Inclusive projects
9. A guide to best practice
9.1 The strategic definition phase
(1) Project inception and definition.
Preparation of business case.
Key tasks
- Where relevant, discuss and understand the commercial, legal
and moral benefits of high quality access.
- Understand the whole-life cost benefits of delivering inclusive
environments.
- Integrate these benefits with other business case issues.
- Where relevant undertake an access audit or other review of existing
premises or operations to establish existing strengths and weaknesses
and potential future benefits.
Relevant documentation
- Pre-existing Access Audits and
results of user consultation.
- Other market analysis.
Key participants
- Employer/developer.
- End users/occupiers.
Relevant outputs
- Business case to include Access
considerations.
Notes:
- Access issues (ie the
accessibility of existing and
proposed premises) are likely
to contribute to the business
case behind the development.
This is particularly relevant for
service providers with a high
throughput of members of
the public.
(2) Appointment of key project team advisors including strategic advisor/ project manager, lead designer and cost consultant.
Key tasks
- Employer/Developer to locate appropriately skilled personnel to
contribute to the definition, design and construction and occupation
processes through a process of tender (if required), interview and
appointment.
- Ensure that the basis of the appointments (the consultancy agreements)
adequately record in detail the scope of service for each stages for each
of the participants, including the access functions listed in this guide.
- Ensure the financial remuneration is adequate to ensure that
appropriate resource is made available by each participant to
adequately undertake the duties described in this table.
- Ensure that this resource is made available on a planned and committed
basis.
- Ensure that the continuity of the personnel contributing to the scheme
is maximised.
Relevant documentation
- Project inception/business case
documentation.
- Consultant's tender
documentation.
- Draft consultancy agreements.
Key participants
- Employer/ Developer.
- Lawyer.
- Access Champion.
- Project Manager.
- Lead Designers.
Relevant outputs
- Signed or sealed consultancy
agreements.
Notes:
- The number of other
consultants appointed at this
early stage will be dependent
on the nature of the scheme.
- This is ideally the stage at
which the Access Champion
(whether they be the architect
or an independent
appointment) is appointed.
- NB: The appointment (the
consultancy agreement) may
be limited to the development
of the scheme to a particular
design stage. For example the
existence of the scheme may
be dependant on securing a
planning consent.
(3) Strategic brief.
Key tasks
Ensure that all key participants fully understand the access requirements of
the business case including the legal, moral and commercial drivers within it.
Based on the project inception/business case documentation, discuss and
agree the content of the strategic brief in accordance with the advice given
in Part III of this guide.
For example this might include on assessment of:
- Corporate needs and objects.
- Strategic intent/mission statement.
- Design aspirations with relevant priorities.
- Outline design and construction requirements.
- Client or sector led design standards (such as those provided
by the National Health Service).
After completion of any relevant feasibility studies, the strategic brief
will also include:
- An assessment of options including procurement options.
- Value for money assessments.
- Project structure.
- Adaptability/future proofing.
Relevant documentation
- Project inception/ business
case documentation.
- Consultancy agreements.
- Feasibility Studies
(where these have been
undertaken prior to the full
completion of the strategic brief).
- Any pre-existing access policies
or standards that the employer
or developer might have.
- Any sector-based access policies
that may exist.
Key participants
- Employer/developer.
- Access Champion.
- Lead designer.
- End user/occupier.
- Project manager.
Relevant outputs
- Those sections of the strategic
brief that relate to access as
described in Part III of this guide.
Notes:
- It may not be possible to fully
complete the strategic brief
until after any feasibility
studies have been
undertaken. This is
particularly relevant where
multiple sites are being
considered.
- The importance of involving
the end users/occupiers
during the initial preparation
of the Strategic Brief should
not be under estimated.
(4) Feasibility studies: (RIBA Stages A&B).
Key tasks
- Visit site(s) and understand the topography, local transport infrastructure
and other relevant issues.
