Growth Needs Assessment
Train operator Northern came under public ownership in 2020, following the end of the Aviva Rail Franchise Agreement.
At the same time, the global pandemic transformed the working patterns across Britain as we were all told to work from home and restrictions were placed on our movements. This had a significant impact on passenger numbers and operating rail services, across the largest local train network in the country.
The Department of Transport initially set a 100-day review, with an emphasis on re-establishing a full and reliable train service, growing capacity and delivering numerous improvements for passengers. Journey4 were appointed to set up a Programme to manage the 100-day plan working closely with the senior executive team and reporting to the Programme Director.
We set up a Programme Management Team in accordance with Northern Trains programme management processes, including working with their KeyedIn Portfolio Management system. We set up and maintained regular contact with senior leaders in the business, including the Managing Director. We managed the programme; risk register and developed a full RACI for the programme, which eventually included over 80 individual projects.
The 100-day plan enabled a bottom-up review of what was required to make the business work better and to make sure the customers were at the centre of the business. Northern wanted to go beyond just that 100-day plan and look at a destination for the organisation in the future – building a plan that would outlast any particular ownership structure.
Impact of our work
Initially set a 100-day review after coming under public ownership, train operator Northern re-established a full and reliable train service, grew capacity and delivered numerous improvements for passengers.
This established the platform for Northern to work on a vision for the future, to develop a business plan looking at short, medium and long-term business objectives.