Conclusions and recommendations
The Building Capacity in the Safe System – Phase 2 programme was delivered effectively and met or exceeded expectations in terms of participation, quality, and immediate impact. Strong coordination between Transport Scotland and Agilysis enabled flexible, high-quality training delivery across both in-person and online formats, accommodating professionals from a wide range of roles and geographies. The initiative demonstrated strong logistical execution, effective content delivery, and adaptability to differing participant needs and contexts.
Evaluation findings clearly show that the training made a meaningful contribution to participants’ knowledge, confidence, and intention to apply the Safe System approach in their work. Both the two-day in-person Safe System Foundation course and the shorter online Safe System Principles course were associated with statistically significant improvements in knowledge and understanding, with larger effects observed among in-person participants. Online participants, however, also reported substantial gains, underscoring the value of providing flexible access routes into Safe System learning.
Participants consistently described the training as relevant, professionally delivered, and practically useful. The scenario-based activities and cross-sectoral groupings within the in-person sessions were seen to support deeper reflection and collaborative problem-solving. Meanwhile, the online format was praised for its accessibility and clarity, with participants valuing the opportunity to engage in Safe System learning despite logistical constraints. In both formats, the importance of translating theory into practice, and the need for ongoing support to do so, was repeatedly emphasised.
The Safe System Manual was widely welcomed as a critical legacy output of the programme. Across feedback from both training formats and stakeholder interviews, the manual was seen as essential for embedding and extending learning beyond the training itself. It is well-positioned to support continued reflection and organisational awareness-building in the months and years ahead.
Despite the strengths of the training offer, challenges to practical implementation remain. Survey and interview data identified time and resource constraints, competing priorities, and gaps in senior-level or political buy-in as barriers to operationalising Safe System principles. These concerns suggest that training alone is not sufficient to enable transformation. Ongoing strategic leadership, institutional alignment, and capacity-building will be necessary to support wider systems change.
Nonetheless, Phase 2 has laid a robust foundation for the future. Stakeholders expressed a clear appetite for further training opportunities, extended support resources, and stronger peer networks, all aimed at building on the momentum achieved to date. The inclusion of online training options has proven valuable in reaching a broader audience and offers a scalable model for future delivery.
In light of the evaluation findings, the following recommendations are made:
Retain the two-day in-person training as the core offer for future training
Recognising its unique value in enabling deep engagement, collaborative learning, and mindset shift.
Continue to develop and refine online formats
To complement the in-person offer and provide accessible, scalable entry points for a wider audience.
Develop lighter, targeted versions of the training
Such as one-day sessions or executive briefings, to engage senior managers, elected officials, and strategic influencers whose support is vital for implementation.
Expand the use and visibility of the Safe System Manual
Ensuring it is regularly updated and actively promoted as a tool for individual learning and organisational development.
Introduce additional training pathways
Such as thematic deep-dives or role-specific modules (e.g. for engineers, planners, enforcement professionals), to support sector-relevant application and further embed Safe System thinking.
Support follow-up engagement opportunities
Such as peer learning groups, communities of practice, or resource hubs, to encourage long-term knowledge mobilisation and mutual support among practitioners.
Monitor long-term impact
Through periodic evaluation, including post-training follow-ups and case studies of implementation, to assess whether and how training translates into sustained changes in practice, policy, and outcomes.
Position Scotland as a leader in Safe System capacity building
By sharing lessons learned, showcasing the programme’s approach, and contributing to the international road safety community.
With continued investment, targeted adaptation, and collaborative leadership, Scotland is well positioned to build on the progress achieved by this programme of work. It has demonstrated how structured, evidence-based training can shift professional understanding, build cross-sectoral capacity, and lay the foundations for systemic change. Going forward, the challenge will be to sustain this momentum and embed the Safe System approach as the foundation for road safety strategy and delivery at all levels.