Journey4 have been named as a supplier on the Crown Commercial Services Management Consultancy Framework 3 (MCF3) framework. We have been awarded a place on Lot 5 – HR. The Crown Commercial Service (CCS) supports the public sector to achieve maximum commercial value when procuring common goods and services.
We are specialists in customer-driven change, supporting public sector and arm’s length organisations improve performance by placing the customer at the centre of their organisation. Formed in 2002 we have worked across central government, local authorities, and the NHS, facilitating the development of people and organisational change strategies and interventions to improve customer experience.
The framework is a 4-year framework and is open to all Government Departments, Local Authorities, and arm’s length bodies;
We engage with our clients to understand the need for change and develop the strategies that will deliver growth. We energise your people through implementing service improvements and building the momentum for sustained change. We embed changes, ensuring alignment across the organisation, from the culture of the employees to the systems and processes that support them
We do change with our clients, not to them, building your capability not ours.
We are an approved supplier for Lot 5 HR for the provision of objective advice which may include identification of options with recommendations as well as implementation and delivery for the following services;
Northern Trains - Customer led change
Northern Trains is owned and operated by The Department of Transport (DOHL). We were asked to support the development of their business plan which places the customer at the centre of the organisation. We have developed a customer-driven model for change, looking at short, medium, and long-term strategies. These include leadership and culture, organisation design and workplace reform.
DEFRA - Training and Development
We were appointed by DEFRA (Department for Environment, Food and Rural Affairs) via the Cabinet Office Brexit Readiness Framework. We were asked to provide training and support to fishermen in preparation for new Brexit regulations. We planned and coordinated sessions and workshops directly with fishermen, seafood traders and exporters. We provided links, guidance, and documentation on behalf of DEFRA to coastal communities.
Border Force - Workforce Planning
We were appointed by Border Force via the Cabinet Office Brexit Readiness Framework. We were asked to support the development of workforce planning at Heathrow Airport. We developed new workforce planning rosters to meet passenger demands and the impact of Covid-19 on the availability and resilience of Border Force resources. This included support with internal communications and employee relations.
NHS - Cultural Transformation
We were appointed by the Leeds Teaching Hospitals Trust to help reduce infections on their wards, where despite clinical interventions the levels of infection remained amongst the highest in the country. We started off thinking about what it would take to create an environment in which infections and other service failures wouldn’t be allowed to happen. We developed and facilitated an innovative cultural transformation programme called ‘Safe Hands’, reducing infections on the pilot ward to zero. The Chief Executive Officer, NHS Yorkshire, and Humber, declared this - “the best hospital-based service transformation I’ve seen in the NHS in 20 years.”
Tameside MBC - Workforce culture
We have been appointed by Tameside MBC to develop a new workplace culture and implement a new flexible working model that improves outcomes for residents. We have engaged with a wide cross section of the employees, including 1-1 interviews with senior leaders, workshops with the corporate delivery team and employee workshops representing all service areas across the council. We are running an online staff survey to gather evidence to support the development of recommendations for future models of working, based on experience during Covid-19 and the national lockdown.
NHS - Changing behaviours and attitudes to health
We were appointed by NHS Yorkshire and Humber, to influence and change health behaviours in the areas that had the highest impact on the NHS. We set up and managed a programme of seven health improvement projects. We focused on changing NHS practitioner behaviours as well as patient behaviours through improving practitioner understanding of customers and how to engage and work with them. The project methodology was subsequently adopted as best practice by the National Social Marketing Centre and Chartered Marketing Association.
For further information please contact our Frameworks Director, Stuart Pearce on firstname.lastname@example.org or call 07917 532001.