1 
Foreword 
CABE believes that good design is fundamental to higher quality buildings and 
open spaces and represents true value for money. Function is one of the 
cornerstones of good design and accessibility is vital for a project to function well. 
Creating places and facilities that are accessible to everyone should not be seen 
as merely an afterthought, or as compromising other aspects of the overall 
design. The Disability Discrimination Act means that designing for people who 
are impaired becomes our first consideration so that integrated solutions become 
the automatic standard for all services and new developments. 
This Act is placing new demands on providers of services and those who 
commission and design the environment in which those services will be 
delivered. Everyone involved in the procurement process has a part to play 
but those who manage and maintain facilities in the long term have a 
particularly important role. At CABE we have often emphasised the 
importance of a clear brief in achieving design quality, but the task of 
providing an inclusive environment is on-going and I support the emphasis on 
the Occupational Brief in this document. 
Successful projects need strong, informed leadership. CABE has 
campaigned for Design Champions to be appointed throughout the public 
sector to promote and safeguard design quality in new buildings and open 
space projects. I welcome the call to appoint Access Champions to 
perform a parallel role to mainstream issues concerning access at all 
stages in every project. 
I am very pleased to sponsor the publication of this considered and useful 
guide and I am confident that by adopting the best practice set out in these 
pages we can achieve fully accessible buildings, open spaces and streets that 
can be a benefit and a source of pride for everyone. 
Jon Rouse 
CEO 
Commission for Architecture and the Built Environment

2 
Contents 
Foreword 1 
5 Key points of Good Practice 4 
Part I: Introduction 5 
1. About this guide 5 
1.1. The purpose of this guide 5 
1.2. Who is this guide for? 6 
1.3. Terms used in this guide 6 
1.4. How widely does this guide apply? 6 
2. The built environment 7 
2.1. Introduction 7 
2.2. What are inclusive environments? 8 
2.3. Inclusive environments – the business case 8 
2.4. The social/moral benefits of creating inclusive environments 9 
2.5. The legal benefits of creating inclusive environments 10 
2.6. The commercial benefits of creating inclusive environments 11 
3. Enhancing the delivery of inclusive environments 12 
3.1. Three steps to success 12 
Part II: The development and project briefing processes 13 
4. The development process explained 13 
4.1. Introduction 13 
4.2. The Strategic Definition phase 14 
4.3. The Design and Construction phase 16 
4.4. The Occupation phase 20 
5. The Project Briefing process explained 21 
5.1. What is the ‘project briefing’ process? 21 
Contents 
5.2. The Strategic briefing phase 22 
5.3. The Design and Construction briefing phase 23 
5.4. The Occupational briefing phase 24 
5.5. The link between ‘Project Briefs’ and ‘Access Statements’ 25 
Part III: Preparing Project Briefs– Best practice 26 
6. Examples of Best Practice 26 
6.1. Strategic briefs 26 
6.2. Design and construction briefs 30 
6.3. Occupation briefs 33 
Part IV: The Access Champion 34 
7. The Access Champion 34 
7.1. Introduction and definition 34 
7.2. Two important points 34 
7.3. The relevant skills of an Access Champion. 35 
7.4. Finding an Access Champion and assessing their abilities 37 
Part V: Delivering the Briefs – Best practice 39 
8. Introduction and project structure 39 
9. A guide to best practice 42 
9.1. The Strategic Definition phase 44 
9.2. The Design and Construction phase 50 
9.3. The Occupation phase 70 
Appendices 74 
10. Appendix A: Typical pitfalls and possible causes 74 
11. Appendix B: Glossary/terms used 81 
3

5 
Part I: Introduction 
4 
5 Key points of Good Practice 
Good practice point No.1 
• The implementation, design and construction team should 
understand and commit to the commercial, legal and moral benefits 
of inclusive environments. 
Good practice point No.2 
• Appoint an appropriate project Access Champion and: 
(a) empower them to act effectively within the project structure in the 
interests of access; and 
(b) pay a fee for the services the Access Champion will have to 
undertake. Do not deem the services to be included within a 
designer’s existing appointment. 
Good practice point No.3 
• Actively consider and integrate access issues at all stages of the 
project briefing process. 
Good practice point No.4 
• Through the proactive and consistent contributions of the key 
participants, convert the access requirements of the project briefs 
into appropriately designed and constructed buildings that meet 
the requirements of the briefs. 
Good practice point No.5 
• Review projects upon completion and use any lessons learned 
for enhancing the delivery of future projects. 
1. About this guide 
1.1. The purpose of this guide 
1.1.1. This guide offers best practice advice on how all participants in the 
development process can contribute to the delivery of a high quality 
inclusive environment that provides access to all members of society, 
including disabled people. 
1.1.2. To achieve this, the guide: 
• explains the meaning of inclusive environments and conveys the 
social, legal and commercial benefits; 
• describes the typical stages of the development process; 
• highlights the significant role that ‘Project Briefs’ play in defining 
the access requirements of a project at every stage; 
• underlines the importance of proactively (rather than through 
expectation) converting the project briefs into inclusive 
environments; 
• explains the pivotal role that the ‘Access Champion’ plays in the 
project briefing and development processes; and 
• explains the roles that the other key participants play in the project 
briefing and development processes. 
1.1.3. The guide also provides: 
• best practice guidance on writing project briefs for inclusive 
environments; 
• best practice guidance on converting the project briefs into 
inclusive environments; 
• guidance on identifying and appointing a suitable Access 
Champion; 
• real life examples of common problems and the reasons 
for them; and 
• a glossary of key terms.

7 
2. The built environment 
2.1. Introduction 
2.1.1. The built environment is important because in one way or another it 
effects almost everything we do, whether at work, at play, at home or 
when travelling. Without full consideration of people’s needs, the built 
environment can exclude people from playing a full and active part in 
society. 
2.1.2. The development industry is significant, as it is the vehicle through 
which the built environment is created, regenerated and maintained. 
It is also a substantial industry with an annual construction output of 
some £60 Billion, which accounts for 8% of UK domestic product. If it 
is to deliver well-designed and constructed environments that 
enhance the quality of people’s lives, then it must conform to the 
objective and measurable principals of good design i.e. functionality, 
build-quality, efficiency and sustainability. 
2.1.3. Despite the long-term adoption of these principals, the development 
industry still delivers environments that do not meet the needs of the 
whole community. By definition these environments are badly 
designed. 
2.1.4. This is best illustrated by looking at how the needs of disabled people 
have been accommodated in recent years. Disabled people’s needs 
are often considered separately from other groups of people, or after 
the design of a building has been completed. Solutions often consist of 
separate facilities, such as platform lifts or ramps for wheelchair users 
located on one side of a stepped entrance. Children’s needs are often 
ignored altogether, for example, wash-hand basins in public toilets 
which are usually too high. Baby changing facilities are sometimes 
located in the women’s toilet but not in those for men, preventing 
fathers from using the facility. 
2.1.5. This type of design misses major social and economic opportunities 
and is to the detriment of all members of society. 
6 
1.2. Who is this guide for? 
1.2.1 Inclusive environments are the concern of everyone involved in the 
design, construction and occupation of buildings and transport 
infrastructure. This guide is therefore of general interest to all 
participants in the process. 
1.2.2. However the guide is of particular relevance to the key participants in 
the process. These key participants are: 
• the employer/developer; 
• the Access Champion; 
• the project manager; 
• the lead designer; 
• other designers; 
• the contractor; 
• the funder; and 
• the end-user/occupier. 
1.3. Terms used in this guide 
1.3.1 Within this guide, jargon and technical language has been avoided 
wherever possible. However there are a number of important and 
unavoidable terms with specific meaning relevant to the purpose of 
this guide. There is an explanation of these terms in the Glossary, 
which can be found at the end of the document. 
1.4. How widely does this guide apply? 
1.4.1 Although the guide explains the development process in some detail, 
it should be recognised that the construction industry is highly creative 
and develops numerous variations to the common process. These 
variations may exist for reasons of speed, risk, complexity or cost. 
1.4.2 As a result this guide cannot address every possible variation to the 
basic process. 
1.4.3 For this reason it is essential that the key participants have a full 
understanding of the effect on design and construction responsibilities 
that differing project structures or procurement routes have. 
1.4.4 If this knowledge does not exist then further advice should be sought.

