Findings

This section presents the findings of the process evaluation. These insights gathered, from the interviews conducted and other documents provided about the delivery of the project, provide an overview of the ‘Building Capacity in the Safe System’ project’s performance and impact.

Project Implementation

The 'Building Capacity in the Safe System' project was described by the contractor as part of an ambitious and important programme of work led by Transport Scotland to improve the capacity of leaders and practitioners in Scotland’s road safety system.

“So obviously Transport Scotland have got their Vision Zero strategy, which is great. You know, it is quite an ambitious strategy with the safety performance indicators and a clear direction of what they want to do by when. But I think it became quite clear to them that having a strategy in and of itself doesn't lead to a change in action and delivery. So the idea really was, there is a need within Scotland to improve capacity around what safe system is, what it means for people's roles and how they really embedded this practice as business as usual” (Contractor)

“It's great having a strategy and declaring you’re doing safe system, but what does it mean to really embed it and to be it?” (Contractor)

Consequently, the project aimed to instil a comprehensive understanding of the Safe System and how to deliver using this approach. This strategic shift from delivering traditional, reactive measures to proactive, systemic strategies was described by the client as crucial for making significant advancements in road safety practices.

“From our perspective, when we launched the Road Safety Framework everyone within our road safety partners played a part, understood the theory of the Safe System and kind of understood what it meant. But when you asked the question, how many of you are actually implementing the safe system within your role, there’s very little. So I think that there was a distinct lack of understanding about not what the principles are, but how do I actually do it? What does that mean? And I think that that’s why we were keen to be moving forward with educating our partners to get them up to the highest standard that they possibly can be, and then produce a manual that is different from any other manual that’s out there at the moment which generally only speak about the theory and the principles.” (Client)

Throughout the project milestones were met, although some flexibility in delivery was necessary to accommodate the independent nature of various aspects of the programme of work. This flexibility allowed the project to adapt to emerging needs and opportunities, ensuring that the deliverables remained relevant and effective. For instance, certain areas, such as data analysis, experienced growth to meet evolving requirements, demonstrating the project’s adaptive capacity. The approach of running multiple workstreams concurrently, rather than in a linear fashion, also proved beneficial as it allowed for greater integration and synergy between different aspects of the project.

“I think running the four strands alongside each other has really helped to enrich them all. I think it would have been really easy to embark on, I don’t know, the training, and then it not really have any effect because the culture wasn't ready for it or people didn't have the tools.” (Contractor)

“I think we probably would have been further ahead if we’d seen them as discrete projects. But I think it's probably to the benefit of the project that we pushed things back a little bit to allow them to inform each other.” (Contractor)

Regular in-person catch-ups, effective communication, and the maintenance of an action log was reported as facilitating smooth coordination between the client and contractor. This close communication ensured that both parties remained aligned on the project goals and allowed for timely adjustments when needed. Additionally, the availability of people and resources, as well as the excellent support from the client in engaging with relevant partners, were described as pivotal in driving the programme forward.

“There was great engagement with them throughout the project…we felt that it was important to work alongside Agilysis because of the contacts that we had in Scotland” (Client)

Client and Contractors Experiences

The experiences of the client and contractors revealed several key insights into the project’s execution. One of the most notable aspects was the reported high level of enthusiasm expressed about the project by external experts and practitioners, which underscores the project’s relevance and the willingness of stakeholders to engage with its goals. Practitioners were also keen to participate in training programmes, indicating a strong interest in learning about the Safe System approach and its practical applications.

“I think one of the things is lots and lots of practitioners across Scotland are knocking on George’s door for the training. So there is just an enthusiasm, which I don’t think was there at the beginning of, hey, look, we really want to get involved in this. So, I think there is a desire to continue the momentum” (Contractor)

External experts, with busy schedules, were also reported as keen to be involved in project. This positive reception was crucial for the project’s success.

“The manual workshops were brilliant…they really engaged with this, willing to give up their time for free to help to help Scotland set this out.” (Contractor)

The collaboration between the client and contractor was marked by excellent support and adaptability. It was reported that the client provided significant support in engaging relevant partners, which was crucial for the project’s outreach and impact, with the contractors commenting “I'm not sure that they could have done much more to help”. The contractor was praised for demonstrating adaptability by providing additional support when needed, such as delivering presentations to boards and adjusting the project plans to meet emerging requirements.