- Review local Development Plan (DP) and any relevant Supplementary
Planning Guidance (SPG) to fully understand planning and other local
statutory restrictions.
- Analyse any access implications of proposed scheme(s) being put forward.
- Assess any design proposals against the strategic brief and advise on the
implications of any shortfall.
- Advise on alternative methods of delivering access.
- Develop an understanding of the financial implications of any differing
access proposals.
- Ensure that the access implications of different procurement solutions
are fully debated/understood. For example: will subsequent contracts for
the fitting out of shell and core areas also be appropriately designed and
constructed? If this issue is not addressed, then good intentions can
be compromised.
Relevant documentation
- Architects drawings/specifications.
- The local DP and SPG where
relevant.
- The strategic brief including
design standards.
- The consultancy agreements.
- The cost plan.
Key participants
- Access Champion.
- Employer/Developer.
- Lead Designer.
- Town & Country Planning
Advisor.
- Project Manager.
- The end users/occupiers.
Relevant outputs
- Relevant sections of the
feasibility report(s) including
commentary on how each
option addresses the initial
elements of the strategic brief
as set out in Part III of this
guide i.e.:
- Corporate needs and
objectives.
- Strategic intent/mission
statement.
- Outline design and
construction aspirations.
Notes:
- This stage might precede the
strategic brief. Alternatively
some elements relating to
particular sites might be
completed after feasibility
studies have been undertaken.
- The choice of scheme, site and
brief will be made following the
collection consideration of
many issues, not just those
relating to access.
9.2 The design and construction phase
(5) Draft design and construction brief.
Key tasks
- Develop the strategic brief into a draft design and construction brief in
accordance with the recommendations made in Part III of this guide.
- Re-affirm the relevant elements of the Strategic brief ensuring that the
relevant elements have been properly considered and integrated into the
draft design and construction brief.
- In developing the strategic brief, ensure that all parties understand the
distinction between essential (mandatory) access standards, which are
minimum provision, and best practice (aspirational) access standards
which contribute to inclusive environments.
- Establish the financial ramifications (if any) of choosing best practice
design standards rather than the statutory minimum standards.
- Develop designs in accordance with chosen design standards.
- Define the project structure in respect of the lines of communication,
authority and contract all parties.
- Liaise with the end user/occupier to establish in detail how the building will
be used during the operational phase. If necessary and in response to the
consultations amend appropriate design standards to reflect the intended
use of the building.
- Where the design and construction brief is to be used as an Employers
Requirement Document, specify how the bidder is to demonstrate their
compliance with the access requirements of the brief at each stage (i.e.
through appointment of their own expert, through illustration, plans, text
or presentation).
Relevant documentation
- Project inception and business
case documentation.
- Consultancy agreements.
- Feasibility studies.
- The Strategic Brief.
Key participants
- Employer/developer.
- Lead designer.
- Access Champion.
- End users/occupiers.
Relevant outputs
- A draft design and construction
brief meeting the requirements
made in section III of this guide.
Notes:
- The exact format and timing
of the draft Design and
Construction Brief may vary.
Whatever the nature of the
design and construction brief,
it is essential that access is a
continuous consideration
during the development of
the design.
- This should be ideally
completed before outline
proposals (RIBA Stage C)
are developed and should
form the basis of all
subsequent design.
(6) Outline proposals (RIBA Stage C).
Key tasks
- Based on the recommended option at feasibility stage and the standards
and requirements set out in the draft Design and Construction brief;
develop an outline design proposals.
- At all stages of the design development review the design against the
Strategic Brief and the Draft Design and Construction Brief to ensure that
the two are compatible. Any instances where the design does not meet
the requirements of the brief should be thoroughly re-assessed.
- Consider corporate needs and objectives and whether the emerging
design is compatible.
- Re-visit and understand the practical implications of the chosen access
standards and the effect they will have on the design.
- Compare emerging drawing and specification proposals against the
chosen design standards and address any shortfalls.