9 
2.4. The social/moral benefits of creating inclusive 
environments 
2.4.1. Society has an interest in creating inclusive environments because 
an estimated 20% of the population, some 12 million people are 
disabled.1 Of these some 2.8 million disabled people of working age 
are out of work and receiving benefits. Over 1 million of these say 
they want to work.2. 
2.4.2. There are two further important points to consider: 
• this percentage is set to increase dramatically over the next few 
decades, as UK demographics shift towards an increasingly 
elderly population. Indeed, over the next 40 years, the number of 
people over 65 is set to rise by 73% while the population as a 
whole is set to increase by only 10%3; and 
• it is not only disabled people who benefit from inclusive design. 
There are currently a further 18 million people who would directly 
or indirectly benefit.4 These include older people, families with 
small children under the age of five, carers, friends and relatives 
who accompany people with disabilities. Indeed it is fair to say that 
all members of society benefit to some degree from inclusive 
environments. 
8 
2.2. What are inclusive environments? 
2.2.1. Inclusive environments are those that can be used by everyone, 
regardless of age, gender, ethnicity or disability. This makes them 
truly functional, efficient and sustainable. If the build quality is also 
high, then these developments meet the principals of good design 
described above. 
2.2.2. Inclusive environments are made up of many elements such as the 
attitudes of individuals and society, the design of products, 
communications, as well as the design of the built environment itself. 
Inclusive environments recognise and accommodate differences in 
the way people use the built environment and provide solutions that 
enable all of us to participate in mainstream activities equally, 
independently, with choice and with dignity. 
2.2.3. An inclusive environment does not attempt to meet every single 
need, but considers people’s diversity and breaks down unnecessary 
barriers and exclusions in a manner that benefits us all. This is 
significant because although society and individuals have invested 
heavily in enabling people to manage their personal circumstances 
effectively (e.g. by providing aids and adaptations for disabled 
people), many people remain unnecessarily ‘disabled’ by ill-conceived 
environments. 
2.2.4. As a result many people are made unnecessarily dependent on 
others and are unable to take full responsibility for themselves. 
2.3. Inclusive environments – the business case 
2.3.1. There are three interwoven and substantial benefits in delivering 
inclusive environments through the development process. These are 
social/moral benefits, legal benefits and commercial benefits. 
2.3.2. Considered collectively, they form a powerful business case: 
1. (Source: Analysis of data from an omnibus survey: In-house report 30, Grahame Whitfield, DSS, 1997) 
2. (Source: Disability Rights Commission: Disability brief October 2002) 
3. (source: Government Actuary's Department/National Statistics. National Population Projections 2000-based. 
Series: PP2 No. 23. Date: 2002) 
4. (Source: Summer 1997 Labour Force Survey UK). 
Business 
case 
Commercial 
benefits 
Social/moralbenefits 
Legal benefits

11 
2.6. The commercial benefits of creating inclusive environments 
2.6.1. There are very real and substantial commercial benefits to the design 
and delivery of inclusive environments. Four illustrative examples are 
given below: 
• disabled people have an estimated spending power of £51.3 
Billion.5 To this the spending power of their families, friends and 
helpers must also be added, which is likely to more than double 
this figure. This ‘spending power’ is of great significance to the 
commercial market. For example, at the National Portrait Gallery it 
has been reported that visitor members have increased by 20% 
since the addition of the Ondaatje Wing, which improved 
accessibility, circulation and other facilities; 
• developments designed to be inclusive are likely to have an 
enhanced market value. The reason is that occupiers now favour 
accessible buildings during a selection process. This is because 
they recognise that inclusive environments are suitable for a more 
diverse range of people and are therefore more functional, 
sustainable and efficient. They are also aware of the commercial, 
legal and moral disadvantage of excluding such a substantial 
percentage of the population; 
• it is significantly more cost-effective to provide for access at the 
design stage, rather than by making retrospective adjustments 
during the construction phase or after occupation. Additional costs 
can be marginalised or eliminated if inclusive design is considered 
at an early stage; and 
• if a development is designed from the earliest concept stages to 
meet the needs of everyone, planning approval or building 
regulation consent is unlikely to be refused on the grounds that it 
does not meet appropriate access standards. This minimises the 
potential for delay, with obvious financial benefits. The 
implementation by local authorities of the government’s good 
practice guide, as described above, will further enhance the risk of 
rejection. 
10 
2.5. The legal benefits of creating inclusive environments 
2.5.1. The Government is increasing its legal emphasis on the need to 
deliver inclusive environments on both new and existing buildings. 
This can be seen in a number of initiatives: 
• it is actively encouraging the use of the Town and Country Planning 
system to promote and enforce the delivery of inclusive 
environments. The Office of the Deputy Prime Minister has recently 
published ‘Planning and Access for Disabled People – A Good 
Practice Guide’. In simple terms the guidance describes how to 
ensure that inappropriately designed proposals are not granted 
planning permissions; 
• in 2002 it consulted on proposals for amending the Building 
Regulations Part M - Means of Access to and use of buildings. 
The proposed amendments extend the coverage of the 
requirements and would encourage more attention to inclusive 
environments than previously required, including an access 
statement setting out the approach taken; and 
• Part III of the Disability Discrimination Act 1995 gives disabled 
people a ‘right of access’ to goods, facilities, services and 
premises. These rights are being phased in from 1996 to 2004. 
From October 2004, service providers may have to alter the 
physical features of premises if the service continues to be 
impossible or unreasonably difficult for disabled people to use. 
5. (Source: the Institute of Employment Studies 1999).

13 
4.1. Introduction 
4.1.1. The UK construction industry is made up of an extraordinary diversity 
of professions, specialists and suppliers, all of whom are involved 
with the definition, design, construction, repair, refurbishment, 
regeneration and occupation of our built environment. 
4.1.2. Because of this complexity, a project’s structure can vary 
substantially from development to development. The choice of project 
structure or of procurement route is dependent on many factors. 
These include the desired speed, cost certainty, flexibility, complexity, 
price competition and to some degree the quality of design and 
workmanship required. 
4.1.3. That said, once a project is structured it can be categorised into it’s 
three constituent phases, namely: 
Part II: The development 
and project briefing processes 
12 
3. Enhancing the delivery of inclusive environments 
3.1. Three steps to success 
3.1.1. Research has indicated that there are three distinct yet substantial 
steps that can be made to enhance the delivery of inclusive 
environments during development. 
3.1.2. These are; 
• incorporating inclusive environment principles into all stages of the 
project briefing process; 
• successfully converting the project briefs into inclusive 
environments; and in support of these two steps: 
• the appointment of an appropriately skilled Access Champion. 
3.1.3. The next part of this guide provides a brief background to the 
development and project briefing processes and the key participants 
involved. The following part: 
• describes the development process and the project briefing 
process; 
• identifies the key participants and explains their respective roles; 
• gives best practice advice on the preparation of project briefs; 
• gives best practice advice on how the key participants in the 
development process (including the Access Champion) can 
convert the project briefs into inclusive environments; and 
• describes how to locate an appropriately skilled Access 
Champion. 
4. The development process explained 
4.1.4. By understanding the nature of the phases and by matching 
appropriate contributions from the key participants, it is possible to 
build robust and comprehensive guidance that is applicable to any 
particular project structure. It is this approach that is taken by the 
guide. In addition notes and commentary are provided to indicate the 
possible consequences of a different type of project structure. 
4.1.5. However in taking this approach, the guide assumes a level of 
knowledge in those responsible for structuring the project and 
defining the roles and responsibilities of the participants. If this level 
of knowledge does not exist, then further advice on procurement and 
project structures should be sought. 
The Strategic definition phase 
The Design and construction phase 
The Occupation phase

