up to £100,000

IAC

In programme funding changes up to £25,000

CEO - reported retrospectively

to board quarterly

Change requests from programmes/projects with no

financial implications but major changes to outputs or

CEO - reported retrospectively

timeline

to board quarterly

Change requests from programmes/projects with no

CEO - reported retrospectively

financial implications but minor changes to outputs or

to the Board quarterly

timeline

Governance

Responsibility for compliance with Government

Chair and CEO

National Assurance Framework

Board

Annual declaration of compliance to Government

Suffolk County Council 151

Officer

Maintenance of Register of Interests

Board and CEO

Timely publication of agendas, reports and minutes

Chair, CEO and COO

Committee and Delivery Board appointments

Board

Code of conduct, Complaints and Whistleblowing policies

Board

Finance

Approval of financial budgets and forecasts

Board

Approval of annual accounts and financial statement and

Board on recommendation

audit letter of representation

from Audit and Risk

Committee

Bank account mandate, treasury management and bank

In conjunction with Suffolk

investment arrangements

County Council (via our

Accountable Body Agreement)

Prior authorised expenditure for day-to-day business, in

accordance with strategy budget and approved policies:

 Over £150,000

Board

 Between £50,000 and £150,000

Chair and CEO or COO

 Up to £50,000

CEO and COO

Human Resources

Performance management and remuneration of CEO

Chair and Remuneration

Committee

Recruitment of board members

Board (with recommendations

from sub panel comprising

board members)

Recruitment of CEO

Board (with recommendations

from sub panel comprising

board members)

Operational procedures and policies for Leadership team

COO in conjunction with CEO

and below

and Leadership team

Appendix 2

THIS ACCOUNTABLE BODY AGREEMENT (ABA) IS MADE ON 24^th February

2015 BETWEEN

(1) NEW ANGLIA LOCAL ENTERPRISE PARTNERSHIP of Centrum, Norwich

Research Park, Norwich, NR4 7UG (New Anglia LEP) and

(2) SUFFOLK COUNTY COUNCIL of Endeavour House 8 Russell Road

Ipswich IP1 2BX (SCC)

1. INTRODUCTION

1.1

The purpose of this ABA is to set out the framework for respective roles and

responsibilities of New Anglia LEP as the organisation which has

responsibility for making decisions on the project activity that the various

funds set out at clause 2.2 below will support, along with other funding arising

out of the Norfolk and Suffolk Economic Strategy, and SCC (as the

organisation taking on the role of “Accountable Body” for New Anglia LEP and

the funds set out at clause 2.2 below) who will have responsibility for ensuring

that such decisions meet the legal, regulatory and funding criteria applicable

at the time of decision and during the period of the project activity.

2. BACKGROUND AND CONTEXT

2.1

New Anglia LEP has been established to work with businesses and partners

across the education, voluntary and public sector, to help grow jobs in Norfolk

and Suffolk.

2.2

New Anglia LEP and SCC have developed in line with Government guidance

a single assurance framework (“Assurance Framework”) covering all

Government funding flowing through New Anglia LEP, to ensure New Anglia

LEP has robust value for money processes in place. The purpose of the LEP

Assurance Framework is to support the developing confidence in delegating

funding from central budgets and programmes via a single pot mechanism to

LEPs and their accountable bodies. The Accountable Body is required to sign

off the Assurance Framework.

2.3

New Anglia LEP has responsibility for deciding the project activities that

Growth Deal funds will be allocated to which in this ABA, are referred to

collectively as “the Programme”. £290 million has been made available to

New Anglia LEP from 2014 to 2021 as part of the Government’s Growth Deal

programme, for which all 38 LEPs across England have been invited to

compete for an individual allocation. Growth Deals provide funds to local

enterprise partnerships or LEPs for projects and programmes that benefit the

local area and economy.

2.3.1

The LEP has been allocated £32.1m from the Getting Building Fund for a wide-

ranging package of infrastructure projects, for delivery before March 2022.

2.4

New Anglia LEP’s particular objectives for the Programmes can be found in

the relevant chapter of the Assurance Framework and include:

2.4.1

The Growing Places Fund is a recycling loan fund which has been in operation in the

New Anglia region since 2012.

The fund was designed to address the problems facing stalled developments, by

providing financial support towards costs such as site infrastructure, services or

access.

The fund operates predominantly as a loan fund but has awarded small grants where

a regionally significant project can be delivered as a result and where the grant secures

a major match funding contribution. The Growing Places Fund is open to public and

private applicants.

