Delivering the strategy
Investment priorities - development stages
Under the stages of development of the investment priority areas, the following three stages have been identified. It is important to note that these stages and their timing will be dependent on East Sussex County Council and their partners securing funding to bring investment and/or intervention priorities forward.
1. Study - where there is no, or limited, existing evidence which explores the potential feasibility of the intervention, including the benefits.
Key stakeholder engagement can play a key role in advancing the strategic case for investment, identifying objectives, desired outputs and outcomes, and working with key delivery partners to explore the idea further to advance the scheme to development stage. This stage is similar to the Strategic Outline Business Case (SOBC) for larger scale schemes. SOBC is the first stage in developing a comprehensive business case, outlining the "case for change" and identifying potential options before moving to more detailed planning.
2. Develop - feasibility studies have been undertaken into the potential benefits of the scheme.
There is a need for greater development of the business case of the scheme or intervention.
Developing a scheme may include further stages of design (preliminary, detailed design) supported by appropriate engagement and consultation, analytical work to strengthen the strategic case, economic case, identifying funding opportunities and conducting greater technical assessment of the scheme (assessing deliverability risks and environmental impacts), such that the scheme is ready for delivery.
This stage is like the contents of an Outline Business Case (OBC) for larger scale schemes. An OBC outlines a proposed project, justifies its need, and explores potential options. It helps to assess the project's viability, value for money, and strategic alignment before a detailed stage.
3. Deliver - business case evidence has already been developed with strong stakeholder support.
Setting up of a delivery group with key stakeholders to increase opportunities for delivery.
There is an identified funding route for delivery.
A few risks have been identified which have yet to be mitigated.
This stage is like the contents of a Full Business Case (FBC) for larger scale schemes. A FBC details the benefits, costs, risks, and management plans, and is used to secure final approval and funding. It provides the detailed information needed to proceed with a project, including final design, procurement, and implementation plans.
Scheme/policy progression through development stages
There will be investment priorities which can be studied, developed and/or delivered within the short term (up to 2030).
Likewise, there are priorities where partners can only study and/or sufficiently develop a pipeline of schemes that are ready for delivery. Given timescales and other deliverability constraints, some schemes or initiatives are unlikely to commence or be fully delivered in the short-term. For example, schemes could include railway schemes where the nature of industry funding cycles mean enhancements presented in the strategy are unlikely to be considered for delivery in the next Rail Network Enhancements Pipeline Period (or equivalent) and, therefore, at earliest, are likely to be delivered in Control Period 8 (2029-2034) or later.
Also, some schemes are unlikely to involve any short-term actions (e.g. by 2030). This could be for any one of several reasons, including: because they will rely on other schemes to be delivered; they are reliant on national policy or technological advances; or, significant funding is required to be made available before a scheme can be studied or developed.
Section 4 of this strategy sets out the action plans for the respective investment priority areas.
Engagement – next steps
The establishment of the MCCA for Sussex and Brighton in May 2026 and local re-organisation resulting in the creation of the new unitary authorities across the West Sussex, Brighton & Hove and East Sussex geography, will change the powers and funding for strategic planning, transport and economic growth from central government. This section will be updated as further information and detail on devolution and local government reorganisation proposals become available.
In order to progress the schemes contained within the strategy, it is important for the County Council and partners to engage with the freight industry and other partners to:
- Identify whether their aspirations align with our own,
- Establish where partnership and collaborative working is achievable,
- Assess which of the schemes within the strategy are freight industry priorities,
- Identify where funding opportunities are available,
- Come up with a plan of action for progressing the schemes,
- Implement regular meetings with key stakeholders to review and progress the aspirations contained within the strategy, and
- Review whether schemes are relevant and if priorities have changed.
Freight partners include, but are not limited to:
- Logistics UK
- Road Haulage Association
- Network Rail
- Freight industry suppliers and customers
- East Sussex County Council
- Local planning authorities
- Other public and private stakeholders – including those related to electric vehicle charging, freight distribution, e-cargo bikes etc