15 14 
4.2. The Strategic Definition phase 
1 Project Inception 
and definition. 
Preparation of 
Business case 
Identification of business need or commercial potential 
of project. 
Identification of key business objectives and outcomes. 
Identification and appraisal of options for delivery of 
business objectives. 
Identification of site(s). 
Definition of project scope, time-scale and available 
budget based on business needs and objectives. 
2 Appointment of 
key project team 
advisors including 
strategic advisor. 
May include the appointment of some of the following: 
project manager, lead designer and cost consultant. 
The timing of the appointment of the key consultants 
will vary depending on the complexity of the scheme, 
the level of detail or accuracy required at these initial 
stages and the skills the developer/employer has ‘in 
house’. 
The lead designer is usually the architect. 
May be a different team from the one that develops 
the detailed designs and oversees construction. 
3 Strategic briefs. The preparation of a written document that 
encompasses the developers/employers requirements 
for the project. The content and level of detail will vary 
depending on the relative complexity of the project and 
the procurement route being selected. 
Strategic briefs are explained in greater detail below, 
but in summary it may include: a statement of 
corporate needs and objectives, strategic statement of 
intent, key design and aesthetic aspirations, design 
and construction requirements, an assessment of 
options supported by feasibility studies, an 
assessment of procurement options, an assessment 
of value for money and affordability, project structure, 
future-proofing, programme constraints and budget. 
The form, content and even the existence of the 
Project Brief will be entirely dependent on the 
particular characteristics of the project and the client. 
Stage Description Key functions of stage 
4 Feasibility 
studies 
If the project is complex or if there is a choice of 
options then it may be necessary to undertake one 
or more feasibility studies to amend or clarify the 
Project Brief. 
The appointed consultants will visit the sites and 
undertake an initial appraisal of each. 
Procurement and construction options will be 
appraised. 
A development budget will be prepared and 
compared with the available budgets. This may lead 
to further amendments of the project brief. 
This stage may be re-visited on several occasions 
until the scope, output and cost of the project meets 
the business case and strategy. 
Stage Description Key functions of stage 
Strategic definition phase

17 16 
4.3. The Design and Construction phase 
Stage Description Key functions of stage 
Design and Construction phase 
5 Outline 
Proposals 
Preparation of basic site plans, elevations, and 
construction principles in written and drawn format. 
Cost plan generated based on the outline proposals. 
Outline proposals prepared and assessed against the 
developers brief and the project budget. 
Outline proposals amended as often as is necessary to 
ensure exact fit with developers brief and project budget. 
6 Draft Design 
and construction 
brief 
The timing and formulation of these briefs (and 
even their names) will depend on the nature, scale, 
complexity and procurement of the project. Some 
projects may have a number of different briefs, or 
‘sub-briefs’ covering specific aspects of the design 
and construction such as the urban environment or 
equipping requirements. Most briefs will develop in 
stages with more and more detail being added. 
Design and construction briefs are discussed in 
greater detail below. 
7 Initial Statutory 
Consultations 
Outline design may form the basis of a planning 
application for outline planning permission or the 
agreeing of a Planning brief with the Local Planning 
Authority. (There is little point in developing a 
scheme in greater detail without outline consent). 
Negotiations/discussions held with other statutory 
authorities such as Building Control/Approved 
Inspector or Highways Authority. 
Amendment made to outline proposals if required by 
statutory authorities. 
Stage Description Key functions of stage 
8 Appoint 
Remainder of 
Design Team 
The content of the design team will be dependent on 
the nature of the development and the skills required. 
The timing of the remaining appointment will similarly 
be dependent on the nature of the project and the 
chosen procurement route. 
For example a mechanical and electrical service 
consultant or a structural engineer may be appointed 
much earlier in the process if it is warranted by the 
complexity of the scheme. 
9 Scheme Design Outline proposal developed in greater detail to 
indicate for example spatial arrangements, materials 
and appearance. 
Cost plan updated and scheme design revised if 
required to meet project budget and developers brief. 
10 Detailed design 
and 
construction 
brief 
Depending on the chosen procurement route, a very 
detailed design and construction brief may be issued. 
These are particularly important where there are 
substantial elements of contractor’s design. 
11 Detailed 
Statutory 
Consents 
Further consultations with planning and other 
statutory authorities undertaken. 
Revisions made to scheme design as necessary 
and full applications made for detailed planning 
consent, building regulation consent, highways 
consent etc as necessary. 
12 Detailed 
Design & 
Specification 
Detailed design developed from approved scheme 
design to a level of detail appropriate for construction. 
Detailed reference will also be made to the design 
and construction brief. 
Further approvals and discussions with the statutory 
authorities undertaken.

19 18 
Stage Description Key functions of stage 
Cost plan updated. 
Detailed design revised as necessary to meet 
budget requirements and requirements of statutory 
authorities. 
NB: detailed design of some elements of the 
development scheme are likely to take place after 
the main contractor has been appointed. For 
example a subcontractor may be designing the 
lighting or a passenger lift based on a “scheme 
design” performance specification. This design would 
typically take place with construction well under way. 
The total duration of this stage is variable. 
Further consultations also take place with statutory 
authorities. In particular elements of the scheme 
designed late in the construction sequence will be 
subject to further discussion, amendment and 
approval by the statutory authority. 
13 Main Contractor 
Appointed 
Following tender action the main contractor or the 
construction manager will be appointed. 
The timing of the appointment will vary enormously 
depending on the chosen procurement route. 
For example in design and build or traditional two 
stage contracting the contractor will have great input 
into the design stages of the project and is likely to 
be appointed at approximately scheme design stage. 
Novation may also take place at this stage for 
example in design and build schemes. This is the 
process whereby the employment of a design team 
is novated from the employer to the contractor. It is 
then their role to develop the detail of the design on 
behalf of the contractor. 
Stage Description Key functions of stage 
14 Subcontractors 
/Trade 
Contractors 
Appointed 
As noted above the timing of the subcontracts (and 
the design responsibilities of the subcontractors) will 
vary enormously. The design responsibility of the 
subcontractors is of great relevance in ensuring 
appropriate accessibility. 
With traditional construction, subcontractors may have 
agreed fixed price contracts with the main contractor 
based on a detailed design provided by the design 
team prior to the main contract being lead. The 
appointment of a subcontractor might therefore be 
“back-to-back” with the main contract. 
However with construction management, trade contracts 
will only be tendered as and when necessary, often long 
after other contracts have been completed. 
15 Construction The sequential delivery of the construction project to 
the designs provided by the various designers. 
16 Hand-over Completion of the project to include completion of all 
snagging. 
The successful completion of a snagging period which 
may include proving of mechanical and electrical services. 
The provision of operating and maintenance manuals 
including as installed drawings. 
Training of staff in the operation of the mechanical and 
electrical services.