2.4.2

The Growing Business Fund is a grant fund which has been in operation in the New

Anglia region since April 2013. The Fund provides grants between £25,000 and

£500,000 to local businesses across Norfolk and Suffolk.

2.4.3

The Small Grant Scheme is a grant fund that has been in operation in the New Anglia

region since August 2013. The programme is currently part of New Anglia Business

Growth Programme supported from the European Regional Development Fund. It

provides grants between £1,000 and £25,000 to local businesses across Norfolk and

Suffolk.

The programme supports SMEs through the provision of grants to assist them to

grow and expand, employ new staff, introduce new products and services, improve

productivity or efficiency, increase their competitiveness etc.

Small businesses employing less than 50 people may apply for up to 20% of the

costs of the project under General Block Exemption Regulations (GBER) Articles 14,

17, 18 and 19. Medium sized businesses may apply for funding of up to 10% towards

the project cost or 20% if regulated by De Minimis regulations (EUR 200,000 is a

maximum amount of all De minimis aid a business may receive over a 3 year fiscal

period).

2.4.4

The Business Resilience and Recovery Scheme has been established to support

businesses during the COVID-19 pandemic and during the economic recovery. It will

provide grants to support short-term business resilience projects and longer-term

recovery and diversification projects. The fund provides grants between £25,000 and

£50,000.

3. TERM AND TERMINATION OF ABA

3.1

This ABA, once signed by both parties, will be deemed to have come into effect

on 7^th July 2014 and will continue in place until 31 March 2023 unless it is

terminated in accordance with the other provisions of clause 3. The ABA can

be extended beyond 31 March 2023 if agreed by both parties. There will also

be a ‘light touch’ review each year to allow discussion of progress reported to

the Audit and Risk Committee and early discussion of any changes necessary

in the changing landscape of LEP funding and programming.

3.2

Subject to clauses 3.3 and 3.4 if, at any time during the term of this ABA, either

party wishes to bring the ABA to an end, the following consultation and notice

procedures shall apply:

(a) the party proposing to terminate the ABA must consult the other party about

the termination in good time and in any event, at least, nine months before the

proposed termination of the ABA,

(b) the party terminating the ABA must give at least six months’ written notice

to the other party,

3.3

If a party to the ABA commits a material breach of any term of the ABA, the

other party may send a written notice to the breaching party, setting out the

nature of the breach and the required remedy and giving not less than three

months’ notice to remedy the breach. If the breach has not been remedied at

the end of the notice period, then the party who served the notice may serve a

further notice of two months, terminating the ABA.

3.4

Where the operative period for a Programme comes to an end or the funding

under the Programme ceases, this ABA shall terminate in part in relation to that

Programme.

3.5

In any circumstance where this ABA terminates in whole or in part, and without

prejudice to any other rights or remedies the parties may have, the parties must

use their best endeavours to have in place, from the date of termination of the

ABA or the relevant part of the ABA, arrangements for transferring existing

agreements and liabilities, for example under the various grant and loan

agreements that SCC will have entered into on behalf of New Anglia LEP, to a

replacement Accountable Body.

3.6

Where it is not possible for existing agreements and liabilities to be transferred

(or it is agreed that they shall not transfer) and as a result SCC retains some or

all of such liabilities, New Anglia LEP shall indemnify SCC against those

liabilities and shall provide sufficient funding for SCC to meet those liabilities

e.g. under grant and loan agreements.

3.7

New Anglia LEP shall indemnify SCC against any financial costs or liabilities

incurred, including but not limited to redundancy costs, on the termination of the

ABA in whole or in part except where termination takes place under clause 3.3

as a result of an un-remedied breach by SCC.

AGREEMENT

4. ROLES AND RESPONSIBILITIES OF NEW ANGLIA LOCAL ENTERPRISE

PARTNERSHIP

New Anglia LEP shall:

4.1.

Comply with all the regulations and guidance notes from the Department for

Levelling Up, Housing and Communities , Department for Business, Energy and

Industrial Strategy, and other relevant funding bodies including but not

exhaustively: state aid regulations, relevant departmental funding criteria and

the wider regulatory framework for the funds included in this agreement

ensuring that funds are used appropriately, and in a manner that is consistent

with the contents of any offer letters from government.

4.2.

Decide the economic growth priorities and strategies for the Programme and

the overall grant allocations in line with the initial submission and the funding

agreement for the Programme.

4.3.

Approve and submit to SCC an annual delivery plan of planned expenditure

and outcome and output targets - this may take the form of a copy of any such

report sent to the LEP Board.

4.4.

