Episode 83:

Hello and Welcome to the Part3 with me podcast. 

The show that helps part 3 students jump start into their careers as qualified architects and also to provide refresher episodes for practicing architects. I am your host Maria Skoutari and this week we will talking about Inclusive Design based on the RIBA’s Guidance & Plans of Work. Todays episode meets PC1&2 of the Part 3 Criteria.

The RIBA published in July 2023, a guidance document on Inclusive Design, this guide seeks to embed inclusive design across all stages of construction and empower each of the teams involved - from architects and clients to operators - to contribute to creating inclusive environments.

What to we mean by Inclusive Design and why is it such an important factor to be considered and implemented:

Inclusive design seeks to create buildings and environments that welcome everyone, regardless of their characteristics or identity, including age, disability, gender, neurodiversity, sex, health conditions, race, ethnicity, religion or belief, pregnancy, maternity or paternity status, carer status, and so on. By incorporating inclusive design into the built environment it will remove the barriers that create effort and separation, and enables everyone to participate equally, confidently, and independently in everyday activities. 

Inclusive design has the power to include or exclude users, and equity recognises that each person has different needs and circumstances, therefore, the built environment must make the necessary adjustments to address these providing everyone will the same opportunities and fostering a diverse culture. 

Inclusive design is intricately linked with sustainability more specifically, with the UN Sustainable Development Goal Number 11 stating that ‘cities and human settlements should be made inclusive, safe, resilient and sustainable’. Also BREEAM, WELL and the RIBA Sustainable Outcomes refer to the importance of inclusive design in creating sustainable environments. 

That’s why the RIBA has put together their Inclusive Design Overlay Guidance Document setting out commitments and actions practitioners can take to break down the barriers and make architecture more equitable and inclusive. The inclusive design tasks set within the guide are applicable to a diverse range of built environment professionals outlined in the form of core project roles, including the Client, Project Management Team, Design Team, Construction Team and Asset Management Team. As well as the role of an Inclusive Design Lead who’s role is to support and provide their expertise to the project roles regarding inclusive design. 

The Inclusive Design Lead:

Is an independent Inclusive Design Consultant, which, dependent on the size and complexity of the project, appointing an Inclusive Design Consultant (sometimes known as an Access Consultant or Inclusive Environment Consultant) will be required to ensure environments are designed to be accessible and usable for all people, regardless of their abilities, disabilities, gender, faith, and other protected characteristics.

They should ideally be appointed at the earliest stages of a project to help define the Project Brief, set the Inclusive Design Strategy and provide specialist advice at each RIBA work stage to help design projects that are as inclusive as possible for everyone.

The necessary technical skills required by an Inclusive Design Lead, include: 

• Awareness of the legislation, regulations and best practice within the project context. 
• Experience on how to design beyond the minimum standards of building regulations and design for all the nine protected characteristics identified in the Equality Act 2010.
• Expert knowledge of best practice guidance and industry standards. 
• Awareness of the latest inclusive design research and regular attendance of industry CPD’s. 
• Understanding of the full range of technical functions across a project team and their influence on the inclusive design outcomes. 
• An ability to read and understand complex technical drawings and specifications. 
• Professional indemnity insurance to cover the project insurance requirements. 
• Accredited member of an industry body like The National Register of Access Consultants (NRAC), the International Association of Accessibility Professionals (IAAP) and so on.

Inclusive Design Consultants should also be able to undertake services such as: 

• Understanding the Project Brief and having relevant project experience within the industry and sector. 
• Consider all user perspectives and agree the Inclusive Design Strategy with the Client.
• Conduct detailed inclusive design reviews of projects in line with their scope of appointment 
• For existing buildings, they should carry out inclusive design audits to identify potential challenges and inclusive design improvements. This could include advising on policy and operations and maintenance.
• Attend meetings with clients, collaborators, stakeholders, and partners, presenting innovative design solutions that represent a thoughtful and functional approach to inclusive design and embrace best practice standards. 
• And work within a team ensuring service and project work is carried out within agreed deadlines and that appropriate service/design decisions are met.

For smaller sized projects, an Inclusion Champion should be identifies within the Client team or the Design Team which would be responsible for raising standards of equality, access and inclusion on the project. 

