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New steam for the mainline

Transport | Organisational Development

Growth Needs Assessment

The A1 Steam Locomotive Trust (A1-SLT) had identified the need for an objective review of the organisation with recommendations on how it should be organised to enable it to deliver their vision for ‘New steam for the mainline’. 

The Trust has built an A1 steam locomotive, (Tornado) which it now operates on the mainline. It is currently building a second engine, Prince of Wales which will be ready for launch in 2024/5.  A third engine build (V4) is also in plan.

Journey4 was appointed to undertake a review of the organisation and governance and make recommendations to the Council of Management.

“A huge vote of thanks to Journey4 for the excellent work you completed on our behalf. The project has enabled a very powerful launchpad for A1SLT and I personally have learnt much during this process”. 

Richard Courteney-Harris, Trustee on behalf of the A1-SLT 

Our Approach

The Trust has grown significantly in size, financial standing and stature since its inception. It is now at a stage of growth where, in 2024, the Trust will have moved away from its original vision to build and operate one engine on the mainline to a place where it will have two engines operating simultaneously on the mainline with a third engine potentially in production.

We completed a review of organisation at strategic and operational levels, including data gathering and diagnostic. This included a vison and mission workshop with the Council of Management and stakeholder interviews with board  and councilmembers, advisors, employees and volunteers.

Create a draft report for the Council of Management outlining the results of the diagnostic phase and setting out recommendations to support the future strategic mission and delivery of operational objectives

Impact of our work

We delivered a final report and implementation plan detailing objectives, resources required and timelines. We presented this to the Council of Management who fully endorsed our approach and findings.

We followed this up with the Council of Management, at a strategy weekend several months after completing the project to review progress with the implementation of the recommendations.