Road Safety Manual
A manual for practitioners and decision makers
on implementing safe system infrastructure

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6.2 Timeframes for Target-setting and Investment-planning

Target-setting Timeframes

Investment strategies and actions need to be adopted to support improved road safety performance and the achievement of targets – in the short-term (one to three years), the medium-term (three to ten years) as well as in the long-term (beyond ten years). For LMICs, steady progress through demonstration projects is the recommended option for the short-term, with or without an aspirational (notional) short-term target.

For both LMICs and HICs, thoughtful investment plans and strategies will be essential to achieve steady progress towards medium-term targets and eventually to move further towards the ultimate long-term goal (see The Road Safety Management System). An understanding of the relationship between investment phases and strategy timeframes is necessary.

Figure 6.1 The phases of investment strategy: World Bank Guidelines, 2009 Source: Adapted from Mulder and Wegman (1999).

The establishment (short-term timeframe) phase of road safety investment planning focuses on building core capacity to enable effective targeted road safety performance to begin and grow. The two key purposes of activity in this phase should be:

  • setting up management and coordination arrangements for road safety;
  • developing a performance management culture.

Demonstration projects offer the most effective means of delivering those outcomes through:

  • activities delivered on specific road corridors;
  • review of selected key policy issues.

This approach will create a platform of knowledge to support later scaling-up of investment in the growth phase to accelerate improved road safety performance. Much implementation delivery is dependent upon the ‘enablers’ of strengthened legislation, necessary data systems, and a range of tools and guidelines being in place. This takes time to achieve, but it is essential these matters receive attention early in the establishment phase to be in place to support later implementation phases.

Necessary data management systems and tools required to enable better planning for action on the network are to be progressively identified and developed, as outlined in Effective Management and Use of Safety Data. Available capacity to utilise these tools and to put these systems in place, when they are developed, would determine the scope and timing of their introduction.

In the growth (medium-term timeframe) investment phase, key priorities are to develop a robust performance management framework for all agencies, with targeted safety programmes. For LMICs these would be based on earlier successful demonstration project interventions and project management learnings. These programmes would be rolled out across the country, especially across high-risk sections of the road network. Recommended changes from policy reviews undertaken in the establishment phase would also be implemented, and ‘enabling’ systems and legislation developed in the establishment phase would underpin implementation of key interventions proceeding. It will be critical that adequate funding is achieved for this phase to enable a major increase of intervention activity to occur. Earlier growth phase experience for HICs would guide their next growth phase steps.

In the consolidation (long-term) investment phase, key priorities are to ensure the performance management framework has been established in regions and districts, and to take all necessary measures to improve management and operational efficiency and effectiveness, while seeking opportunities for future safety innovations.

For the growth and consolidation timeframes, the necessary development of strategies to meet adopted targets will rely upon capacity being in place by that time to assemble meaningful proposals.

Table 6.1 indicates the recommended linkage between target timeframes and investment plan phases and provides an indication of the likely position (for targets and investment activity) in which most LMICs and HICs would find themselves at present.

Table 6.1: Target timing, investment plan phases, and likely LMIC and HIC situations

 

Reference sources

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