Now let’s look at the other core roles more closely and their key actions in relation to each RIBA Stage, starting with the Client:

The client is of course the commissioning entity for the project. The client is expected to: 

At Stage 0: They are to define the inclusive design vision and commitment and identify how the project might align to the wider social value, sustainability and/or diversity and inclusion goals. These aspirations should be set out in the Project Brief and the Inclusive Design Strategy and provided to the project team to achieve. The client should also set aside a Project Budget to deliver inclusive design (including user engagement and any other identified inclusion considerations that may have cost requirements).

At Stage 1: The client is to set up the Project Management Team structure with clear roles and responsibilities for inclusive design, for example stating who will be leading the Inclusive Design Stage Outcome Review. Then in partnership with the Project Management Team, appoint an Inclusive Design Lead, who will be responsible for monitoring adherence of inclusive design principles throughout the project. At Stage 1, the client is also to ensure that the Project Brief makes explicit reference and commitment to include inclusive design across the life cycle of the project and review progress against the Project Budget allocated in Stage 0 to ensure the proposed Inclusive Design Strategy is deliverable. And understand the current and potential future users of the built environment by undertaking a user impact assessment and request the Inclusive Design Lead to undertake an inclusive design audit, in order to identify current building challenges and impact on users. An inclusive design audit is applicable at this Work Stage for a refurbishment project. If the project is a new build development, an impact assessment should be undertaken. Then, in partnership with the Project Management Team and Inclusive Design Lead, a user and communication strategy should be developed. 

At Stage 2: The client should mobilise and engage a User Group to be consulted by the project team at each RIBA stage with support from the Inclusive Design Lead and create and agree an inclusive design review and feedback process for the project team to evidence their approach to maintaining inclusive design values as defined in the Inclusive Design Strategy. 

At Stage 3: The client should request the Inclusive Design Lead to undertake an inclusive design review of all proposed designs across the RIBA Work Stages in consultation with the User Group and Design Team and provide information to the Project Management Team of any identified third parties that should be consulted in respect of the long-term operations and maintenance services post-delivery. Then the client should request from the Project Management Team to confirm an inclusive design review has been completed ahead of a Planning Application submission, to mitigate later design development and project delivery constraints.

At Stage 4: Inclusive design requirements are to be set within the tender brief and scope against a scoring target for inclusive design within the procurement process, ensuring competency within a pre-qualification questionnaire (or similar). Review design progression with the Design Team to ensure designs and specifications are in line with the Project Brief, Inclusive Design Strategy and specialist needs have not changed or been compromised. (For example, the provision of ergonomic or sit-stand desks, facilities for assistance dogs, evacuation arrangements for people unable to use stairs independently, provision of gender-neutral toilets, multi-faith prayer rooms etc.). Engage the Inclusive Design Lead to undertake an inclusive design review in consultation with the User Group and Design Team. Review project operations and management considerations for the Asset Management Team to ensure the building or environment will be managed to facilitate inclusive and accessible use.Ensure the Construction Team have considered inclusion needs for construction staff and public, within their Construction Phase Plan. Upon receipt of tender proposals, engage the Inclusive Design Lead to support the review, along with other members of the Design Team as the Client requires. Engage an Inclusive Design Lead to undertake an Inclusive Design Stage Outcome Review to understand how the design is meeting the objectives, as set out in the Inclusive Design Strategy (RIBA Work Stage 2). 

At Stage 5: Engage the Inclusive Design Lead to undertake an inclusive design audit, mid-build, and pre-completion to check any as-built defects, and provide a report against the Inclusive Design Strategy. This review should include construction proposals to ensure they have considered and defined standards for inclusion, associated with construction site(s) and including temporary works, to maintain safety on and adjacent to site. Engage the Design Team to identify inclusive design operations and maintenance related training requirements to ensure training at handover is delivered by the appropriate person or organisation.

At Stage 6: Ensure the Asset Management Team prepares handover training documents for the building site management team and building guides should be provided in alternative formats. Submitted Inclusive Design Stage Outcome Review’s should be assessed from the project team to understand how the design has met the inclusive design values and objectives as set out in the Inclusive Design Strategy.

At Stage 7: At this stage, the Client retains ongoing ownership, manage operations and maintenance of the asset. This includes initiating Post Occupancy Evaluations, lessons learnt reviews with stakeholders to understand how the design has worked for users across a defined period and the client should also ensure that any building(s) and external public realm (hard or soft landscaping) is managed in line with the operations and maintenance strategy to ensure inclusive design is maintained. 