Strive to achieve all the outputs and key indicators set out in the delivery plan

for the Programmes and produce an annual progress report as required by the

funding bodies.

4.5.

Develop close working links and joint working arrangements with SCC, other

Local Enterprise Partnerships and other relevant bodies as appropriate.

4.6.

Set up appropriate consultation procedures, business involvement and

membership of New Anglia LEP’s Board to facilitate the development and

implementation of the Programmes.

4.7.

Have in place appropriate processes with funding guidelines and criteria and

make decisions about the approval of projects in accordance with the guidelines

and criteria. This is subject to the requirements of the relevant funding body

and should be in line with the regulatory and legal framework for the funding

after considering any recommendations from SCC. This will include an

appropriate risk appraisal and management process.

4.8.

Agree with SCC and implement policies and procedures for ensuring value for

money in the use of funds, whether by New Anglia LEP or by the organisations

which are funded through the Programmes. This will include the establishment

of and compliance with appropriate procedures relating to:

(a) competitive tendering and procurement where New Anglia LEP is

purchasing goods, services or works. and

(b) the processes to be followed by organisations funded through the

Programmes, for example, by requiring competitive tendering of goods,

services or works funded through the Programmes where appropriate

In relation to (a), if SCC procures and enters into contracts for goods, services

or works for New Anglia LEP, then SCC procurement procedures will be

followed. New Anglia LEP is a contracting authority for the purposes of the

Public Contracts Regulations, so if New Anglia LEP procures and enters into

the contracts then it will do so in line with relevant EU procurement rules and

the internal procedures that are to be established under this clause.

4.9. Ensure that proper procedures exist for the regular monitoring of progress in

implementing the Programmes.

4.10. Evaluate the impact of the Programmes through appropriate measures, if

necessary agreed with SCC, to comply with relevant funders’ requirements.

4.11. Work with SCC in drafting and developing written procedures and appropriate

management, administration, finance and IT systems for the Programmes

covered by this ABA. New Anglia LEP will develop its own procedures which

are outside the scope of this ABA.

4.12.

Ensure that both New Anglia LEP and, to the extent that it is appropriate to the

nature of the relevant project those organisations to whom funding is provided,

have in place effective policies and procedures to:

ensure equality of opportunity and diversity in employment of staff and

delivery of services. These should demonstrate how all parties will

comply with relevant equality legislation and respective Codes of

Practice. Evidence of the implementation of this policy shall be kept

available for inspection.

II.

ensure that all relevant legislation and guidance on state aid is complied

with.

III.

ensure open and transparent commissioning processes are used

including for the purchase of goods and services which adhere to

relevant legal procurement and commissioning processes. This

includes EU procurement rules where relevant.

IV.

ensure the health and safety of staff and service users in compliance

with relevant Health and Safety legislation.

ensure where the project involves work with children and young people,

projects should have in place procedures for ensuring compliance with

relevant Children’s and Young Persons legislation.

VI.

ensure that, in the event of SCC receiving a complaint about New Anglia

LEP or a constituent project, the relevant party/ies is/are required to co-

operate fully with them in the investigation and resolution of the

complaint, including complying with any recommendations arising from

such investigation.

VII.

respond to requests for information under Freedom of Information Act

1998 (FoI) and related legislation. If New Anglia LEP or SCC receive an

FoI request both parties shall provide such information as is required by

them to enable a full response to be made to the request within the

statutory time limit. It is accepted that New Anglia LEP is exempt from

FoI in the body of the legislation but the Assurance Framework issued

by BEIS makes it a requirement that New Anglia LEP complies with the

spirit of this legislation and New Anglia LEP confirms that it will do so. It

should be noted that applicants are currently advised that information

will be treated as commercially sensitive in the event of an FOI request

being received, although this cannot be guaranteed until the individual

circumstance arises.

VIII. comply with The General Data Protection Regulation.

4.13.

Co-operate with SCC or any external or internal auditors appointed and to make

available for inspection all documentation and provide responses to any queries

raised.

4.14.

Work with SCC to ensure value for money and probity are achieved in the

delivery of the Programmes and by individual projects.

4.15.

Ensure that any assistance given to an organisation by New Anglia LEP is

within the limits laid down by any obligation of the European Union or

appropriate funding organisation, and that all relevant procurement procedures

are met; should this not be the case, there will be reduction in, or repayment of,

grant.

4.16.

Make arrangements for the effective monitoring of individual projects within

procedures agreed with SCC and make any necessary changes to achieve

targets and the overall Programme.

4.17.