- Access as a 'desk top exercise' whether the design meets relevant
statutory requirements including Building Regulations and Fire Precaution
requirements.
- Similarly assess whether the design meets local town & country planning
requirements including the local transport plan, the local Development
Plan and any Supplementary Planning Guidance. This will require further
development at a subsequent stage.
- Consider local transport infrastructure requirements.
Relevant documentation
- The Draft design and
construction brief including
appropriate design standards.
- Feasibility report(s).
- Emerging Stage C drawings and
specifications.
- Local DP/SPG/Transport plan.
Key participants
- Employer/developer.
- Lead designer.
- Access Champion.
- End users/occupiers.
Relevant outputs
- A Stage C design that meets the
access requirements of the
strategic and draft design briefs.
- Where required, a commentary
on the access strategy (for the
relevant section of the Stage C
report). This will form the basis of
any access statement required in
connection with the Planning
Application.
Notes:
- The Access Statement will
begin to develop as an integral
part of the Stage C report,
building on the considerations
in the strategic brief.
- Access Statements are
increasingly required in
connection with planning and
funding applications and will be
an essential part of the next
stage (Stage (7) Initial statutory
consultations and outline
planning consents.
(7) Initial statutory consultations and where relevant an application for outline planning consent.
Key tasks
- Based on the strategic and draft design and constructive briefs and the
emerging Stage C design:
- Hold pre-application consultations with local Access Officer (if the local
authority has one) and Planning Officer.
- Liase with Building Control/approved Inspector/Statutory Highways
Authority, Fire Authority.
- Consider and integrate any amendments required to the scheme to
meet statutory obligations.
- Re-consult with statutory authorities based on any issues raised and
revisions made.
Relevant documentation
- The Strategic Brief and the Draft
Design and Construction Brief.
- The Stage C design and
specification.
- Relevant design standards.
- Statutory documentation
including local DP, SPG, Building
Regs, Fire Precaution
Legislation.
- The draft Access Statement.
Key participants
- Local Access Officer/Planning
Officer.
- Building Control/ Approved
Inspector as necessary.
- Statutory Highways Authority.
- Fire Authority.
- Lead Designer.
- Employer/developer.
- The Access Champion.
Key outputs
- An amended (if appropriate or
necessary) outline design that
meets the requirements of both
the strategic brief and the draft
design and construction brief
and any statutory requirements.
- An Access Statement for
incorporation into any planning
application.
(8) Appoint remainder of design team.
Key tasks
- It is essential that the employer/developer properly appraise the access
capabilities of any subsequent designers or other team members. The
Access Champion should contribute to this process.
- The manner in which these designers shall demonstrate their ability shall
also be considered whether it be through track record, assessment or
discussion. This process could be very similar to the method for the
appointment of an Access Champion as described in Part IV of this guide.
Relevant documentation
- The consultancy agreements.
Key participants
- Employer/developer.
- Other designers.
- Lawyers.
Relevant outputs
- Consultancy agreements
containing the required scope of
service and the basis of
remuneration.
Notes:
- The nature of the scheme will
dictate which designers are
appointed in which sequence
and at what stage.
- For example lighting, catering
or interior designers may be
specialist appointments on
larger schemes.
- The Access Champion will
have a key role in ensuring
that all participants are
properly considering access
issues at all stages.
- Contractor may appoint their
own designers. If this does
take place it is important to
ensure that the 'Designing
Contractors' competence also
is assessed.
(9 & 12) Scheme design and detailed design stages (RIBA Stages D&E).
Key tasks
- Based on the Stage C and then D design and the requirements of the
Strategic Brief and the Detailed Design and Construction brief, develop
an appropriate and corresponding scheme and detailed design.
- At all stages of the design development review the design against the
Briefs to ensure that the two are fully compatible. This is best achieved
through a formal review and sign-off process specifically focussed on
access requirements.