The next role is that of the Project Management Team:

The Project Management Team is part of the Client team and is concerned with the overall planning and coordination of a project from inception to completion, ensuring it is delivered on time, on budget and to the required quality and inclusion standards. The Project Management Team may include a project manager, client representative, cost consultant, employers agent, information manager and a RIBA Client Adviser. 

Their roles and key actions in relation to each RIBA Stage, include:

At Stage 0: The Project Brief should be reviewed and ensure the Inclusive Design Strategy is understood by the Project Management Team. The Project Management Teams commitment to inclusive design should be defined and ensure the allocated budget supports the Inclusive Design Strategy, including handover activities.

At Stage 1: An Inclusive Design Lead should be appointed and their services may include: 

• Undertaking site visits to understand the current building challenges, initial gaps and identify impacted (current and future) users. 
• Conducting an inclusive design audit of a building or environment. If a new build development, undertake a user impact assessment to identify users likely to be impacted by the proposed design. 
• Supporting the Client with identifying and defining the project inclusive design outcomes, principles and applicable inclusive design legislation, standards and guidance, in the form of an Inclusive Design Strategy with input from the Asset Management Team. 
• Then using insights from the above, they can develop a user and communication strategy, and a project delivery team onboarding strategy e.g., signposting to foundational inclusive design learning and knowledge resources. 
• And reviewing contracts to ensure the Inclusive Design Strategy commitment is met throughout the project and beyond. 

The Project Management team should understand the current and potential future users of the built environment and in partnership with the Client and Inclusive Design Lead, develop a user and communication strategy. Ensuring an understanding of inclusive design within the Project Management Team and signpost to relevant inclusive design knowledge and learning resources provided by the Inclusive Design Lead. The learning resources should the be tested with project team members to ensure resources and communication is accessible for users.

At Stage 2: The Inclusive Design Lead should be embedded as a member of the Design Team, providing access to all proposed designs in order to undertake inclusive design reviews as required. Also ensuring communication is effective between all stakeholders and the Project Management Team, recording the feedback and implementation is crucial.

At Stage 3: Inclusive design co-ordination should be confirmed as complete ahead of the Planning Application with the Client, following Design Team review. Any constraints should be recorded and agreed and a handover documentation strategy prepared with the Design Team to ensure the information required will be made available in an accessible and inclusive manner. In partnership with the Inclusive Design Lead, an Inclusive Design Stage Outcome Review should be undertaken to demonstrate meeting the Inclusive Design Strategy.

At Stage 4: In partnership with the Inclusive Design Lead, and Design Team, the Construction Phase Plan should be reviewed and this should include the site management strategy, segregation of activities and risks, as well as build phasing plan(s) to maintain inclusive design requirements. Any concerns should be raised with the Project Management Team or Client so they may be addressed ahead of site mobilisation.

The requirements for the Building Manual and Building User Guide content and format should be confirmed with the project team. The contract documents should also be prepared to include all aspects of inclusive design for drawings, specifications, and support in line with the Project Brief, whether as clauses or appendices. Also when assessing operability it should ensured that a diverse demographic is consulted and work with the Inclusive Design Lead undertake an Inclusive Design Stage Outcome Review to demonstrate meeting the Inclusive Design Strategy.

At Stage 5: The handover documentation should be collated in line with the agreed strategy ahead of Work Stage 6 and the method of communications is checked to ensure it is inclusive and easy to understand. The communications method of handover should be reviewed and agreed to be inclusive and easy to understand to provide any supporting guidance for any new technologies for both the Building Manual and the Building User Guide. Work with the Inclusive Design Lead should be undertaken to carry out an Inclusive Design Stage Outcome Review to demonstrate meeting the Inclusive Design Strategy.

At Stage 6: In partnership with the Inclusive Design Lead a site-visit should be facilitated to undertake an inclusive design audit in consultation with the User Group and undertake an inclusive design lessons learnt review of the project, to identify inclusive design benefits, where values were lost/maintained, and how can these be improved in the future. The Inclusive Design Lead should also be provided with support on the Aftercare tasks in accordance with their scope of work. Where required, training should be identified and provided on the inclusive design features of the project with the Asset Management Team and work alongside the Inclusive Design Lead to undertake an Inclusive Design Stage Outcome Review to demonstrate meeting the Inclusive Design Strategy.