21 
5. The Project Briefing process explained 
5.1. What is the ‘project briefing’ process? 
5.1.1. The briefing process is the creative process that provides a 
framework against which the key participants in the development 
process can conceive, design, construct and occupy buildings. 
5.1.2. It is not a process concerned exclusively with the capture and 
clarification of detailed performance criteria at the early stages of the 
design process. It is a much wider process that begins during the 
strategic phase of the project, develops through the design and 
construction phases and concludes after the occupation of a building. 
5.1.3. It is this systematic briefing process that allows development projects 
to be fully and robustly defined. 
5.1.4. The project briefing phases can be categorised into three phases, 
which broadly reflect the similar stages in the development process. 
5.1.5. These are; 
20 
4.4. The Occupation Phase 
Stage Description Key functions of stage 
The Occupation phase 
17 Occupation The successful occupation and use of the building. 
The delivery of appropriate staff training and 
familiarisation with the environment and facilities. 
In particular with PFI projects, the services the 
facilities manager (FM) provider is contractually 
obliged to deliver must be properly tailored to meet 
the needs of end users and occupiers. 
18 Occupation 
brief 
The post occupation review of both the design and 
construction process and the use of the building by 
the occupants. The constructive use of lessons 
learned for the benefit of future projects. 
Name of Briefing phase: 
The Strategic briefing phase 
The Design and construction 
briefing phase 
The Occupation briefing phase 
Related Development phase: 
The Strategic Definition phase 
The Design and construction 
phase 
The Occupation phase 
5.1.6. The project briefs are the outputs that result from the briefing 
processes. The various briefs are explained below.

23 22 
5.2. The Strategic briefing phase 
The Strategic brief 
The strategic brief will be drafted in response to a particular corporate need. 
Its exact content and structure may vary and many elements of it will only 
be defined following completion of inward-looking studies and outward 
looking feasibility assessments. 
However a well written strategic brief will generally incorporate the following: 
• Corporate needs and objectives. 
• A strategic statement of intent. This may be in the form of a mission 
statement. 
• A statement of key design and aesthetic aspirations, with guidance on 
relative priorities. 
• Outline design and construction requirements. 
• An assessment of options, supported by the results of feasibility studies. 
• An assessment of procurement options and the implications of each. 
• Assessment of value for money and affordability. 
• A project structure defining roles, responsibilities and the decision making 
process. 
• An assessment of adaptability for change and growth (future proofing). 
5.3. The Design and Construction briefing phase 
Design and Construction briefs 
Design and construction briefs develop in incremental stages, with greater 
detail being added to draft documentation as the project evolves. This 
happens through an incremental process of validation, evaluation and testing, 
with the strategic brief used as the benchmark against which ideas and 
proposals are measured. 
The timing and formulation of design and construction briefs (and even their 
names) will depend on the nature, scale, complexity and procurement of the 
project. Some projects may have a number of different briefs, or ‘sub-briefs’ 
covering specific aspects of the design and construction such as the urban 
environment or equipping requirements. 
The briefs allow the detailed design and construction requirements 
of a project to be clearly defined for all participants. Consequently the 
downstream detailed design and construction activity is closely influenced 
by this document. 
A relevant sample of the access related issues that a design and construction 
brief might cover are as follows: 
• A re-affirmation of relevant elements of the strategic brief including: 
• The Strategic statement of intent. This may be in the form of a mission 
statement 
• The statement of key design and aesthetic aspirations, with guidance on 
relative priorities. 
• Enhanced details of the project structure including the procurement 
structure and the roles and responsibilities of the participants and the 
mechanics of the decision making and project assessment processes 
• Enhanced details of the more specific design aspirations relating to 
particular functions or construction elements 
• Details of design standards, including prescriptive requirements where 
appropriate

25 
5.5. The link between ‘Project Briefs’ and ‘Access Statements’ 
5.5.1. The elements of these project briefs that relate to access are 
sometimes known as ‘access statements’. The development of the 
Access Statement will closely mirror the development of the larger 
project brief, within which it sits. 
5.5.2. The Disability Rights Commission (DRC) is currently developing 
further guidance on Access Statements. 
24 
5.4. The Occupational briefing phase 
Occupation briefs 
The design and construction of a building including the fitting-out is of great 
importance in defining the quality of access. The shell and core of a building 
will typically have a life-span of 50 to 100 years and because it is relatively 
difficult to amend or improve, delivering appropriate accessible design and 
construction at the first time of asking is of great importance. 
However the post-occupation effect on accessibility should not be overlooked 
as these day to day changes can have a significant positive or negative 
impact on accessibility. It is these microenvironments that are also very 
reactive to the actions of individuals. 
An occupation briefing process therefore serves two functions through post 
occupation evaluation; 
• it allows improvements to be made to the completed development through 
management and equipment techniques; and 
• it allows the information and lessons learned to be used for the benefit of 
other projects. 
Typically the post occupation briefing process will include: 
• A review of the design and construction process 
• A review of the resultant structure and fabric measured against the original 
strategic and design and construction briefs 
• A review of the building performance when measured against the original 
business need. 
The first review should not be undertaken until such time as the building and 
occupants have ‘settled’, typically one month after occupation. Subsequent 
reviews should be undertaken on a periodical basis to ensure that the original 
strategic requirements continue to be met. These rolling reviews are over 
great significance as neither business nor society is static. Some elements of 
the development will expect to change over time and the development must 
respond to this.

27 26 
Part III: Preparing Project Briefs – Best practice 
6. Examples of Best Practice 
6.1. Strategic briefs 
6.1.1. The following list of access issues for inclusion within the project brief 
is not intended to be exhaustive. The exact content and scope will be 
dependent on the nature of the development. 
6.1.2. The exact location of the access issues within the wider strategic 
brief will also be dependent on the nature of the project and the 
documentation. To maximise the impact of the access message, we 
recommend that access related issues are grouped where possible. 
6.1.3. This grouping into a self-contained sub document is often referred to 
as an ‘access statement’. 
Description Access related example 
Corporate needs 
and objectives 
‘The relative inaccessibility of our retail unit has 
resulted in the loss of customers to similar but 
accessible stores.We have a commercial need to 
maximise our customer base and thus our revenue. 
In addition the existing access provisions within our 
store may leave us vulnerable to civil action under 
the Disability Discrimination Act 1995. 
A strategic 
statement of intent. 
This may be in the 
form of a mission 
statement. 
‘Our aim is to deliver well-designed and constructed 
quality buildings that fulfil the principals of 
functionality, build-quality, efficiency and 
sustainability. To achieve this we must maximise the 
access provisions within our store. 
In doing this we will increase customer numbers, 
increase the efficiency with which our existing 
customers shop, reduce the risk of future civil action 
under the Disability Discrimination Act 1995 and be 
able to publicly and privately brand ourselves as a 
morally and socially exemplar organisation’. 
Description Access related example 
‘Our intention is to exceed the ‘minimum’ access 
standards defined by Part M of the Building 
Regulations and other mandatory documentation. Our 
goal is to achieve best practice aspirational access 
standards for all design, construction and operational 
aspects of our new store’. 
A statement of key 
design and 
aesthetic 
aspirations, with 
guidance on 
relative priorities. 
Outline design and 
construction 
requirements. 
Our high level design and construction requirements 
are the full integration of the relevant best practice 
access standards across the four areas collectively 
representing high quality access: 
• The urban environment – getting to the building 
• The structure and fabric 
• Information and equipment 
• Our staff 
An assessment of 
options, supported 
by the results of 
feasibility studies 
Option 1: Refurbishment of the town-centre site – 
key considerations: 
• Reduced site footprint demands that the multistorey 
configuration is retained 
• Changes in levels and spaces has implications for 
way-finding and circulation reducing the efficiency 
of shopping 
• Availability of public car parking reduced. 
Increased reliance placed on public transport 
• Shorter journey

