Delivering the strategy
Delivering strategic rail schemes
Several of the larger-scale strategic rail led schemes presented in this strategy are likely involve the following next steps:
East Sussex County Council with support from Transport for the South East (TfSE) and Network Rail in undertaking a strategic feasibility study to:
- Understand the scale of potential benefits and contribution to transport and wider outcomes that could be achieved from speeding up journey times, such as supporting new housing development, or improving the access of residents to key skills and services,
- Identify rail demand from improved connectivity, and identify the travel demand from modal shift or induced travel demand from improved transport options, and
- Identify the key service options for where speed improvements should be focused (through delivery of infrastructure and or changing timetables and calling patterns) to maximise the benefits delivered to users and the contribution to wider outcomes.
Network Rail, with support from East Sussex County Council, TfSE and train operators, in undertaking a technical feasibility study (subject to funding), to:
- Understand the types of interventions that could be delivered, such as upgrades to track and signalling, and
- Identify where these can be delivered and their contribution to supporting transport and wider socio-economic outcomes, such as focused upgrades to track and signalling on the East Coastway line between Eastbourne and Lewes, resulting in journey time benefits of x minutes for x many users, resulting in £x of economic benefits.
Network Rail to lead the development of an outline and full business case to Government (or GBR) with East Sussex County Council, TfSE, train operators and other partners, which:
- Further assesses and quantifies the direct transport benefits and potential wider socio-economic benefits of the scheme,
- Assesses the cost of the scheme and develops a timeline for delivery, and
- Captures the funding and deliverability considerations which may identify further risks, opportunities and interdependencies, such as the need to upgrade rolling stock, alter more level crossings to comply with an increased service, or working with local authorities to deliver complementary initiatives to maximise outcomes.
This section will be updated once the MCCA for Sussex and Brighton is in place to highlight their role in influencing and seeking future funding for strategic rail improvements in their area.
Delivering complementary transport schemes
Major organisations with responsibility of connecting rail to the rest of the transport network includes:
- The Department for Transport
- Network Rail,
- Train Operating Companies,
- Bus Operators,
- Private developers, and
- East Sussex County Council (and other local planning and transport authorities)
- MCCA for Sussex and Brighton
Whilst East Sussex County Council has no statutory function in relation to rail, we have a role in both in seeking/securing the funding and direct delivery of some of the interventions as set out in the strategy, alongside a role to promoting rail service and infrastructure improvements, and supporting the organisations above.
Whilst East Sussex County Council has no statutory function in relation to rail, we have a role in both in seeking/securing the funding and direct delivery of some of the interventions set out in the strategy, alongside a role to promote rail service and infrastructure improvements and support the organisations above. However, with the emergence of the MCCA for Sussex and Brighton from 2026, this will change how funding for transport is allocated to local authorities and how this is prioritised. Therefore, in the short term, this places some uncertainty on when complementary schemes can come forward, until greater clarity on the funding arrangements is available.
Currently local planning authorities (district and boroughs) and the County Council have a very significant role to play in delivering first and last mile connectivity and influence improvements at stations. This will ensure development is joined up and efficient, which supports the development of healthy places. The district and borough councils, through the development management process, are also able to secure transport infrastructure improvements as part of development. They are also responsible for securing development contributions (s106 and Community Infrastructure Levy) which can be utilised to deliver improvements at stations, and active travel corridors to improve access to stations from existing communities and new developments.
Local government reorganisation and the creation of unitary authorities across the West Sussex, Brighton & Hove and East Sussex geography will result in changes in transport, planning policy, development management, and development contributions functions currently undertaken at the two-tier level, bringing them under a single authority.
The private sector may be involved in the delivery of interventions, including renewal and maintenance, where they, or non-governmental organisations (e.g. Sustrans), have the expertise in innovating and delivering specific outputs which cannot exist in the public sector alone. Such examples include zero-emission rolling stock, roll-out of EV charging at stations, and delivering digital customer experience improvements for ticketing and wayfinding.
Land and other asset owners and developers may deliver infrastructure and services identified, and/or provide funding contributions towards their delivery where there is a benefit to them.
This section will be updated once the MCCA for Sussex and Brighton is in place and more detail is known on the local government reorganisation proposals across West Sussex, Brighton & Hove and East Sussex to highlight their respective roles in delivering rail related complementary measures.
Investment priorities - development stages
Three stages of development have been identified. It is important to note that these stages and their timing will be dependent on funding to bring investment and/or intervention priorities forward:
1. Study – at this stage there would be no, or limited, existing evidence which explores the potential feasibility (including benefits) of the intervention. 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, will help to advance the scheme to development stage. This stage is similar to a Strategic Outline Business Case for larger scale schemes.
2. Develop – at this stage, feasibility studies have been undertaken into the potential benefits of the scheme.
However, there is a need for greater development of the business case of the scheme or intervention. To get the scheme ready for delivery, further stages of design (preliminary, detailed design) may be required, 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).
This stage is similar to an Outline Business Case for larger scale schemes.
3. Deliver – at this stage, strong business case evidence would have already been developed with strong stakeholder support and an identified funding route for delivery. There would be few risks identified that would need mitigating. This stage is similar to a Full Business Case for larger scale schemes.
Scheme/policy progression through development stages
There will be investment priorities which can be studied, developed and/or delivered within the short term i.e. the next five years (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, and given timescales for other deliverability constraints, are unlikely to commence or be fully delivered in the short-term. For example, 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 and, therefore, at the earliest, will 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 is because they will be subject to the establishment of GBR, rely on other schemes to be delivered, be reliant on national policy or technological advances, or require significant funding to be made available before a scheme can be studied or developed.
Engagement – next steps
The establishment of the MCCA for Sussex and Brighton and local re-organisation resulting in the creation of the new unitary authorities across the West Sussex, Brighton & Hove and East Sussex geography by 2028, 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 to engage with the rail industry and other partners to:
- Identify whether their aspirations align with our own,
- Establish where partnership working is achievable,
- Assess which of the schemes within the strategy are rail 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 progress the rail service and infrastructure aspirations contained within the strategy, and
- Review whether schemes are relevant and whether priorities have changed.
Rail partners include, but are not limited to:
- Great British Railways
- Network Rail
- Train operating companies
- Office of Road and Rail
- Transport for the South East
- East Sussex County Council
- Adjoining County Councils
- Local planning authorities
- Southeast Community Rail Partnership
- Rail groups