At Stage 7: The Inclusive Design Lead should be supported with the Post Occupancy Evaluation reviews to assess how the built environment is supporting end users. And support the Inclusive Design Lead to undertake an Inclusive Design Stage Outcome Review to demonstrate meeting the Client’s inclusive design requirements. 

The next role is that of the Design Team:

Which is responsible for the design of the building, for producing the information required to manufacture and construct it. Anyone who designs, engineers or contributes advice or information that will be used as part of the design process needs to be in the Design Team. These may include service engineers, structural engineers, interior designers, space planners, lighting or catering designers, lift designers and human factors. Each has a role to play in ensuring inclusive design. In some cases on larger more complex projects it is common for the contractor to contribute to the design process. 

The Design Team is led by the lead designer (responsible for coordinating the inputs and information from each Design Team member), and will vary depending on the size and complexity of the project. The Inclusive Design Lead with be part of the Design Team.

Their roles and key actions in relation to each RIBA Stage, include:

At Stage 0: Supporting with the development of the Inclusive Design Strategy and ensuring the Project Brief is understood by the Design Team. At this stage, the Design Teams commitment to inclusive design should be defined including how inclusive design will be embedded throughout the project e.g., testing designs with User Group, and ensuring the allocated budget supports the Inclusive Design Strategy. 

At Stage 1: The current and potential future users of the built environment should be understood, and in partnership with the Client and Inclusive Design Lead, develop a user and communication strategy. At this stage information could be requested from the Client on their user impact assessments and the insights from the inclusive design audit undertaken by the Inclusive Design Lead. Understanding of inclusive design within the Design Team should be determined and signpost to relevant inclusive design knowledge and learning resources provided by the Inclusive Design Lead. 

At Stage 2: The Inclusive Design Lead should be integrated as a member of the Design Team, providing access to all proposed designs throughout the project in order to undertake inclusive design reviews as required and in partnership with the Inclusive Design Lead, set-up and facilitate User Group engagement sessions to test designs and capture feedback. And commit to identifying and applying best practice inclusive design, standards and guidance as relevant or as outlined in the Inclusive Design Strategy. The aim should be to go beyond minimum equality and safety regulations. 

At Stage 3: Support should be provided to the Inclusive Design Lead to undertake inclusive design reviews of proposed design schemes, to ensure inclusive design best practice is being applied and complies with regulations. This is to ensure the project delivery will not be constrained in Work Stage 4 by ensuring adequate space and all required facilities are in place pre-planning. Then in partnership with the Inclusive Design Lead User Group engagement sessions should be facilitated and the Design and Access Statement  developed for the Planning Application and coordinate a design review in consultation with the User Group and support an Inclusive Design Stage Outcome Review to demonstrate meeting the Inclusive Design Strategy. Something to consider, is the Inclusive Design Stage Outcome Review is to be undertaken as required by the Client, across RIBA Work Stages 2-7, with the exception of the Design Team and Construction Team delivering this up to RIBA Work Stage 6. In some instances this review can be done in partnership with the Inclusive Design Lead, Project Management Team, Asset Management Team, and Construction Team. 

At Stage 4: The Inclusive Design Lead is to be included in Design Team discussions and has access to all relevant design information to undertake an inclusive design review as required and in partnership with them facilitate User Group engagement sessions. Design progression should then be reviewed with the Project Management Team to ensure designs and specifications are in line with the Project Brief, Inclusive Design Strategy and specialist needs have not changed or been compromised and in partnership with the Project Management Team, support contract documents to include all aspects of inclusive design for drawings, specifications, and support in line with the Project Brief, whether as clauses or appendices. Inclusion and access barrier design should be reviewed with building contractors, considerate of Construction, Design and Management Regulations, 2015 (CDM Regulations) and product selection alongside other project goals such as sustainability, cost, or safety and the Design Team should be engaged to identify training needs to support construction delivery to enable ‘toolbox talks’ (specific topic briefing to the Construction Team) to support the identified activity ahead of the respective work starting. This is to be arranged by the Client, Design Team or Construction Team, as applicable. And an Inclusive Design Stage Outcome Review should be undertaken to demonstrate meeting the Inclusive Design Strategy. 