29 28 
Description Access related example 
Option 2: New out of town development – key 
considerations: 
• New site give opportunities for a ‘from scratch’ 
single storey design allowing high levels of access 
to be more easily achieved 
• Ample parking and opportunities for extension of 
the local public transport infrastructure 
• Longer journey 
An assessment of 
procurement 
options and the 
implications of 
each 
The two procurement options currently under 
consideration are ‘Traditional’ and ‘Design and Build’. 
If a Traditional route is chosen, then the 
independently appointed Access Champion will 
contribute to the design, construction and occupation 
processes through independent and sequential 
contributions to the process. These contributions can 
be summarised as: 
• Assistance in the development of the design and 
construction brief 
• Contribution to and review of the emerging design 
• On-site monitoring of construction activities 
• Occupational review and assistance 
If a Design and Build route is chosen, we will 
maintain the involvement of an independently 
appointed Access Champion throughout the lifetime 
of the project.We will also make it a condition of the 
contractor’s design and build contract that they 
appoint an appropriately skilled Access Champion 
within their own design team. 
The contributions of our own Access Champion 
can be summarised as: 
• Detailed assistance in the development of the 
design and construction brief including the 
Description Access related example 
development of any outline design where 
appropriate 
• Contribution to and review of the contractors 
emerging design 
• On-site monitoring of construction activities 
• Occupational review and assistance 
Assessment of value 
for money and 
affordability 
Whilst designing to best practice standards may be 
marginally more costly in bottom line terms, the 
enhanced commercial, legal and moral benefits will 
in turn enhance value for money. 
A project structure 
defining roles, 
responsibilities and 
the decision making 
process. 
Whichever procurement route is chosen, we will 
maintain the involvement of an independently 
appointed Access Champion who contractually will 
operate independently of either the client’s design 
team or the contractor’s team. 
The Access Champion will liase and integrate fully 
with the clients team but shall provide independent 
reports on access issues that shall be issued directly 
to the clients as required. 
An assessment of 
adaptability for 
change and growth 
(future-proofing) 
The development shall be designed and constructed 
in an inclusive manner allowing people with all forms 
of disabilities to gain full access. 
The scheme shall be adaptable to maintain high 
quality access in the event of: 
• Minor changes by the occupants in the way the 
building is used on a day to day basis. This shall 
include changes that are made for operational 
reasons and for this reason full consultation with 
the end users will be required 
• More significant expansion or refurbishment

31 30 
Description Access related example 
A re-affirmation of 
Corporate needs 
and objectives 
‘The relative inaccessibility of our retail unit has 
resulted in the loss of customers to similar but 
accessible stores.We have a commercial need to 
maximise our customer base and thus our revenue. 
In addition the existing access provisions within our 
store may leave us vulnerable to civil action under 
the Disability Discrimination Act 1995. 
A reminder of the 
strategic statement 
of intent. This may 
be in the form of a 
mission statement. 
‘Our aim is to deliver well-designed and constructed 
quality buildings that fulfil the principals of functionality, 
build-quality, efficiency and sustainability. To achieve 
this we must maximise the access provisions within 
our store. 
In doing this we will increase customer numbers, 
increase the efficiency with which our existing 
customers shop, remove the risk of future civil action 
under the Disability Discrimination Act 1995 and be 
able to publicly and privately brand ourselves as a 
morally and socially exemplar organisation’. 
Description Access related example 
Enhanced details of 
the project structure 
including the 
procurement 
structure and the 
roles and 
responsibilities of 
the participants and 
the mechanics of the 
decision making and 
project assessment 
processes 
Decision making authority 
• Design authority usually limited to reporting on 
designers proposals and construction observations. 
Enhanced details of 
the more specific 
design aspirations 
relating to particular 
functions or 
construction 
elements 
In respect of the provision for access within the new 
building, it is our intention to design and construct to 
best practice aspirational access standards for all 
elements of our new store. In particular the guidance 
set out in the following two documents are indicative 
of the level of provision that we wish to achieve: 
British Standard 8300:2001 – The design of 
buildings and their approaches to meet the needs 
of disabled people 
Greenfield Council’s ‘Access and facilities for people 
with disabilities – Supplementary Planning Guidance 
No.2’. 
The Access Champion (traditional scenario) 
Project structure: 
• Directly appointed (i.e. is employed and paid) by 
the employer 
• Reports to the employer on an independent basis 
• Works with the design team and feeds day to day 
contributions directly to them. 
Responsibilities: 
• Refer to ‘The role of the Access Champion’ 
• May or may not actually undertake design, 
depending on circumstances (may be limited to 
advising and critiquing designers work). 
Details of design 
standards, including 
prescriptive 
requirements where 
appropriate 
Parking 
Parking shall be designed and constructed in 
accordance with the following standards: 
• British Standard 8300: 2001 –The Design of 
buildings and their approaches to meet the 
needs of disabled people – code of practice 
It shall comply generally with section 4 car parking, 
setting down and garaging and specifically with the 
following sections: 
• 4.1.2 – provision of designated parking spaces 
• 4.1.2.3 – Shopping, recreation and leisure 
facilities 
• 4.1.3 0 - Off-street parking, garaging and 
enclosed parking 
6.2. Design and Construction briefs 

33 32 
Description Access related example 
• 4.1.3.1 – Uncovered parking areas 
• 4.1.3.2 – Design and layout of designated off street 
parking spaces (including figure 2) 
Decorative finishes 
Colour schemes shall be selected and specified in 
accordance with the guidance contained within: 
• ‘A design guide for the use of colour and contrast to 
improve the built environment for visually impaired 
people’ published by ICI Paints 
Internal Steps 
Internal steps shall be designed and constructed in 
accordance with the Approved Document M (1999 
edition) to the Building Regulations 1991 as follows: 
The basic design shall meet Part M2 Section 2: Means 
of access within buildings other than dwellings – 
Internal Stairs 2.19 – 2.21 including diagram 12 
• The design of the internal steps shall be enhanced 
by designing the internal steps to also meet Part M2 
Section 1: Means of access to and into buildings 
other than dwellings – Stepped approach 1.24 a,b,h 
and diagram 2 
(N.B: Part M of the Building regulations is currently 
under review. The focus of the revised Part M is likely 
to be on access to and use of buildings by everyone 
rather than by disabled people.) 
Description Access related example 
The project structure generally operated 
satisfactorily. However if the Access Champion had 
been appointed independently, rather than as a sub 
consultant to the architect, the design review process 
by the Access Champion would have had a greater 
transparency and clarity to the remainder of the 
project team. In future we shall appoint Access 
Champions independently. 
A review of the 
design and 
construction process 
A review of the 
resultant structure 
and fabric measured 
against the original 
strategic and design 
and construction 
briefs. 
Although the detailed design brief made general 
reference to the needs of people with visual 
impairments, their specific requirements were not 
stipulated in detail. As a result we have a reception 
desk that is back-lit by south-facing structural 
glazing this casting the faces of the receptionists 
into deep shadow on bright days. In future we need 
to accurately specify the design requirements of all 
disabled people. 
A review of the 
building’s 
performance when 
measured against 
the original 
business need. 
We have seen an increase in visitor numbers as a 
result of our enhanced access provisions and this 
has made a substantial contribution to our primary 
business need of increasing revenue. In particular 
improving the integration of our building with the 
local transport infrastructure has had a major 
impact. On future projects we should further 
enhance investment in this particular area. 
6.3. Occupational briefs