Ensure that accounts are maintained by relevant officers (particularly the

Finance and Governance Manager and the Finance Manager) from New Anglia

LEP.

4.18

Permit SCC to use the funds allocated to the LEP to carry out its Accountable

Body role, including the allocation of loan and grant funding to an SCC account

and shall permit SCC to retain such funding until such time as SCC’s obligations

under this ABA and any grant or loan or other agreements made as a result of

the ABA or SCC’s role as Accountable Body are discharged or transferred to a

third party”

4.19

Work with SCC on the creation of the local Assurance Framework and adhere

to its requirements.

5. ROLES AND RESPONSIBILITIES OF THE ACCOUNTABLE BODY - SCC

SCC, through the Section 151 Officer, will have responsibility for ensuring that a local

Assurance Framework is in place, that it meets the standards set out in the LEP

Assurance Framework Guidance document, and that all funding decisions are made

in accordance with it.

SCC shall:

5.1

Ensure decisions and activities of New Anglia LEP conform with legal

requirements with regard to equalities, social value, environment, State Aid,

procurement

5.2

Ensure (through its Section 151 Officer) that the funds identified in para 2.2 are

used appropriately.

5.3

Ensure that the Assurance Framework is adhered to

5.4

Maintain the official record of New Anglia LEP proceedings and holding copies

of all relevant LEP documents related to LGF funding.

5.5

Having regard to its role as Accountable Body for the Programmes, have

responsibility for agreeing or challenging the decisions of the LEP, in the

context of legal, regulatory or funding criteria, when New Anglia LEP are

approving projects. To avoid doubt, as SCC is the Accountable Body, it may,

acting reasonably, decide that it is not appropriate to implement a New Anglia

LEP decision where:



it is unlawful



It contravenes relevant grant or funding guidelines or criteria



It is in breach of financial regulations



It is in breach of the Assurance Framework



It is in breach of any other relevant terms, requirements or policies imposed

on SCC or New Anglia LEP

or there is a significant risk of this. Where SCC considers this to be the case,

it will consult with New Anglia LEP to consider what amendments may be made

in order to address SCC’s concerns and where it is not possible to agree an

approach, the matter will be referred to dispute resolution in accordance with

clause 7.2.

5.6

Ensuring that there are arrangements for internal audit of funding allocated by

New Anglia LEP, at least equivalent to those in place for Local Authority spend.

5.6.1

Act as accountable body for the Programmes. The tasks undertaken by the

Accountable Body to fulfil this role are set out in the Assurance Framework, and

include financial management and overview of spend across all Programmes.

5.6.2 Jointly with New Anglia LEP, ensure that value for money and probity is

achieved in the use of partnership funding and that all guidelines and

procedures as issued by funding bodies are complied with.

5.6.3 Recognise the demands and priorities of New Anglia LEP’s plans in setting its

corporate priorities.

5.6.4 Ensure that proper procedures exist for the regular monitoring of progress in

implementing the Programmes. Evaluate the impact of the Programmes

through appropriate measures, if necessary agreed with SCC, to comply with

relevant funders’ requirements.

5.6.5 Collate and submit to the relevant monitoring body interim and final claims for

relevant grant on behalf of New Anglia LEP, receive payment of funds and

arrange an independent audit of the final grant claim and internal audit of the

Programme.

5.6.6 Ensure that suitable financial and accounting procedures are in place for the

Programmes and ensure that arrangements are in place for the audit of the

claims and all systems and procedures including the approval and appraisal

processes of projects. Report any suspected irregularity or probity issues to the

relevant funding body, the New Anglia LEP Board and the Council.

5.6.7 Co-operate with New Anglia or any external auditors appointed and to make

available for inspection all documentation and provide responses to any queries

raised.

5.6.8

Be responsible for achieving the best return on New Anglia LEP funds in line

with an acceptable risk policy agreed by both parties through the Audit and Risk

Committee. New Anglia LEP will provide a funding profile to enable this to be

pursued effectively. SCC will sit on the Audit and Risk Committee which has

oversight of all the programmes within New Anglia LEP’s remit. SCC will

identify one member of staff within finance, to cover off financial and funding

issues.

5.6.9

In agreement with and with all necessary assistance from New Anglia LEP

make the following arrangements:

in certain pre-agreed circumstances arrangements for the provision of

effective management and administration support to New Anglia LEP.

II.

make use of a grant and/or loan agreement and ancillary documents to

enter into a legally binding agreement with funding recipients in relation

to the Programmes.

