Inclusive projects

Inclusive projects

Part V: Delivering the briefs - best practice

8. Introduction and project structure

8.1.1 The benefit of a considered and detailed series of briefing documents will not be realised unless the design, construction and occupation of a building is undertaken in strict accordance with the requirements of the briefs.

8.1.2 This part of this guide explains how each of the key participants can contribute to the conversion of the briefing documents into high quality inclusive environments. This explanation is achieved by highlighting the key access considerations of each stage in the development process. These include:

• the stage description;
• the key access tasks of that stage;
• documentation required to properly complete the stage;
• the key participants of the stage;
• the relevant stage outputs;
• general commentary/notes.

8.1.3 It is important to appreciate that the exact format and sequence of each stage will be dependent on the way in which the project is structured and procured.

8.1.4 For example, a traditionally procured project will allow the sequential steps and the design and construction responsibilities illustrated in the document to be followed in a similar sequential manner. With this form of procurement the employer's design team will also retain the design responsibilities.

8.1.5 Conversely where a contractor or sub contractor is undertaking elements of design, then it is the responsibility of the Employer/Developer, the Access Champion and the Project Manager, to ensure that the contractor is (a) competent to design and (b) produces design proposals that meet the requirement of the brief.

8.1.6 For this reason and as previously stated it is important that the reader of this guide has a good understanding of the nature of development and in particular the project structure and the distribution of the various design and construction responsibilities.

8.1.7 Based on this detailed understanding of the project structure, the key access tasks described in the following table must then be clearly and rigorously allocated to the appropriate member of the design team. The exact distribution of responsibilities can and will vary enormously from project to project. Consequently it is not possible to address every potential project structure in this guide.

Published: 17 June 2003

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