- Any designs not fully compatible with the brief should be thoroughly
re-assessed and the design amended if necessary.
- In particular:
- Consider the access implications of various design options put forward.
- Hold specific workshops or design team meetings to consider access
related issues.
- Consider whether the design meets relevant statutory obligations
including the local DP and SPG, Building Regulations and any outline
Planning Conditions.
- Consider relevant transport infrastructure.
- Liase with statutory authorities.
- Revisit the site to understand the site related access implications of the
proposed scheme design.
- Liaise with end user/occupier.
- If the project is to be tendered at this stage, ensure that the tender
documentation is specific about the access design and construction
obligations of the contractor.
Relevant documentation
- The strategic brief.
- Consultancy agreements.
- Stage C and D drawings
and specifications.
- Detailed design
and construction brief.
- Local DP/SPG.
- Relevant design standards.
Key participants
- Employer/developer.
- Lead designer.
- Other designers.
- Access Champion.
- Statutory authorities as
necessary.
- End users/occupiers.
- Local Access groups
(on larger schemes).
Relevant outputs
- A Stage D + E design that meets
the requirements of the strategic
design and construction brief.
- An updated Access Statement.
Notes:
- The exact sequence and
format of the scheme and
detailed design may vary.
The key requirements of both
stages are broadly the same,
hence the reason that they are
displayed here on the same
page. Similarly the Design and
Construction brief will develop
in parallel with these stages.
- Depending on the chosen
procurement route, there may
be substantial elements of
detailed design that takes
place after construction has
commenced.
- In such circumstances it is
also possible that the latter
stages of design are being
undertaken by different
designers possibly those
appointed by the contractor.
In such cases it is important
to ensure that Access
considerations are fully
co-ordinated across all
designers. The Access
Champion can play a big
role in implementing such
a strategy.
(10) Detailed design and construction brief.
Key tasks
- To develop in detail the design and construction requirements in
accordance with the recommendations made in Part III of this guide.
- The exact format and timing may vary, but as a minimum it should address
the following:
- Re-affirm the relevant elements of the Strategic brief and the draft
design and construction brief. Ensure that these have been properly
considered and integrated.
- Describe in detail the project structure in respect of the lines of
communication, authority and contract between the Access Champion
and the remainder of the project team including the contractor and
any designer.
- Provide enhanced details on the specific design aspiration of particular
functions or elements of design and construction.
- Undertake discussions with occupier/end user in respect of how the
building will be used post-completion. If necessary amend appropriate
design standards to reflect the intended use of the building.
- Provide details of design standards including the detailing of any
prescriptive design requirements where appropriate.
- Liase with the cost consultant and fully understand the financial
ramifications of selected design standards.
- Where the brief is to be used as an Employers Requirement Document,
specify in detail how the bidder is to demonstrate their compliance with the
access requirements of the brief at each stage (i.e. through appointment of
their own expert, through illustration, plans, text or presentation).
Relevant documentation
- Project inception and business
case document.
- Consultancy agreement.
- Feasibility studies.
- The strategic brief.
- The draft design and
construction brief.
- The Stage C Designs.
- Bibliography of design standards.
Key participants
- The employer/developer.
- The lead designer.
- The end users/occupiers.
- The remaining designers
(including the contractor's
designers where relevant.
- The cost consultant.
- The Access Champion.
Relevant outputs
- The detailed design and
construction brief in accordance
with the recommendations made
in Part III of this guide.
Notes:
- The exact timing and format of
this brief may vary substantially
depending on the requirements
of the project and the form or
procurement.
- In some instances this detailed
document may form the basis
of the access elements of
Employers Requirements (when
using a D&B route) or Invitation
to Negotiate (when using PFI).
- In such cases the detailed
recording of access design and
construction standards in
essential.
(11) Detailed statutory consents.
Key tasks
- Undertake further pre-application consultations with relevant statutory
authorities including the local Access Officer (if the Local Authority has one).