III.

prepare and submit any financial and non-financial information required

from New Anglia LEP by the funding bodies.

IV.

maintain any required financial management systems and supporting

documentation up to the end date of the Programmes, and then to

transfer all such documents to an appropriate storage location as

required by the relevant funding body

authorise the release of funding in accordance with the requirements of

the relevant funding body.

5.10 Work with New Anglia LEP in drafting and developing written procedures and

appropriate management, administration, finance and IT systems for the

Programmes covered by this ABA. New Anglia LEP will develop its own

procedures which are outside the scope of this ABA.

6. PROGRAMME MANAGEMENT

New Anglia LEP will make all arrangements for effective management and

administration support to the Programmes as necessary. SCC will be reimbursed for

the support it provides to manage and administer the individual Programmes. Where

possible some or all of the cost for conducting the accountable body role will be agreed

with SCC and included in the bid submission(s) on behalf of New Anglia LEP.

7. MISCELLANEOUS

7.1 AMENDMENTS

If either party wishes to amend this ABA during its term, the party shall submit details

of the proposed amendment in writing for consideration by both parties with a

commitment that agreement be reached within 21 days and where agreement to the

amendment is not reached in this period, the issue shall be referred for dispute

resolution in accordance with clause 7.2 below.

7.2 DISPUTE RESOLUTION

Both parties shall attempt to resolve any disputes or differences by negotiating in good

faith, in the first instance through day to day consultation.

If they fail to resolve a dispute within 21 days from it arising, either party may refer the

matter for determination to a meeting of the following representatives of the parties:

• SCC as Accountable Body - Assistant Director Strategic Development, or

alternative representative of the Accountable Body and

• New Anglia LEP - Chair of Board, or Chief Executive

If the dispute is not resolved within 28 days of its referral to the above group, then the

parties agree to identify, within 14 days thereafter, a suitable independent third party

as an expert or as a facilitator of consideration of the dispute. The identity of this third

party may vary in order to provide the parties with flexibility to select a party who is

appropriate to the particular circumstances of the issue but by way of example, this

may include another local authority, legal Counsel or a mediator. Once the parties

have agreed on a suitable third party, they will refer the matter to that third party within

14 days of agreement and will use their best endeavours to ensure that the dispute is

considered as quickly as possible thereafter and in any event, within 21 days of

referral. The parties will have the flexibility to decide on the terms of reference of the

relevant third party.

7.3 FAILURE TO DELIVER

SCC will have the right to take appropriate action in respect of a funding recipient, in

accordance with the terms of the funding recipient’s grant or loan agreement, including

withholding of payment as a result of any breach of the terms of the grant or loan

agreement and/or failure to take account of the regulatory or legal framework including

state aid guidance. Payment may be resumed once the failure has been remedied.

7.4 WAIVER

The failure or delay of either party in exercising any right or remedy in response to the

action or lack of action of the other party under the terms of this agreement will not

prevent them doing so at a later date nor operate as a waiver.

υτ

7.5 CONFIDENTIALITY

Each party agrees to keep confidential such information as it may acquire from time

to time in relation to the other party where such information is by its nature confidential.

Neither party shall use the other’s confidential information for any purpose other than

to perform its obligations under this ABA. This shall not apply if both parties agree to

its disclosure or where disclosure is, in the opinion of the discloser, is necessary to

comply with the Data Protection Act 1988 or Freedom of Information Act 2000.

7.6 GOVERNING LAW AND JURISDICTION

This ABA is intended to be legally binding and shall be governed by and construed in

accordance with English law and, without affecting the dispute resolution procedure

set out in clause 7.2, each party agrees to submit to the exclusive jurisdiction of the

courts of England and Wales.

7.7 NO PARTNERSHIP

Nothing in this ABA is intended to, or shall be deemed to; establish any partnership or

joint venture between the parties.

7.8 SIGNATURES

By signing this ABA both parties have agreed to the terms and conditions set out in

the ABA (including contribution to costs) under which SCC will undertake the

Accountable Body role.

Signed for and on behalf of

New Anglia Local Enterprise

Partnership by:

…………………………………………………..

Chief Executive of New Anglia LEP (Chris Starkie)

Signed for and on behalf of

Suffolk County Council by:

………………………………………………….

Authorised Signatory

Last Updated: March 2022, confirmed at the LEP Board on 30^th March 2022.

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New Anglia Local Enterprise Partnership Board

Wednesday 30^th March 2022

Agenda Item 10

Board and Committee Membership

Author: Rosanne Wijnberg

Summary

This paper summarises the requirements for a number of New Anglia boards and committees.