35 
7.2.4. The second consideration is the robust assessment of a potential 
Access Champion’s abilities, prior to appointment. The following 
section deals with the basic skills and experience required of a 
competent Access Champion and the subsequent sector gives 
guidance on how these skills might be assessed. 
7.3. The relevant skills of an Access Champion. 
7.3.1. It is essential that an Access Champion has appropriate skills in four 
areas, namely consultation and negotiation skills, technical skills, 
legal skills and contractual skills. 
7.3.2. Consultation and negotiations skills should include an understanding 
of the workings and structure of the project team, and should include 
an ability to accurately and persuasively convey the requirements 
and benefits of access, especially when other pressures or 
considerations exist. 
7.3.3. The necessary technical skills required can be summarised as: 
• an understanding of the processes and principles applicable to 
design and construction of buildings and the built environment; 
• an understanding of technical and structural constraints of access 
solutions; 
• an ability to read and understand complex technical drawings and 
specifications; 
• an understanding of current guidance and/or best practice in the 
access field; 
• an understanding of the needs of, and design issues relating to all 
users and potential users of environments, particularly those users 
with disabilities; 
• an understanding of the importance of consulting with users 
and/or potential users and experience of such consultation; 
• understanding of the non-physical issues which may impact upon 
the accessibility of an environment, such as management issues; 
34 
Part IV: The Access Champion 
7. The Access Champion 
7.1. Introduction and definition 
7.1.1 The ‘Access Champion’ is the title given by this guide to individuals or 
organisations who concern themselves with the definition, design and 
construction of buildings and facilities in accordance with the 
accepted principles of high quality inclusive design. 
7.1.2. The existence of ‘Access Champions’ is nothing new, although 
research indicates that the frequency with which they are appointed 
and the scope of their involvement varies enormously from the non 
existent to the substantial. 
7.1.3. One of the key messages highlighted by research (undertaken prior 
to the preparation of this guide), is the direct correlation between the 
presence of an ‘Access Champion’ during the design and 
construction of a building and the subsequent quality of access. 
7.1.4. Ideally the Access Champion will be an independently appointed 
expert with a direct and contractual link to the employer. Although 
independence is not essential, it is usually preferable, as it allows the 
Access Champion to operate without any contractual, political or 
aesthetic obligation to the design team or the contractor. 
7.1.5. If the role is undertaken by the project architect, it is important for 
all parties to ensure that the quality of access and facilities is not 
inadvertently eroded or compromised in any way by other design 
aspirations. 
7.2. Two important points 
7.2.1. In appointing an Access Champion the developer/employer must 
consider two important facts. 
7.2.2. The first consideration is that to receive appropriate professional 
advice, it is reasonable to expect that a fee will have to be paid, even 
where the role is being undertaken by the architect. 
7.2.3. The role of an Access Champion requires a commitment that has an 
associated time and expense implications. Research indicates that 
some employers wrongly expect their architect to discharge the role 
of an Access Champion as an integral function of their existing 
appointment. If this attitude is adopted, then it is likely that the quality 
of output will be diminished.

37 
7.3.4. The legal skills required of an Access Champion can be summarised 
as follows: 
An understanding of: 
• the Disability Discrimination Act 1995 and associated regulations 
and codes of practice; 
• the Building Regulations (England and Wales, Scotland, Northern 
Ireland); 
• Health and Safety Legislation; 
• Occupiers Liability Acts; 
• Construction (Design and Management) Regulations; 
• Fire Regulations; and 
• Highways Act 1980. 
7.3.5. The contractual skills required of an Access Champion can be 
summarised as follows: 
• an understanding of the legal obligations and liabilities associated 
with offering expert advice: 
• an understanding of the different ways of arranging payment for 
consultancy services’ and 
• an understanding of negotiating and operating under formal 
consultancy agreements. 
7.4. Finding an Access Champion and assessing their abilities 
7.4.1. Selecting an appropriate Access Champion is key to project success. 
The suggested steps are as follows: 
7.4.2. Firstly, identify potential candidates. 
• This can be achieved by discussions with colleagues, contacts or 
other construction professionals. Organisations such as the Royal 
Institution of Chartered Surveyors or Royal Institute of British 
Architects are also likely to have suggested candidates. 
• There is also a National Register of Access Consultants 
(www.nrac.org.uk) who through membership are deemed to have 
met the minimum competencies described above. However the 
reader should bear in mind that the experience of many 
36 
• understanding of the importance of an access policy and access 
strategy; 
• understanding of the reasons for undertaking an access audit of 
design proposals; 
• experience of carrying out satisfactory access audits and 
preparing access audit reports; 
• experience of representing the issues to technical and nontechnical 
groups and to design teams/employers; 
• an understanding of the means of escape requirements for 
disabled people including BS5588 Part 8; 
• an ability to act as an Access Champion on a range of project 
types including new build and refurbishments; 
• problem identification and solving; 
• an ability to identify barriers and hazards to accessibility within an 
environment by physical inspection; 
• an ability to identify barriers and hazards to accessibility within an 
environment from drawings and specifications; 
• an ability to recommend access solutions to barriers and hazards 
identified above, in line with current guidance and or best practice; 
• an ability to identify situations not covered by current guidance 
and or best practice and make recommendations accordingly; 
• an ability to apply current guidance and/or best practice and the 
design issues relating to all users and potential users of 
environments beyond construction related activities; 
• an appreciation of the technical constraints to access solutions 
and the ability to take these into account when recommending 
solutions; 
• an appreciation of aesthetic aspirations and technical, time and 
cost implications and constraints faced by design teams and 
clients and the ability to take these into account when 
recommending solutions; and 
• an ability to prepare access statements and strategies.

39 
Part V: Delivering the Briefs – Best practice 
38 
consultants on the register varies in terms of its relevance, and 
also that many competent Access Champions are not registered 
(as the National Register is still in relative infancy). Additionally it 
should be noted that registration is voluntary, not obligatory. 
7.4.3. Secondly, a shortlist of candidates should be identified. 
• Contact should be made with a shortlist of candidates who should 
be asked to demonstrate their ability to meet the competencies 
described above. Some of the technical competencies in particular 
can be ‘deemed included’ within a professional construction 
qualification, although others should be demonstrated. From this 
process a shortlist of up to three candidates should be identified. 
7.4.4. Thirdly interviewing and fee tendering should be undertaken. 
• On more substantial schemes this could include visits to 
completed schemes where access provisions could be 
demonstrated and the Access Champion’s contributions assessed. 
Where the Access Champion is not the lead designer, it is 
recommended that the lead designer also participates in the 
interview process to assess their ability to work closely together. 
7.4.5. Lastly a fee paying contractual agreement should be entered into. 
• This should include details of the scope of service described 
above. 
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.

41 40 
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. 
Guide to 
Best Practice

43 42 
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.

44 
9. A guide to best practice 
45 
(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. 
9.1. The Strategic Definition phase 

47 46 
9. A guide to best practice 
(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. 
9.1. The Strategic Definition phase 

49 48 
9. A guide to best practice 
(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. 
9.1. The Strategic Definition phase 

51 50 
9. A guide to best practice 
(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. 
9.2. The Design and Construction phase

53 52 
9. A guide to best practice 
(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. 
9.2. The Design and Construction phase 

55 54 
9. A guide to best practice 
(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. 
9.2. The Design and Construction phase 

57 56 
9. A guide to best practice 
(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. 
9.2. The Design and Construction phase 

59 58 
9. A guide to best practice 
9.2. The Design and Construction phase 
(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.

61 60 
9. A guide to best practice 
9.2. The Design and Construction phase 
(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.

63 62 
9. A guide to best practice 
9.2. The Design and Construction phase 
(11) Detailed Statutory Consents 
Key tasks of stage 
• 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.

65 64 
9. A guide to best practice 
9.2. The Design and Construction phase 
(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.

67 66 
9. A guide to best practice 
9.2. The Design and Construction phase 
(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.

69 68 
9. A guide to best practice 
9.2. The Design and Construction phase 
(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.

71 70 
9. A guide to best practice 
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 
• Training regimes. 
Notes: 
• The occupation may be phased 
or staged depending on the 
nature of the development.

73 72 
9. A guide to best practice 
9.3. The Occupation phase 
(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.

