Introduction
Overview
Our ambition for rail in East Sussex is to ensure that the network and services work for everyone by providing ‘transport connectivity for all’. This is a key principle in the East Sussex Local Transport Plan 4 (LTP4), which recognises that the rail network plays an important part in the lives of our residents, businesses and visitors.
Passenger rail services transport people to work, education and training, to the shops and social events, and supports access to tourist and cultural destinations in the county. Rail connects our towns and villages together, linking our county to London, other parts of the south east, the rest of the UK, and onward to Europe.
We want to improve our existing rail infrastructure within, and that serves East Sussex, as this will encourage and enable more people to access key education, employment, services and facilities in the county. Any worsening or reduction of services and/or infrastructure will be met with opposition.
Services that provide freight on rail in East Sussex are restricted due to limitations on the rail network, arising from infrastructure (such as single track). There are opportunities to enable rail services to take goods to destinations across the country (and to/from Europe), contributing to the economic prosperity of the region, and residents and businesses deserve an integrated system fit for the 21st century that is greener, simpler to use, and lower cost. The constraints, issues and opportunities relating to freight on rail have been considered in more detail in the Freight Strategy.
The East Sussex Rail Strategy will focus specifically on passenger transport, and:
- Identifies the investment in infrastructure that our railways require to meet the needs of residents of and visitors to East Sussex
- Sets out how enhancements can reduce the carbon impact of rail to help us meet our net zero commitment
- Sets out the opportunities to increase inclusive integration and connectivity of the transport network, bringing together rail, bus, walking, wheeling and cycling that provides people with attractive transport choices that are viable alternatives to private car use
- Addresses issues impacting service provision on our railways, including the need for better service frequency, journey times and reliability to improve passenger experience
- Has a focus on the opportunities to deliver the measures included in the strategy, subject to available funding
Delivering on these ambitions will require partnership working, with consideration of the different roles and responsibilities across the industry and government, Great British Railways (GBR), Network Rail (NR), transport operating companies (TOCs/GBR), Transport for the South East (TfSE), other rail organisations, and commuter groups.
The strategy also embraces the establishment of the Mayoral Combined County Authority (MCCA) for Sussex and Brighton, with elections for a Mayor in May 2026. The establishment of the MCCA for Sussex and Brighton will devolve the powers and funding for strategic planning, transport and economic growth from central government. Therefore, the transport priorities for the wider Sussex geography will be set by the new Mayor eventually through the development of a joint Local Transport Plan.
This is happening alongside local government re-organisation which will result in new unitary authorities across the West Sussex, Brighton & Hove and East Sussex geography. This will mean moving away from the current two-tier model of county council (East Sussex County Council) and borough or district councils (Eastbourne, Hastings, Lewes, Rother and Wealden). The changes and reorganisation of local government are likely to come forward from April 2028.
This strategy focuses on the types of measures that key partners and East Sussex County Council can develop and deliver to ensure that we are in a stronger position to respond to any changes to local powers, and enable us to confidently lobby and apply for future funding from the MCCA for Sussex and Brighton and government.
This East Sussex Rail Strategy will replace the existing East Sussex Rail Development Strategy that was adopted in November 2013. Prior to this being prepared, significant engagement with key stakeholders was undertaken. This included a rail focused stakeholder event included representatives from Network Rail, National Highways, train operating companies, Transport for the South East, local rail groups and organisations. Further focused meetings took place with some of the key stakeholders, and this input alongside written responses we received were considered and incorporated where possible into this strategy.
Purpose of this strategy
The Rail Strategy sets out our future vision for the delivery of improvements to rail travel in East Sussex, and focuses on strategic priority schemes and the following priority investment areas (which are not ranked in order of importance):
- Priority Investment Area 1 - Accessibility of the rail network
- Priority Investment Area 2 - Integration with other modes
- Priority Investment Area 3 - Reliability and resilience
- Priority Investment Area 4 - Decarbonisation
- Priority Investment Area 5 - Journey time competitiveness
- Priority Investment Area 6 - Customer experience
East Sussex Local Transport Plan 4
The development of Local Transport Plans by transport authorities are a requirement of the Transport Act 2000. This strategy has been developed as a supporting document to the East Sussex fourth East Sussex Local Transport Plan 2024-2050 (LTP4) that was adopted by East Sussex County Council in October 2024.
As set out in the LTP4, the vision for transport in East Sussex is “an inclusive transport system that connects people and places, is decarbonised, safer, resilient, and supports our natural environment, communities, and businesses to be healthy, thrive and prosper”.
Six objectives have been identified in LTP4, each with their own outcomes, and all of which underpin the East Sussex Rail Strategy. These are:
- Objective 1: Deliver safer and accessible journeys
- Objective 2: Support healthier lifestyles and communities
- Objective 3: Decarbonise transport and travel
- Objective 4: Conserve and enhance our local environment
- Objective 5: Support sustainable economic growth
- Objective 6: Strengthen the resilience of our transport networks
LTP4 identifies the ambitions for East Sussex and recommends the key policies to achieve these. Each policy is underpinned by one of the above objectives and themed in the LTP4 Investment Plan.
The ‘Keeping East Sussex connected’ chapter of LTP4 outlines policy ambitions applicable to rail infrastructure whilst the Integrated and accessible transport for all chapter includes a specific policy on rail to deliver a more reliable, integrated, passenger friendly rail network.
Relationship with LTP4 and modal strategies
The East Sussex Rail Strategy is a supporting document to the overarching East Sussex LTP4 county wide transport strategy.
The relationship of, and between, modal strategies is set out below:
- Bus Service Improvement Plan – buses play an important role in allowing people to access rail stations and support journeys to work, education, training, healthcare and for social/leisure purposes.
- Electric vehicle strategy (under development)– focuses on rolling out electric vehicle charging in public locations, including at rail stations.
- Freight Strategy – consideration is given to the movement and collection of goods to, from and around the country. The Freight Strategy has links to the Rail Strategy as some goods/materials are or can be transported by the rail network from freight terminals. Please see the Freight Strategy for freight on rail.
- Local Cycling and Walking Infrastructure Plan - strategic plans developed by local authorities to improve walking, wheeling and cycling infrastructure over a 5-10-year period. LCWIP’s provide the opportunity to integrate with other modes for longer journeys, especially with access to rail stations.
East Sussex Rail Strategy Vision
The vision for the East Sussex Rail Strategy is:
An inclusive rail network that provides attractive, affordable, reliable and time competitive connections for communities (including residents, businesses and visitors)