Recommendation

The board is asked to:

Remuneration Committee

Agree to the extension of term of the Remuneration Committee Chair.

Ratify the Committee membership.

Audit and Risk Committee / New Anglia capital Board

Contact Rosanne Wijnberg to indicate your interest in supporting.

Remuneration Committee

The Remuneration Committee currently comprises the following members - Mark Jeffries

(Independent Chair), Jeanette Wheeler, Andrew Proctor. CJ Green attends the Remuneration

committee meetings in her capacity as Chair of the LEP Board. Mark Jeffries’ 5-year term expires

in April 2022. He has agreed to extend his term, in current circumstances, should the LEP Board

agree.

The LEP Board, at the request of the Remuneration Committee, is asked to:

Agree to the extension of term of the Remuneration Committee Chair.

Ratify the Committee membership.

Audit and Risk Committee

The Audit and Risk Committee currently comprises the following members - Nick Banks

(Independent Chair), Corrienne Peasgood, Stuart Dark, Holly Field

(Accountable Body

representative). We would like to invite an additional member of the LEP Board to join this

committee.

Contact Rosanne Wijnberg if you would be happy to support the A&R Committee.

New Anglia Capital Board

Andrew Proctor resigned from the New Anglia Capital Board at the end of last year. The NAC

Board currently comprises the following 5 board members - William (Bill) Jones, John Fuller, Ben

Luckett, Dominic Keen, Kathy Atkinson - of which at least two need to be LEP Board members.

We have previously had three representatives on the NAC Board and, whilst we remain compliant

with our current complement, it would be helpful to have another LEP representative on the NAC

Board.

Contact Rosanne Wijnberg to discuss NAC Board membership.

New Anglia Local Enterprise Partnership Board

Wednesday 30^th March 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. For this month a 5^th heading - LEP review has been added. 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

Growing Places Fund update

Overall commitment of funds through the Growing Places Fund now stands at £40million, including

both loans and grants. This has attracted over £300 million of match funding from the private and

public sectors to innovative developments in business, infrastructure, socio economic, culture,

heritage and environment.

The pandemic slowed the development of many capital projects funded by the LEPs Growing

Places Fund, but the pace of work and completion has now picked up. The following are some of

the highlights of recent GPF projects:

In Sudbury work has started on St Peters Church, in the middle of the market square. This project,

funded by the Lottery Heritage Fund and the LEP, will see the conversion of the church into a new

community venue in the centre of Sudbury.

The Southwold Community Enterprise Hub will be opening its doors in May of this year. The

project has successfully attracted over £1million of funding following the LEPs commitment of

£250k.

Large Company Grants have been successfully drawn down to support research, development,

and training by Lotus at their new plant and training academy in Norwich and by Thurne Middleby

at their food production plant in Norfolk.

Gainsborough’s House Museum is on the verge of completing a highly innovative new museum,

exhibition and events building in Sudbury. This will be one of the most exciting exhibition spaces in

the East of England. The opening is planned for this Spring.

The Museum of East Anglia Life is just embarking on capital works to improve and enhance the

facilities at the museum and to assist in a pivoting of the museums content and brand. LEP funding

of £100k has been matched by the Arts Council, the project will be completed in 2022.

The new Suffolk Wildlife Trust visitor centre at Carlton Marshes in Lowestoft has been shortlisted

for a RIBA East Design Award, while the nature reserve has proved to be hugely popular with local

people and their families, particularly as an important local environmental asset for people during

the pandemic. The LEP helped to “prime fund” a successful £10million fundraising campaign for

this development.

C-Care and Road to Net Zero Projects - Challenge Funds

This month the LEP and partners from Norfolk and Suffolk County Councils have awarded projects

in both counties to the C-CARE and Road to Net Zero Challenge Funds.

Projects are as follows:

C-Care (re-set and re-design: developing blueprints for future town centres to improve long term

prospects for businesses and work on new ways to tackle social exclusion)

 Framlingham: analysis of the barriers to using the town centre for young people/young

families and how these can be overcome through direct engagement

 Stowmarket: a wayfinding feasibility study focussed on how visitors and the local

community explore, navigate, and discover Stowmarket town centre

 Watton: The Middle Street public realm project phase of the ‘Reimagining Watton High

Street Programme’ is a key priority element of the Town’s Covid-response and

transformation activity

 Wymondham: ascertain how best to refurbish and repurpose one of Wymondham’s most

attractive high street buildings located at 14 Middleton Street

Road to Net Zero (private sector solutions to public sector decarbonisation challenges)

 Ultra-Low Carbon Modular Technology Demonstrator at Adastral Park - Natural Building

Systems Ltd

 Hethel: Rural SME cluster transport decarbonisation solutions - Mobilityways

 Feasibility study and business plan for an ESCO at Snetterton Business Park - EP

Consulting

 Hydrogen refuelling network for transport: Suffolk (early-stage feasibility) - Hydrogen East

2) LEP Industry Councils and Sub-groups

New Anglia Culture Board Manifesto - A new manifesto for the cultural sector has been

developed following extensive consultation with stakeholders and is due to be published in May.