75 74 
10. Appendices 
10. Appendix A: Typical pitfalls and possible causes 
10.1.1. The following examples indicate some of the more common defects 
that arise and also highlights a number of possible causes. 
A ticket hall located off a station concourse 
Key Access Issue 
The ticket hall generally provides 
high quality access including 
automated doors and a dropped 
service counter. However the 
tenant has installed freestanding 
queuing barriers that prevent 
unhindered circulation within the 
ticket hall. Additionally a tenant’s 
raised floor behind the counter 
(containing structured cabling) 
prevents step-free access to 
the staff side of counter. 
Possible causes 
• A lack of co-ordination between 
the tenant’s and the developer’s 
/employer’s design team. 
• The absence of an occupational 
brief (including relevant access 
considerations). 
• Failure by the design team to 
liaise with the tenant. 
• The absence of an Access 
Champion in the tenant’s 
equipping team resulting in 
access issues being overlooked. 
• Post –completion changes by 
local managers 
• Hand-over documentation lacking 
information on access strategy. 
A doorway between an external car park 
and the interior of a building 
Key Access Issue 
A short, steep concrete ‘ramp’ has 
been installed late in the project to 
accommodate the difference in 
finished floor levels between the 
car park and the inside of the building. 
The ramp is inappropriate in many 
respects but cannot be improved 
without encroaching the circulation 
within the car park. 
Possible causes 
• The absence of a co-ordinated 
access strategy at project briefing 
stages. 
• A split in design responsibilities 
between contracts and / or 
design teams. 
• A lack of strategic co-ordination 
between designers. 
An Accessible WC 
Key Access Issue 
Although many aspects of this facility 
have been appropriately designed 
and constructed, the WC pan has 
been moved by necessity into the 
centre of the cubicle to allow 
connection of the waste outlet to the 
soil and vent pipe (the pipe is boxedin 
to the back right of the cubicle). 
This renders the available transfer 
space to the WC pan far below the 
minimum required, thus seriously 
prejudicing the effectiveness of 
the cubicle. 
Possible causes 
• A lack of design co-ordination 
between the architect and the 
mechanical services engineer. 
• A mechanical services contractor 
may have slightly relocated the 
soil and vent pipe to avoid 
structural obstructions or other 
services. 
• Inadequate detail on the drawings. 
• Inadequate supervision.

77 76 
Lift controls 
Key Access Issue 
Although many aspects of the lift 
controls are appropriately designed, 
the duel controls are located beside 
each other rather than on opposite 
sides of the lift car. 
Possible causes 
• The requirement for duel controls 
is likely to have been written into 
a project brief and hence into a 
specification. It is also likely that 
a sub-contractor undertook the 
detailed design of the lift car. 
• The absence of an Access 
Champion to rigorously assess 
and approve the sub contractor’s 
design proposals, may have 
allowed this inappropriate design 
to gain approval 
Street furniture 
Key Access Issue 
A lamp post is located in the centre 
of the pavement, thus obstructing 
one of the main approach routes to 
the new public facility seen on the 
right hand side of the picture. 
(The lamp post is likely to have 
predated the development). 
Cars are also obstructing the 
pavement. 
Possible causes 
• An absence of a co-ordained 
access strategy within the project 
briefing stages to include liaison 
with the local statutory highway 
authority. 
• A failure to consider access 
issues beyond the boundary of 
the development, such as 
reaching the development by 
local transport. 
External approach to a principal entrance 
Key Access Issue 
The edge of the car-parking bay 
is not clear delineated. Car drivers 
therefore inadvertently obstruct the 
external approach to the building 
making it impassable to prams, 
buggies and wheelchair users. 
Possible causes 
• The lack of a clear access 
strategy within the project briefs. 
• Failure of designer to appreciate 
the importance of maintaining a 
clear and protected external 
approach. 
Principal entrance door 
Key Access Issue 
Vision panel does not provide 
adequate visual communication 
between the interior and exterior. 
The weight of the door is excessive, 
rendering it difficult to operate. 
Possible causes 
• Designers did not consider in a 
co-ordinated way, the ‘in-use’ 
performance requirements of the 
building including the door. 
• The District Surveyor or 
Approved Inspector may have 
inadvertently approved a door 
design that does not meet the 
prescriptive requirements of Part 
M of the Building Regulations.

79 78 
Internal circulation 
Key Access Issue 
The location of the fire extinguishers 
and the presence of the column 
cladding reduce the effective width 
of the corridor and also create 
a hazard. 
Possible causes 
• The absence of an occupational 
brief (including relevant access 
considerations) highlighting the 
need to maintain access 
provisions. 
• Post completion changes by local 
managers with thought given to 
access routes. 
Internal staircase 
Key Access Issue 
A handrail has only been provided 
to one side of the staircase. This 
may be for aesthetic reasons. 
Possible causes 
• Absence of a clear access 
strategy within the project briefs. 
• Architect’s aesthetic desires may 
have over-ridden access 
considerations. 
• The District Surveyor or 
Approved Inspector may have 
inadvertently approved a design 
that does not meet the 
prescriptive requirements of Part 
M of the Building Regulations. 
Internal staircase 
Key Access Issue 
Although compliant with the 
essential requirements of the 
Building Regulations (Part K) due 
to the presence of nearby 
passenger lift, this principal entrance 
staircase does not meet accepted 
good practice standards as the flight 
rise and pitch is excessive. 
Possible causes 
• Employer/designers did not 
appreciate the good practice 
requirements of access. 
• May have been due to the 
absence of clear discussion and 
agreement on best practice versus 
essential standards. 
• Possible absence of access 
considerations in project briefing 
documents. 
Internal reception area 
Key Access Issue 
Furniture is unsuitable as it is too 
soft, has no armrests and is too 
low. No alternative furniture is 
provided. 
Possible causes 
• The absence of an occupational 
brief (including relevant access 
considerations). 
• Uninformed furniture purchases 
by tenants based on absence of 
guidance/handover information. 
• Failure of design team to liaise 
with tenant. 
• Post-completion changes by local 
manager.

81 
The ‘Access Champion’ is the title given by this guide to individuals or 
organisations who concern themselves with the definition, design, 
construction and occupation of buildings and facilities in accordance with the 
accepted principals of high quality inclusive design. 
Access Groups 
Informal independent consumer groups, usually of disabled people, who work 
with local authorities and commercial service providers on a range of matters 
relating to access, including planning proposals. 
Access statement 
The ‘formalisation’ of the access strategy developed within the project briefing 
process. Access Statements are often used for planning application purposes but 
in usual circumstances they will be considered within the wider project briefs. 
Approved Documents (to the Building Regulations 2002) 
A series of design documents suggesting one possible way in which the 
requirements of the Building Regulations 2002 might be met. 
British Standards 
A series of voluntary design standards produced by the British Standards 
Institute. 
Building Regulations 2002 
Regulations arising out the Building Act 1984 applying to construction work in 
England and Wales. They are designed to ensure the health and safety of 
people in and around buildings, to provide for energy conservation and to 
provide appropriate Access and Facilities for Disabled People. 
Built environment 
Those elements of the environment that are created artificially including 
buildings, transport and urban infrastructure and landscaping. 
Consortia 
A consortium is the grouping together of three or more organisations, 
generally of differing skills, with the objective of carrying out a specific project. 
80 
Emergency escape 
Key Access Issue 
The wheelchair refuge is 
inadequately sized and obstructs 
the passage of escape by others. 
Absence of signage and emergency 
communication facilities within 
the refuge 
Possible causes 
• The absence of an appropriate 
evacuations strategies within the 
project briefs. 
• Absence of clear discussion 
and agreement on the distinction 
between best practice and 
essential standards. 
11. Appendix B: Glossary/terms used 
Access Champion