“I’ll give you one example. We wanted to get our entire senior management team together to get them up to speed because we felt that was absolutely right, which was very, very difficult to achieve. So Agilysis went above and beyond. They adapted the programme of work and gave a presentation to our senior management team. The Chief Executive, every director and the feedback from that was unbelievable. The best presentation that they had ever had.” (Client)

This flexibility and responsiveness helped maintain momentum and ensured that the project could address any challenges that arose.

Despite these positive experiences, the project did encounter some challenges in engaging wider partners consistently. Survey participation and the availability of stakeholders were particular areas of concern, with difficulties experienced in securing individual rather than organisational responses to the cultural maturity survey in some cases. While overall engagement was positive, these challenges highlight the need for effective strategies to ensure a broad and more consistent involvement from all stakeholders, with the client stating that “it's not just about doing your own job all the time. It's about kind of breaking down some of those barriers”, whilst also recognising that getting “100% engagement all the time…it's very difficult.” Addressing these issues in future projects will be important for achieving even greater levels of engagement and impact, with the client recognising that the current project “sets the foundations of where we're going”.

Key Successes

The project achieved several notable successes that significantly advanced its objectives. One of the most critical factors contributing to these successes was the leadership and passion demonstrated by the client. Their ability to engage at a high level and influence stakeholders played a pivotal role in driving the project’s momentum. The client’s authority and commitment were instrumental in fostering a supportive environment for the project’s initiatives and ensuring that the project received the necessary attention and resources from all involved parties. The client was described as “blend[ing] commitment to the cause”, “having significant ownership of the road safety framework and the need to deliver it” and the “kind of capability and currency within the organisation” that other jurisdictions rarely enjoyed (Contractor).

Another key success was the decision to run four strands of work concurrently, which proved to be complementary and mutually reinforcing. This approach allowed different aspects of the project to enhance each other, creating a more cohesive and integrated effort. The concurrent workstreams included the development of innovative resources, such as the Safe System Culture Playbook, and the delivery of successful online sessions with experts. These outputs provided valuable tools and insights for ongoing road safety efforts and were well-received by practitioners and stakeholders alike.

The project also supported integration across the road safety sector, breaking down barriers and fostering a more collaborative approach. This integration is expected to have long-term benefits, enhancing capacity and capability throughout the sector. By opening up discussions with partners and promoting a shared understanding of the Safe System approach, the project has laid the groundwork for future advancements in road safety practices.

“I think that knowledge and capability has increased, I would say a lot, but actually implementing that is going to take a little longer. We've set the foundations and, you know, we’re going in the right direction now. And I think that what this gives us is a clear approach of where we should be going and how we should be delivering.” (Client)

This sector-wide integration is a significant achievement, as it not only improves current practices but also sets the stage for sustained progress in the future, with the client noting “I can see it being hopefully something that in years to come we will look back on as really that sort of groundbreaking initiative, on top of the framework, to have made great strides in reducing deaths in our country.”

Challenges and Barriers

Despite its many successes, the project faced several challenges and barriers that needed to be addressed. One of the primary challenges was the initial resistance from some partners who were accustomed to traditional approaches to road safety. The ongoing challenge of breaking down silo thinking was particularly notable, as it required stakeholders to move beyond their established ways of working and embrace a new, integrated framework. The client noted that during the course of the project “we’ve broken down barriers which will lead to increased capability delivery in the future.”

Resource and time constraints also posed challenges. The limited availability of stakeholders and delays in sign-offs for certain outputs, such as videos, required careful management to keep the project on track. These constraints highlighted the importance of effective planning and resource allocation to ensure that the project could meet its objectives despite these hurdles. Additionally, engaging individuals for the cultural survey proved more challenging than anticipated, with institutional perspectives often overshadowing individual views. This challenge underscored the need for strategies to ensure that a diverse range of voices and perspectives are included in future efforts.

Another challenge was the need to build up relationships for truly collaborative working, ensuring that the initiative was not seen as solely driven by one organisation. This required ongoing effort to foster a sense of shared ownership and commitment among all stakeholders. The slight resistance from some partners, who felt that the project was prescribing how they should do their jobs, also needed to be managed carefully. Addressing these challenges involved promoting the benefits of the Safe System approach and demonstrating its value in enhancing road safety practices.