The document entitled Culture Drives Impact has been prepared following an extremely

challenging two years for the sector which has been severely impacted by the Covid-19 pandemic.

The manifesto kickstarts a new period of renewal for the sector and represents stage 1 of a

process that will result in a regional strategy for 2024-28 which will ensure that this vitally important

sector thrives and flourishes in Norfolk and Suffolk.

The New Anglia Culture Board will be transitioning from its previous form and structure into a

broader, more diverse and representative body. The board will maintain close relationships with

current partners such as New Anglia LEP, Arts Council England and local government but will seek

stronger connections with education, health, third sector and industry partners.

The board will work with Government to put culture to the heart of the levelling up process and

sustainable well-being with a focus on the following objectives;

Culture Drives Impact;

Through collaboration within the cultural sector and other sectors,

By focussing on place: the distinctiveness of different areas across Norfolk and Suffolk,

each with a different set of needs and opportunities,

By embracing change: supporting people to fulfil their potential, giving hope and enhancing

quality of life, providing routes into employment in an inclusive economy.

Agri-Food Industry Council - separate paper and update provided within the Board pack

Industry Council for Digital Tech - Neil Miles is stepping down as Chair of this industry council

following three years of successfully establishing the group and overseeing a number of key

initiatives relating to growing the network of innovation hubs and driving forward the digital skills

partnership.

A process to find a successor has been underway with nominations to be considered and agreed

at the Council for Digital Tech meeting on 24^th March. A progress report on the council is

scheduled for the May LEP board.

3) External Partnership Activity

The Norfolk and Suffolk Skills and Careers Festival took place on March 9^th and 10^th at the Royal

Norfolk Showground. It was the first major careers festival in two years due to covid.

Approximately 7000 students attended from 62 schools with 14 from Suffolk following a greater join

up by the two agricultural associations and encouragement by the New Anglia Enterprise Adviser

Network.

There were over 70 stands showcasing our key sectors - many familiar faces but equally a number

of new businesses engaging notably a number of Visitor Economy businesses from North Norfolk

through a tie up with the ESF VENI programme.

The LEP supported the organisation of the event and we are in our final year of funding the

Festivals (£45,000 over 3 years). We also had a stand which focussed on agri-food and digital. We

had supported the agricultural associations to promote the event to the agri-food sector so there

was an enhanced presence. We backed this up with a flier to hand to students showing the

relevant businesses that were in attendance and a QR code with additional information about

some of the allied professional services.

The next Festival is being planned for October at Trinity Park.

The Norfolk and Suffolk Unlimited Inward Investment Campaign goes live - It is two and a

half years since the launch of Norfolk and Suffolk Unlimited and whilst the website and associated

social media presence continues to enjoy a reasonable amount of profile, the LEP’s Inward

Investment and Innovation teams felt a refresh of the content would be valuable. They have been

working together to deliver a digital marketing campaign that will:

 Increase the awareness of the Norfolk & Suffolk Unlimited brand driving traffic, enquiries

and engagement

 Showcase our science and innovation clusters and centres of excellence

 Highlight opportunities presented through our locations, assets, businesses and

technologies.

 Identify opportunities to improve audience engagement and provide valuable data and

insights into our potential audience demographics that in turn informs our delivery plans

Following a procurement process that attracted 12 bids, the experienced digital marketing agency,

Capsule, were appointed to deliver a two-phase digital marketing campaign.

Phase 1 involves the development of new creative content for Norfolk & Suffolk Unlimited which

has gone live this month. This includes refreshing the landing page, the rest of the site as well as

the design and delivery of 10 short videos and case studies, to profile the region’s innovation hubs

and clusters of businesses, alongside new creative content for an integrated social media

campaign. This activity aligns with and supported by the Connected Innovation project and profiles

centres of excellence such as OrbisEnergy, Hethel, Norwich Research Park and Adastral Park.

