Client: Transport for Greater Manchester, 2022

Challenge: Transport for Greater Manchester (TfGM) has already delivered a huge amount for the region with internationally recognised expertise in transport strategy, innovation and infrastructure delivery and responsibility for the largest light rail system in the UK – Metrolink. Its continued success will be fundamental if the ambitions for seamless travel are to be realised. The senior team identified the need for a trusted partner to help them through the transition to a London style integrated transport network – the Bee Network.

The Bee Network is part of Greater Manchester’s ambition for its place and people, and delivery of this network is a strategic priority for Greater Manchester Leaders and the Mayor, who reaffirmed his personal commitment to delivering an integrated transport system across Metrolink and buses by 2024 as well as the largest Cycling and Walking network in the UK, with an ambition to bring rail services under Greater Manchester’s control by 2030.

Developing and running the Bee Network is a fundamental change to the role TfGM has historically played and is a major addition to the demands of delivering a large capital programme of over £1bn. It will require TfGM to have a different relationship with the public, transport operators and partners. Our support focused on helping TfGM consider the organisational building blocks, and architecting the change journey, it will need to undertake to deliver integrated transport services and first class infrastructure.

Impact : We are working together with TfGM to meet these challenges and opportunities by:

Bringing together a single version of the Bee Network through a customer-focused lens, understanding what will be delivered by key milestones along the journey.

Ensuring the organisation is clear on what needs to be true to be able to deliver against these commitments and has the support to put key requirements in place.

Designing a single portfolio of change and the associated governance and assurance model, to bring this work together, including the plan for developing the detailed new operating model.

Developing a core change team within TfGM to drive this work in conjunction will colleagues across all parts of the organisation.