83 
Disabled People 
The Disability Discrimination Act 1995 defines a disability as ‘a physical or 
mental impairment that has a substantial or long term adverse effect on an 
individuals ability to carry out normal day to day activities’. 
Disability Discrimination Act 1995 
A significant piece of legislation representing the cornerstone of civil rights for 
disabled people in the UK. 
Employer/developer 
Employers or developers are the organisations (which might be occupiers or 
developers) commissioning a development project. 
End users/occupiers 
These are loosely defined as those individuals or organisations who will 
occupy the completed development. Understanding their needs is an essential 
element of successful project briefing and development. For this reason the 
potential value of their input should never be underestimated or overlooked. 
Fast-tracking 
Fast-tracking is a means of reducing project time by the overlapping of design 
and construction. Each trade’s work commences as its plans and 
specifications are substantially completed. 
Funders 
Funders are organisations or individuals providing the capital funding for a 
development. The funder might be a bank or a charitable fund. Funders often 
impose their own requirements in respect of access as a condition of funding. 
These requirements may include the appointment of an Access Champion. 
Fixed price contract 
A fixed price contract may be a lump sum contract or a measurement contract 
based on fixed prices for units of specific work. 
Highway Authority 
This is usually a County Council or a Unitary Authority. It is the authority 
responsible for the maintenance, cleansing, drainage and lighting of particular 
public highways. 
82 
Construction management (CM) 
A form of procurement in which the employer enters into a contract with a 
‘Construction Manager’ and also with a series of trade contractors. The 
Construction manager is paid a fee for managing the work of the trade 
contractors. 
Contractor 
The contractor is the organisation traditionally responsible for the construction 
of the development. However in many construction contracts the contractor 
will also have substantial design responsibilities and will often employ 
designers to fulfil this role. Co-ordination and continuity between the 
employers and the contractor’s designers is therefore essential. 
Design-and-build (D&B) 
This form of procurement has many possible variations but the most common 
is where the employer’s design team prepare ‘Employer’s requirements’ based 
on the performance of a building. A contractor then completes the design and 
undertakes construction. 
Design team 
The team of designers and other construction experts who collectively define, 
design, construct and deliver a development project. 
Development 
For the purpose of this guide, ‘development’ means the carrying out of any 
building, alterations or operations that require planning permission (Section 55 
of the Town and Country Planning Act 1990). This also includes changes of 
use. The development process in explained in detail in 4.0 of this guide. 
Development plan (DP) 
The development plan is rarely a single document. Once all the plans required 
by Town and Country Planning legislation are in place, the development plan 
for an area may comprise one or more types of plan depending on 
geographical location. Outside metropolitan areas these will be structure 
plans, local plans and minerals and waste local plans. Within metropolitan 
areas these will be unitary development plans (DPs). 
The plans set out the planning requirements and policies for that particular 
area including any requirements for access. Meeting these requirements is an 
essential element of gaining planning consent.

85 
Negotiated contract 
In a negotiated contract the client selects, at the outset, one main contractor 
with whom to negotiate. In essence the arrangement is the same as that for a 
two-stage tender. 
Novation 
In this approach the client employs consultants to design and specify the project 
in accordance with stated requirements. On the basis of the documentation 
prepared, a contractor is selected by competition. The client then novates (or 
transfers) his agreement with the consultants to the contractor, who then takes 
full responsibility for the project through to completion. 
Other Designers 
The presence of ‘other designers’ who contribute to the design process will 
vary enormously depending on the size and complexity of the project. These 
may include service engineers, structural engineers, interior designers, space 
planners, lighting or catering designers, lift designers and so forth. 
On larger more complex projects it is common for the contractor to contribute 
in some way to the design process. 
Part M of the Building Regulations 2002 
One of the 13 Parts of the Building Regulations that relates to Access and 
Facilities for Disabled People. This part is currently under review. 
Partnering 
A concept where organisations agree to work together for a period of time, 
perhaps unspecified, on a basis of mutual trust and with common objectives 
thereby optimising each partner’s strengths. 
Prime cost contract 
Under this arrangement the contractor carries out the work for the payment of 
a prime cost (defined) and a fixed fee calculated in relation to the estimated 
amount of the prime cost. 
Private finance initiative (PFI) 
PFI is a means whereby the private sector can contribute to the provision of what 
has been regarded, traditionally, as a public service. The promoter designs, 
builds, finances and operates the facility on behalf of the (public) client. 
84 
Inclusive design/inclusive environments 
Inclusive design creates inclusive environments, where everyone can access 
and benefit from the full range of opportunities available to members of 
society. The aim is the removal of barriers which create undue effort, 
separation or special treatment and enables everyone to participate equally in 
mainstream activities independently with choice and dignity. 
Joint venture 
A joint venture is the pooling of the assets and liabilities of two or more firms 
for the purpose of accomplishing a specific goal and on the basis of sharing 
profits/losses. 
Lead designer 
This is the term used for the designer who usually prepares and delivers the 
concept in functional, aesthetic and quality terms, with assistance from other 
designers. 
The lead designer is usually the architect (although not always) who develops 
a design with assistance from other designers. 
Listed building 
English Heritage has the task of identifying and protecting historic buildings in 
England. The main means of doing this is by listing - recommending buildings 
for inclusion on statutory lists of buildings of ‘special architectural or historic 
interest’ compiled by the Secretary of State for Culture, Media and Sport. 
Local transport plan 
Local transport plans are five year integrated transport strategies that cover all 
modes of urban and rural transport and link them together. 
Lump sum contract 
With a lump sum contract, the contractor agrees to perform the work for one 
fixed price, regardless of the ultimate costs. 
Management contracting 
In management contracting the contractor works alongside the design and 
cost consultants, providing a construction management service on a number 
of professional bases. The management contractor does not undertake either 
design or direct construction work. The design requirements are met by letting 
each element of the construction to specialist sub-contractors.

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Traditional contracting 
The traditional form of contracting is where the client appoints an architect 
or other professional to produce the design, select the contractor and to 
supervise the work through to completion. The contractor is selected on 
some basis of competition. 
Turnkey 
A turnkey contract is one where the client has an agreement with one single 
administrative entity, who provides the design and construction under one 
contract, and frequently effect land acquisition, financing, leasing, etc. 
Two-stage tender 
With a two-stage tender three or four contractors with appropriate experience 
are separately involved in detailed discussions with the client’s professional 
advisers regarding all aspects of the project. Price competition is introduced 
through an approximate or notional bill or schedule of rates. 
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Procurement 
A ‘Building Procurement system’ can be defined as ‘the organisational 
structure adopted by a client for the management of the design and 
construction of a building project’. 
Project briefing process 
The process that results in the creation of project briefs, as described in 
section 5 of this guide. 
Project management (PM) 
Project management is concerned with the overall planning and co-ordination 
of a project from inception to completion, aimed at meeting the client’s 
requirements and ensuring completion on time, within cost and to required 
quality standards. 
The Project Manager 
The project Manager is concerned with the overall planning and co-ordination 
of a project from inception to completion, aimed at meeting the client’s 
requirements and ensuring completion on time, within cost and to required 
quality standards. N.B Contrary to some expectations, the project manager 
does not need to be the Access Champion. 
RIBA Design stages A - F 
Design and construction stages as defined by the Royal Institute 
of British Architects. 
Statutory consents 
Mandatory consents required before and during a development project. 
These may be for development control reasons, such as Town and Country 
Planning, or for Health and Safety reasons such as Building Regulation or 
Fire Precaution requirements. 
Supplementary Planning Guidance (SPG) 
Supplementary planning guidance can take the form of design guides or area 
development briefs. They supplement specific policies in a plan including in 
many instances access issues.

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Acknowledgments 
The researching and drafting of this guide was undertaken by Drivers Jonas, 
with contributions from David Bonnett Associates. 
DPTAC and the research team are grateful to all those who commented on 
the development of the guide, particularly those who allowed their projects to 
be reviewed; 
• Network Rail - Bristol Parkway 
• The Open University, Milton Keynes – Offices VIII 
• University College London - The Cruciform Building 
• City & Hackney Primary Care NHS Trust – The Rushton Street Medical 
Practice 
Further information 
For further information on inclusive environments, the work of DPTAC 
and links to sources of advice, please see our website www.dptac.gov.uk 
and Access Directory