Phase 2 involves the LEP teams, with Capsule, planning, developing and delivering a campaign

across our social media channels using the new material. They will also monitor and manage the

campaign and deliver a report with recommendations to inform future activity, focussing on

campaign data, audience demographics and what resonates with them, tweaking the campaign as

necessary to get the most from paid advertising.

Connected Innovation Year One Success - The LEP led Connected Innovation project has been

running for a year now and has had coinciding reports signed off by both funders / stakeholders -

the Norfolk Strategic Fund and Suffolk Inclusive Growth and Investment Fund. The project remains

ahead of schedule in terms of its overall delivery and continues to receive positive feedback and

engagement from the Innovation Hub Network.

The second year of the project is focusing on delivering an engaging business events calendar.

This will feature hub showcase events demonstrating their core focus areas and support, following

the success of the showcase event for the Stowmarket Innovation Labs held on 11^th February -

Stowmarket tech entrepreneurs showcase their talents at innovation event (suffolknews.co.uk) . A

series of ‘hack’ events are also being planned and will be delivered by our events partner Tech

East around topics such as Offshore Wind, Healthcare and Advanced Manufacturing and

Engineering. There are also wider events pulled together through the LEP’s innovation team

around KTPs and FinTech, Space / Sat Applications and Marine Science.

A Cyber Security Partnership Event is being planned for 28^th of April. The LEP is working with

partners Tech East, Norfolk County Council and Suffolk County Council to help organise and

promote. Several speakers are being lined up, potentially Microsoft and EDF for example. There

will also be a panel which looks to discuss infrastructure and risk as cyber security is a vitally

important issue affecting organisations and businesses of any size.

4) Governance, Operations and Finance

Assurance Framework

The LEP’s Assurance Framework, Scheme of Delegation and Accountable Body Agreement with

Suffolk County Council have all been reviewed and updated, to ensure they are in line with newly

published Government guidance and that all the information contained in them is accurate and up

to date - agenda item 8.

Gender Pay Gap Report

At the meeting held 24^th February 2022, the Remuneration Committee accepted and approved the

Gender Pay Gap report for 2021/22. This has also been published on the government’s gender

pay gap website here.

Annual Performance Review

Our Annual Performance Review meeting with Government took place on 10 February. A note of

the meeting has been received however the formal outcome of the review is still awaited -

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. We are still awaiting the letter which we were

originally expecting by the end of February.

Budget

Detail on the operating budget can be found in agenda item 9.

Enterprise Zone Pot C

Payment from Ipswich Borough Council for Enterprise Zone Pot C funding for the year 2020/21 is

still outstanding. Discussions are being held with the council to expedite payment.

Finance

The next set of management accounts will be the full financial year, April 2021 - Mar 2022. These

will be published in the May board papers as there is no board meeting in April. There have been

no extraordinary or unexpected costs since reporting last month.

As previously advised - the Audit and Risk Committee met on 9^th February and Price Bailey

presented their audit plan for the forthcoming year end. The audit fee has now been finalised and

audit planning work is due to start w/c 18th April with the main audit taking place w/c 23 May. A

meeting of the Audit and Risk Committee has been scheduled for 28^th June to review the draft

accounts and Management Letter ahead of the July LEP Board.

Over the last two years our accounts have reported a substantial surplus. These funds have been

committed to projects, but the actual claims made by the applicants have been delayed. We will

now see an increase in claims as we have cleared these funds, resulting in a reduction to previous

years and possibly a deficit in the annual financial statements.

5) LEP Review

At time of writing we are still awaiting the letter from Government following the conclusion of the

LEP review and the publication of the Levelling Up White Paper.

The letter is due to cover the future function of LEPs as well as funding for 22/23 and provide more

information of transition arrangements in areas covered by existing as well as potential devolution

deals.

Funding has been covered separately in the board papers (item 9).

Regarding devolution arrangements, the LEP team continues to work closely with colleagues from

both Norfolk and Suffolk to understand the implications of county deals and the timelines.

Progress is being made by both counties on the development of the asks in the respective deals,

with negotiations with Government expected to start in the coming weeks.

The LEP Review sub-group agreed at the last board meeting, comprising CJ Green, Peter Joyner,

Claire Cullens and Helen Langton has had an initial meeting. The purpose of the group is to

provide a sounding board for the LEP chair and chief executive.

Updates will continue to be provided to the LEP board on the progress of devolution and its

implications for the LEP.

Recommendation

The board is asked to:

 Note the contents of the report

Communications activity

during February 2022

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

February 2022.

Media coverage

23 pieces of coverage

10 reactive media enquiries