9. Delivering the strategy: Innovation and agility
Overview
In delivering the strategy, there is a need to develop East Sussex’s innovation capacity, including looking outwards to its neighbours. The process of delivery will also need to be ‘innovative and agile’: taking advantage of multiple opportunities for investment, within the context of a clear long-term approach.
Innovation and agility: A long-term approach
Across all elements of the Economic Prosperity Strategy there is a requirement for innovation and agility.
East Sussex has enormous assets, the importance of which is likely to grow over the period to 2050: cultural and creative assets are likely to be valued more highly, and the significance of an outstanding natural landscape will certainly increase.
However, there is also a clear need for change. East Sussex needs to be a place where the population as a whole can thrive. It is currently falling short on this ambition, particularly in relation to its younger people (who are struggling to secure homes of their own) and many of its employed people (who are struggling to make ends meet). There is a substantial disconnect between the wages that local people can command and the cost of living in East Sussex, particularly with regard to housing – and this also results in some significant spatial disparities.
In navigating this change, the key watchwords will be innovation and agility. These must shape some combination of the county’s (actual or potential) assets; the investment it generates; and the wealth it attracts. The imperatives surrounding innovation and agility will also relate to all three routes to prosperity outlined in previous chapters: business, people and places.
Innovation and agility – for prosperous businesses, prosperous people and prosperous places
In response, there is a need for a systemic approach to innovation and agility as a basis for long term prosperity. The terminology is over-used, but the ‘ecosystem’ needs to function better and with innovation at its core.
The transition to net zero carbon needs to be a central part of this – recognising the consequences for businesses, people and places. Embracing fully the principles of the circular economy will also demand an innovative response from businesses, people and places across East Sussex.
Evidence box
- Working locally and nationally to support low carbon growth
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East Sussex benefits from two universities – the University of Brighton and the University of Sussex, both of which have established business relationships in the county and a long history of involvement in economic development.
The University of Brighton is currently a partner in the Clean Growth UK initiative, a university-led business network which helps members develop clean and green products, services and business models and get innovative ideas to market faster.
So far, the programme has raised around £26 million in R&D funding for member businesses and is an example of how a major institution with a footprint in the county can collaborate with partners elsewhere in the country, support innovation locally and drive the growth of a low carbon economy.
Fragmentation is currently, however, a challenge for the county. Whilst its places are clearly distinctive – and this distinctiveness is core to its character – fragmentation is not the necessary consequence. Stronger networks could achieve a great deal, at a range of spatial scales, and across both sectors and places.
Some of these networks ought to transcend the county boundaries. Links with (particularly) Brighton to the west, but also Crawley/Gatwick and London are already important. They are clearly double edged and some of the challenges facing East Sussex are, to some extent, a consequence of those relationships. But those interconnections are here to stay, they need to be embraced positively, and they are likely to be reinforced by enhanced digital connectivity.
Evidence box
- Geographies of innovation
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Recent work for the Department of Science, Innovation and Technology (DSIT) has sought to identify innovation clusters across the UK, by measuring firm relationships and patterns of innovation.
This highlights the emergence of digital and life science clusters around Eastbourne, and a media and creative cluster around Hastings. It also demonstrates the influence of Brighton, especially in the west of the county. However, local evidence will be important too, in identifying emerging concentrations of activity, including in new areas of technology.
(Source: DSIT/ Cambridge Econometrics/ The Data City, 2024, The Innovation Clusters Map)
Businesses within East Sussex need to network with each other. But they also need to be working with and through wider clusters that span administrative boundaries. Brighton has a large and vibrant creative sector, and there ought to be real synergies with creative businesses in Eastbourne and Hastings. This in itself will be a catalyst for innovation and agility.
In a similar vein, alongside Plumpton College (which is important but also relatively small and specialist), both the University of Sussex and the University of Brighton ought to be seen as fully part of the innovation system across East Sussex. Both are major knowledge hubs, and they are nearby – whatever their relationship to an administrative boundary. Both ought to be seen as key anchor institutions and forging closer links to them needs to be a priority.
More generally, alongside the port at Newhaven, the proximity of Gatwick Airport and the Channel Tunnel ought to create possibilities in terms of international business (particularly through trade). East Sussex is part of a global economy and – whilst recognising some of the environmental challenges – a responsible approach to international business is needed. In itself, that will do much to crystallise both innovation and agility.
Finally, East Sussex needs to grasp its relationship with London. The ‘DFLs’ cause local comment yet they are already central to how East Sussex functions. London is a global city and with a phenomenal knowledge base. Proximity to it ought to be a real asset, particularly with regard to innovation and investment.
In seeking to create prosperous businesses, prosperous people and prosperous places, East Sussex needs to ‘work’ its relationship to the capital. This has implications for place marketing and the role that East Sussex wants to play, but in effecting innovation and agility, London cannot – and should not – be ignored.
Moving towards delivery
Innovation and agility will be critical in how the strategy is delivered. The next 26 years will see several economic cycles and policy changes at national and local level – and there will undoubtedly be unexpected economic events along the way. This strategy will shape partners’ approach to project development and prioritisation. Delivery will need to take place through a variety of funding mechanisms, aligned where possible, and there will need to be strong, shared leadership, embedded within future devolution of investment and responsibility.
Achieving the Vision will require the actions of many partners over time, all with a focus on their individual commitment and contribution to economic prosperity. Oversight, awareness raising and knowledge sharing, networking and collaboration must be core to our ways of working, to enable investment and project delivery that will incrementally take us towards our shared goals for 2050.