At Stage 5: The team should work with the Construction Team to deliver the Inclusive Design Strategy and to support inclusion commitments within the Construction Phase Plan. Also support should be provided to the Inclusive Design Lead to undertake an inclusive design audit of the project, mid-build and pre-completion reporting results to the Project Management Team and Construction Team for action or comment. Relevant information on accessible products should also be provided to the Asset Management Team for inclusion in the Building Manual including inclusive design training for use and provide support for an Inclusive Design Stage Outcome Review to be undertaken to demonstrate meeting the Inclusive Design Strategy.

At Stage 6: An inclusive design lessons learnt review of the project should be undertaken, to identify the inclusive design benefits, where values were lost/maintained and how can these be improved in the future and support for an Inclusive Design Stage Outcome Review should be undertaken to demonstrate meeting the Inclusive Design Strategy.

At Stage 7: Using insights from the lessons learnt workshop, best practice and support to the Asset Management Team should be shared to develop an inclusive design manual in accessible and inclusive formats, that should be reviewed to ensure it is up to date and provide availability to support the Client and Asset Management Team with User Group and staff feedback process to identify any future changes. 

The next role is that of the Construction Team:

Which is responsible for manufacturing, assembling, or constructing a building, including the logistics and contractual relationships connected with this. The level of design input will be driven by the contractual obligations.

Their roles and key actions in relation to each RIBA Stage, include:

At Stage 0: The Project Brief should are reviewed ensuring the Inclusive Design Strategy is understood by the Construction Team and the Construction Team’s commitment to inclusive design is defined and they contribute to the inclusive design Project Brief regarding deliverability and site health and safety to support the Inclusive Design Strategy. Discussions should be undertaken with the Inclusive Design Lead regarding any targeted inclusive design outcomes that may be better supported if the Construction Team signs up to ‘Considerate Constructors Scheme’ or similar. If no Construction Team is instructed, this should be led by the Client.

At Stage 1: A milestone build programme should be developed with the Project Management Team for Design Team input and any inclusive design constraints and opportunities emerging in the developing Inclusive Design Strategy should be identified and discussed to mitigate and review as far as practicable, with the Client, Inclusive Design Consultant, and Design Team. The Construction Teams understanding of inclusive design should be determined in the first instance and signpost to relevant inclusive design knowledge and learning resources provided by the Inclusive Design Lead. 

At Stage 2: They should engage with the Clients appointed Inclusive Design Lead to ensure site boundaries and initial site set up are inclusive and accessible. This may occur in Work Stage 4 or 5 subject to contracts and programme, or may be managed in earlier stages by the Client. A draft milestone build programme should be reviewed with the Project Management Team for Design Team input. 

At Stage 3: The design development should be reviewed to ensure diversity and inclusion is considered in access to the site and planning the project delivery (e.g. in the approach to the Construction Management Plan for planning and build phasing). Support should also be provided for an Inclusive Design Stage Outcome Review to be undertaken to demonstrate how the Inclusive Design Strategy is being met. An item to highlight here is that the Inclusive Design Stage Outcome Review is to be undertaken as required by the Client, across RIBA Work Stages 2-7, with the exception of the Design Team and Construction Team delivering this up to RIBA Work Stage 6. In some instances this review can be done in partnership with the Inclusive Design Lead, Project Management Team, Asset Management Team, and Design Team.

At Stage 4: They should work with the Client, Design Team and appointed Inclusive Design Lead to support inclusive design reviews in consultation with the User Group and provide knowledge of adoption requirements, typical delivery or handover constraints that would support discussions and design, to help ensure delivery of Stage 4 design. Then the design development should reviewed to support deliverability and to ensure diversity and inclusion is considered in access to the site and site welfare for all users. Considerations should be taken for any partial occupations, site completion, the Contractor’s closure and removal of compounds. In partnership with the Inclusive Design Lead and the Design Team training requirements should be ensured to support construction delivery in respect of new technology, methods, materials, or other new skills needs is identified to enable ‘toolbox talks’ ahead of the respective work starting and support should be provided for an Inclusive Design Stage Outcome Review to demonstrate how the Inclusive Design Strategy is being met. 