- Identify those design elements that are relevant to access.
- Fully develop the Access Statement for use in the detailed planning
application, the Building Regulation consent and any consents required
from the statutory Highways Authority.
- Work with the Fire Consultant/statutory Fire Authority on appropriate
means of escape and life protection strategies.
- Feedback all findings and conclusions to Design Team and assist with
integration of these findings into the relevant design.
- Undertake the detailed applications and secure the statutory consents.
Relevant documentation
- Stage E design information.
- DP/SPG.
- Other Statutory instruments such
as the Building Regulations, fire
precaution legislation, Highways
requirements etc.
- Appropriate design standards.
- Strategic Brief and detailed
design and construction brief.
- Draft Access Statements and the
Access Strategy defined in the
proceeding briefs.
Key participants
- Employer/developer.
- The design team.
- Statutory authorities.
- The Access Champion.
- The contractor (where
appropriate).
- Local Access groups (on larger
schemes).
Relevant outputs
- Access statement(s)
- Statutory consents
Notes:
- Detailed statutory consents
are likely to be granted
incrementally when dealing
with larger and more complex
schemes. This will also be
the case with those schemes
prepared with significant
elements of contractors design.
This stage may therefore take
place over a prolonged period
of time.
(13 & 14) Main contractor appointed. Trade or sub-contractors appointed.
Key tasks
- Assessment of the suitability, skills, resource and experience of the
contractor from an access perspective. (Part IV gives guidance on how this
might be achieved through a process of assessment of experience, track
record and interviews).
- In particular, if the contractor has design responsibilities and the Design
Team are not to be novated, then the contractors designers skills and
competence should be vigorously assessed.
- If novation is to take place, ensure the basis of appointment to the contract
or is similarly robust and that the influence of the Access Champion is not
compromised.
- Ensure the contractor has allocated appropriate resource to effectively
deal with access issues.
- The contract documents should explicitly state the access requirements of
the scheme and the contractor's role in delivering them. Enclosing the
access elements of the Detailed Design and Construction Brief and any
Access Statement will assist in clearly stating these requirements.
- The contract documents should also state how the contractor(s) are to
actively deliver the access requirements of the briefs and of the designs.
This could be achieved by requiring the contractor to include a compulsory
section on access, in each of his monthly progress reports. These would
require him to actively demonstrate how access has been considered in
the course of the month.
- This reporting requirements could be supplemented by a 'tick-sheet' that
places the onus of proof on the contractor. For example the tick sheet might
ask: Passenger Lift: has the manufacture's design proposals been checked
against section 17.46 of the detailed design and construction brief?
Relevant documentation
- Tender (and subsequently)
contract documentation.
- Access Statements.
- Detailed Design and
Construction briefs.
- Deeds of Novation.
- Contractor method statements
and access experience.
Key participants
- Main contractor.
- Sub contractors.
- Employer/developer.
- Lead designer.
- Access Champion.
Relevant outputs
- An assessment of the
contractor's ability to design
and/or construct an appropriately
accessible building.
- Appropriate contract
documentation including
evidence of professional
indemnity insurance where
contractor is undertaking
elements of design.
Notes:
- The contractor may be
appointed at very early stage
in the design process or much
later. The presence or absence
of contractor's design will
significantly influence the
appropriate level of design
competence required from
the contractor.
- The extent of design
undertaken by the contractor
will vary enormously. It could
consist of the detailed design
of the entire project or be
limited to particular packages
such as lighting, catering or
passenger lifts. Alternatively
the contractor may have no
design responsibilities.
- The design process itself
would then take place in
accordance with the
recommendations made in
RIBA stage D+E above.
- Where there are substantial
elements of contractor's design,
setting up and implementing a
robust self certification regime
for the contractor is essential.
Research indicates that access
issues are often overlooked
during contractor's design
and construction.
(15) Construction.
Key tasks
- Ensure that the contractor's self-certifying reporting and checking regime
is implemented in accordance with the requirements of the contract.
