A growing, modern economy that is international, creative, connected, talented and resilient – that’s the new vision for Greater Brighton after members agreed to step-up its aspiration with a new five year strategy.

Since being formed in 2014, the board of local authorities, business representatives and education providers has helped to secure more than £160 million of investment into the City Region.

But, with a number of changes at a local and national level, Greater Brighton agreed to review its ambition with the results being agreed at a high-level meeting yesterday (January 29, 2019).

A report presented to the board said:

“There is a growing sense from Board members that for Greater Brighton to reach its full potential there is a need for the Board to take a step forward, both in terms of aspiration and the level of associated activity.”

To provide focus a new vision statement was adopted with focus switched to five key areas with a number of key priorities:

  • International
    • An international brand, identity and recognition
    • A clear and compelling inward investment proposition
    • Maximising the potential of our international gateways to exploit opportunities
    • Utilising the connections of our universities to gain access to international skills and expertise
  • Creative
    • Acknowledged innovation in specific sectors
    • Maximising the opportunities through knowledge sharing and commercialisation
    • Investing in hard and soft infrastructure of our creative and cultural economies
    • Capitalising on the benefits of innovation and entrepreneurial spirit
  • Connected
    • An efficient travel network with effective regional, national and international connections
    • Ubiquitous fibre-to-the-premises digital infrastructure
    • The most 5G-enabled City Region in the UK
  • Talented
    • Attracting the world’s most talented individuals to live, learn, work and invest in the City Region
    • A modern and integrated approach to skills provision that reflects requirements for the region in order to retain skills
    • Effective upskilling and reskilling in workforce development
  • Resilient
    • Economic resilience – enabling an economy that is dynamic and learns to adapt to economic shocks and changes in Government policy
    • Environmental resilience – of all infrastructure and in food production, and exploring the benefits of the circular economy
    • Social resilience – of Greater Brighton communities and the wellbeing of residents

To read the document in full, visit here.

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