At Stage 5: They should work with the Client, Project Management Team and appointed Inclusive Design Lead to support inclusive design audits in consultation with the User Group mid-build, and pre-completion and ensure inclusive design requirements are met in the site set-up, defining standards for health, safety (CDM Regulations) and inclusion for construction sites and temporary works. Also ensuring the Construction Team has safety on site and the design does not affect members of public or result in injury/health conditions (e.g., closing a pathway will impact a variety of users, parents with pushchairs, wheelchair/mobility-aid users). The Construction Phase Plan should also be reviewed as the site progresses, to ensure diversity and inclusion commitments are maintained as the project progresses, particularly where phased occupation is likely and requires site segregation. Towards the end of the programme ensure site completion, closure and the removal of the site compound is considered to minimise impact on users and maintain safety for the public and any remaining Construction Team. Support should be provided to the Project Management Team’s collation of the Building Manual documentation and agree any inclusive design training requirements that may support the handover and support should be provided for an Inclusive Design Stage Outcome Review to demonstrate how the Inclusive Design Strategy is being me

At Stage 6: Support should be provided to the Inclusive Design Lead with Aftercare tasks as applicable and ensure segregation of any activity around any partial occupations is managed to maintain access and safety with Inclusive Design Lead support. Site closure should also be ensured to be managed around residents and users with support of the Inclusive Design Lead as appropriate and an inclusive design lessons learnt review of the project is undertaken, to identify the inclusive design benefits, where values were lost/maintained and how can these be improved in future and support should be provided for an Inclusive Design Stage Outcome Review to demonstrate how the Inclusive Design Strategy is being me

At Stage 7: Subject to contract obligations, it should ensured that operations and maintenance enquiries to maintain the built environment (e.g., external hard or soft landscaping, infrastructure in a maintenance period prior to adoption and reported defects) are responded to within the agreed timeline and appropriate manner post-handover. Post-Occupancy Evaluations should be requested and Low Frequency Effects (LFE) are perform to take on to future work.

The next role is that of the Asset Management Team:

Which are responsible for developing, operating, maintaining, upgrading and disposing of an asset using the most effective and efficient means.

Their roles and key actions in relation to each RIBA Stage, include:

At Stage 0: The Clients inclusive design Project Brief should be reviewed and a supporting operations and maintenance strategy should be developed for achieving an operationally inclusive and accessible environment for input to the Inclusive Design Strategy. This could include how accessibility and inclusion related data should be recorded and stored. The Inclusive Design Strategy might be further developed with input from the Inclusive Design Lead and Asset Management Team in RIBA Work Stage 1. As well as developing a Plan for Use Strategy with the support of the Inclusive Design Lead and Design Team.

At Stage 1: Background operations and maintenance data should be identified and provided to the Client to inform sustainable outcomes targets, whilst ensuring the ergonomic design requirements of people with access requirements can still be met. Information should also be provided for the functional brief, such as the required durability of materials for the type of activities and diverse user requirements, ease of maintenance, and duplicity of supply, so that accessibility is not disrupted by failure of components. A budget should, therefore, be set aside to include an appropriate sinking fund and life cycle replacement to ensure the building achieves longevity as user needs or activities change, and to prevent premature building obsolescence. 

At Stage 2: Occupancy and utilisation surveys for access and inclusion related data should be reviewed to identify friction points, inform spatial planning and provision of key amenities (e.g. quantities of accessible WCs, gendered and non-gendered provision). In partnership with the Inclusive Design Lead an inclusive design review should be undertaken of the proposed Design Team drawings and specifications for maintenance elements. This could include lifts, hoists, water temperature, air quality, lighting, mechanical, engineering and plumbing services and anticipated preventative maintenance. Then future-proofing measures should be discussed to address building users’ feedback or to support any Client aspirations above regulatory obligations with the project team. For example, lifts suitable for use in a fire evacuation, fused spurs on circulation doors to make retrospective addition of automation easier, capped off water services to some areas to allow additional potential washrooms which may include a Changing Places Toilet for assisted use, or ablution facilities for faith needs. And operations and maintenance requirements should be shared with the Design Team, such as inclusive fire evacuation arrangements for people unable to evacuate via stairs, informed by current challenges or arrangements). And also work with the Design Team and Construction Team to agree detailed access and inclusion targets for the building’s performance for the Plan for Use Strategy.