The Access Champion will play a key role in this task.
- Monitor construction to ensure appropriate co-ordination between key
trades and that the construction takes place in accordance with the
requirements of the agreed design.
- Issue supplementary design advice as necessary in response to change
requests or requests for information.
- Liase with statutory authorities to secure detailed consent/discharge
of conditions if appropriate based on contractor's design.
Relevant documentation
- Contract specification
and drawings.
- Statutory consents.
- Relevant sections of the
contractor's progress reports
and check-sheets.
Key participants
- Contractor.
- Employer/developer.
- Access Champion.
- Lead designer.
- Other designers.
- Project manager.
- End users/occupiers.
Key outputs
- A completed and considered
set of access issues reports
and checklists (provided by the
contractor and monitored and
approved by the Access
Champion).
Notes:
- Ensuring that a project is
appropriately designed and
specified is an essential step
in delivering an accessible
building. However in many
instances the construction is
not undertaken in accordance
with the stipulated design
standards. This can seriously
compromise the quality of the
completed building.
- This happens for a number
of reasons including errors
in construction, unforeseen
circumstances, clashes or
the absence of specific
and appropriately detailed
construction requirements.
- It is therefore essential that
the Access Champion
maintains an input during the
construction process to
overcome these potential
problems.
(16) Hand-over.
Key tasks
- Ensure operating and maintenance manuals contain appropriate
information on the operation and maintenance of access related equipment.
- Ensure that the end users/occupiers are appropriately familiarised with the
access strategy for the building and also on any access related equipment.
Relevant documentation
- Operating and maintenance
manuals.
- Access statements/strategies
including a statement of access
provisions.
- As Built Drawings and
Specifications for subsequent fit
out contracts.
- Training manuals.
Key participants
- Employer/developer.
- Designers.
- Main contractor.
- Sub-contractors.
- Access Champion.
Relevant outputs
- O&M Manuals.
- Familiarisation with access
related equipment and strategy.
Notes:
- Often the completion of one
contract or project does not
mean that the building or
environment is complete.
Subsequent contracts may be
placed for fitting-out certain
elements of the building. If this
is the case then it is important
to ensure that these are
similarly well designed and
constructed. (Subsequent
contracts for the fitting out of
shell and core areas can
seriously compromise the
quality of access if not
undertaken appropriately).
- Hand over may be phased or
staged depending on the
nature of the development.
9.3 The occupation phase
(17) Occupation.
Key tasks
- Provide periodic training to occupants on access into and within the
building. This should also include issues on building use that are unrelated
to the structure and fabric. Training might include:
- Understanding of access strategy for the building.
- Familiarity with the facilities within.
- Disability awareness/customer service.
- Appropriate staff interface with disabled people.
- General health and safety issues.
- Recipients of training should include personnel staff, facilities and building
managers, reception staff and any others involved in interfacing with the public.
Relevant documentation
- Operating and maintenance
manuals.
- Training manual.
Key participants
- End user/occupier.
- Local Access Group.
- Access Champion.
Relevant outputs
Notes:
- The occupation may be phased
or staged depending on the
nature of the development.
(18) Occupation brief.
Key tasks
- Review the briefing, design, construction and occupation processes and
feedback lessons learned for subsequent projects.
- Review the buildings actual performance measured against the original
business need, perhaps through an access audit or staff interview.
- Provide information on how to make adjustments or improvements in the
day to day operation of the building.
Relevant documentation
- The operating and maintenance
manuals.
- As built drawings.
- Staff feedback based on
interviews and observations.
Key participants
- End user.
- Employer/developer.
- Lead designer.
- Access Champion.
Relevant outputs
- The Occupational brief.
- Specification for building and
equipment improvements.
- Specification for continuous staff
training.
Notes:
- The format of the occupational
brief will vary. Guidance on the
content is given in section III of
this guide.
Published: 17 June 2003
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