SEAFS flood and coastal investment reform

As part of Defra’s reform of flood and coastal erosion risk management funding, the Environment Agency prepared to launch a new national investment programme in April 2026. Although there may be no immediate visible change to the programme, its shape will evolve over time as the programme transitions and delivery experience builds from projects already in construction to projects developed under the new floods funding policy. New flood and coastal projects will be identified, prioritised and funded using simplified funding rules and guidance. There will also be outcome based metrics and a stronger focus on nature based solutions, property flood resilience and the refurbishment of existing assets.

The reform marked a significant shift for organisations involved in flood risk management across England. Risk Management Authorities, delivery partners. internal Environment Agency teams and non-risk management authorities (for natural flood management projects only) all needed to begin building understand of the changes and start translating new policy into confident, consistent practice over time.

Through the SEAFS (Stakeholder Engagement, Advice and Facilitation Services) framework, WSP worked with the Environment Agency to support engagement, communications and change across this complex system, helping bridge the gap between national policy reform and delivery readiness, supporting early transition activity and reducing risk ahead of launch.

Client

Environment Agency

Project Status

Launched April 2026

The challenge

The reformed investment programme was introduced within a fast moving and evolving environment. Guidance, priorities and timelines continued to develop while delivery organisations were preparing for implementation. The change affected a diverse group of stakeholders with different capabilities, governance structures and levels of readiness, creating a risk of uneven understanding across the system.

At the same time, new funding rules and metrics required more than awareness. They required the development of confidence, behavioural change and shared ownership over time to ensure the reform delivered its intended outcomes for communities and the environment. Managing this transition called for engagement that balanced national consistency with sensitivity to local contexts while navigating complex approval processes and multiple workstreams.

WSP’s approach

WSP provided engagement and change support, working closely with the Environment Agency as a trusted partner through the preparation period. Our approach remained flexible and iterative, adapting in real time as direction and delivery needs evolved. This helped identify emerging risks early and address them collaboratively rather than reactively.

We began by building a clear evidence based understanding of the stakeholder landscape. This included targeted mapping and engagement across Risk Management Authorities, internal teams and delivery partners, recognising that each group would experience the reforms differently. To strengthen two way dialogue, WSP established and facilitated a Risk Management Authority Advisory Group. The group created a structured forum to test emerging ideas, surface practical concerns and reduce the risk of disruption at launch.

In depth interviews with advisory group members and partners working on natural flood management explored confidence levels, behavioural drivers and barriers to adoption. These insights shaped messaging, sequencing and engagement priorities, ensuring communications reflected real delivery conditions rather than assumptions.

Working alongside the Environment Agency’s core team, WSP helped plan and refine engagement activity across the programme. Regular touchpoints supported rapid development of guidance and responses, while advisory sessions and internal forums provided safe spaces to test materials ahead of wider release. A clear roadmap of communications and support brought structure and predictability to a changing programme.

Throughout delivery, the focus remained on consistent understanding and readiness. WSP supported readiness sense checking, structured feedback management and learning, helping the Environment Agency begin to build confidence across its system while strengthening internal capability through knowledge transfer and practical tools.

The WSP project team delivered outstanding support, providing high quality insight, constructive challenge and a highly collaborative way of working. Their professionalism, flexibility and ability to add value beyond the core brief made a significant contribution to the success of the programme.

The Environment Agency

The Environment Agency

Results and outcomes

Engagement activity focused on supporting a structured learning journey – from awareness through to confident application – recognising that embedding the new approach will take time.

By the programme launch, Risk Management Authorities, non-risk management authorities and Environment Agency teams were clearer on their roles, timelines and support routes under the reformed investment approach. Engagement moved beyond information sharing, supporting early confidence and practical application across the system.

The Environment Agency has established a flexible engagement framework that can be sustained as the programme evolves. Advisory structures, engagement planning and evaluation tools developed collaboratively during delivery provide a foundation for future phases, even as policy and priorities continue to change. This reflects the early stage of a multi-year transition, with continued focus on learning, adaptation and building capability across the system.

Early, dialogue based engagement strengthened connection across the flood and coastal risk management community, building trust and shared ownership. Knowledge transfer and practical resources equipped teams to continue engagement independently, supporting long term resilience and capability across the sector.

Working in partnership

Collaboration sat at the heart of the programme. WSP worked as an extension of the Environment Agency team, supporting open conversations, constructive challenge and pragmatic problem solving across organisational boundaries. This approach is helping align national reform with local delivery realities while reinforcing shared commitments to protecting communities, enhancing resilience and supporting nature based solutions.

This project required great flexibility. The WSP team recognised this, were flexible and continued to provide support that was useful and added value.

The Environment Agency

The team were recognised for the consistently high quality of their insight, their strong understanding of a complex and evolving programme context and their professional, collaborative way of working.

The Environment Agency