At Stage 3: In partnership with the Inclusive Design Lead, an inclusive design review in consultation with the User Group should be undertaken regarding specific requirements for spatial layouts, proximity and specification of sanitaryware, connectivity and transition between spaces and storage requirements. And in partnership with the Design Team, where applicable, establish room data sheets that include spatial and services provision for diversity of requirements, such as first aid, faith, quiet rooms, accessible and gender requirements for sanitary accommodation and ensure life cycle and cost models identify whole-life cost considerations, to ensure flexibility in use is achieved for a range of accessibility and inclusion user needs. This can assist in avoiding front-end value reviews which results in higher operations and maintenance costs at a later stage. It will also be beneficial to ensure the building management system and technical requirements are specified and meet anticipated user requirements and activities. And Inclusive Design Stage Outcome Review should be undertaken to demonstrate the Inclusive Design Strategy is being met and ensure these are incorporated in the spatial coordination phase. Key item to note, is that the Inclusive Design Stage Outcome Review is to be undertaken as required by the Client, across RIBA Work Stages 2-7, with the exception of the Design Team and Construction Team delivering this up to RIBA Work Stage 6. In some instances this review can be done in partnership with the Inclusive Design Lead, Project Management Team, Design Team, and Construction Team.

At Stage 4: Collaboration with the Inclusive Design Lead is required in project meetings to provide input to the Design Team and identify risks to accessibility and inclusion. Design progression should also be reviewed with the Project Management Team to ensure designs and specifications are in line with the operations and maintenance strategy and any specialist needs have not changed or been compromised, such as the provision of ergonomic or sit-stand desks, spacing for assistance dogs, evacuation arrangements for people unable to use stairs independently. The approach for the building handover should, therefore, be developed and confirm the inclusive design scope for the Building Manual. This should include details of the Inclusive Design Strategy and Building User Guide alongside documents such as; any inclusive design or access management plans and, where provided, equality impact assessments, access statements or specific conditional approvals submitted for building control. The procurement strategy for asset management services should then be reviewed with the Project Management Team to ensure it supports the maintenance of an inclusive environment, training in equality awareness and identifies key performance indicators (KPIs) relating to accessible and equitable service provision.

At Stage 5: A schedule for timely handover training and accurate recording of accessibility and inclusion related operations and maintenance issues should be established, including seasonal-related commissioning and training on equipment such as hoists and evacuation lifts. Support should be provided to the Project Management Team’s preparation of handover documentation and agree inclusive design training requirements and the Building User Guides should be finalised for public visitors, contractors, and staff. Some alternative communication formats may be required.

At Stage 6: In partnership with the Inclusive Design Lead, a site visit should be undertaken with the User Group for testing and feedback, to identify any identify and address any potential accessibility barriers for people to use the building. Then pre-commissioning and dead testing of mechanical, electrical and plumbing services should take place and highlight any irregularities that may impact ability to safely maintain the environment, the end user comfort or accessibility. A suitable training provider should be engaged to deliver accessibility and inclusion training for the Asset Management Team, or newly appointed facilities managers. Then building occupation plans, should be developed, where appropriate to the project to eliminate potential barriers in operating procedures for people with accessibility requirements in the building. Safety arrangements should consider anticipated assisted evacuation arrangements for some occupants. And a Post-Occupancy Evaluation should ne planned with a specific focus on accessibility and inclusion.

At Stage 7: The post-handover Aftercare period should be coordinated, undertaking a Post Occupancy Evaluation and site-visits with users to identify and address any accessibility issues and the Building User Guide should be evaluated to ensure accessibility and inclusion procedures are clear and appropriate for all user groups, eg, fire evacuation. A monitoring system should also be set up for periodic and tailored reviews by a managing agent or other appropriately competent person or organisation. The feedback system should be easy for everyone to use, and for the facilities management team to take action. The Building Manual is updated to record any early adjustments to the building. The Building User Guides should be reviewed and updated and arrange accessibility and inclusion induction training for new staff and contractors. A project lessons learnt review should also be undertaken to identify if inclusive design values were lost or maintained and how these can be improved in future.

So to sum up what I discussed today:

• Incorporating inclusive design into the built environment will remove the barriers that create effort and separation, and enables everyone to participate equally, confidently, and independently in everyday activities.
• The RIBA has introduced guidance to assist with embedding inclusive design into the built environment and introduces inclusive design within five key team roles; Client, Project Management Team, Design Team, Construction Team and Asset Management Team.
• The guidance also introduced the Inclusive Design Lead role which is responsible for implementing inclusive design in partnership with the wider Project Team. 
• For smaller projects, an Inclusion Champion should be identified within the client or project team 
• A review at the end of each stage gives different team members an opportunity to report back to the client on how the aims of the Inclusive Design Strategy have been addressed. This is known as the Inclusive Design Outcome Review.