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RIWC_PARA_A125 Street Audits for inclusive design


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A125 Street Audits for inclusive design

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RIWC_PARA_A125 Street Audits for inclusive design

  1. 1. Street audits and reasons for non- or partial implementation of their recommendations RI 2016 David Hunter, Tom Rye Transport Research Institute, Edinburgh Napier University
  2. 2. Outline Describe a street audit by Living Streets What we found What lessons are there for ‘inclusive design’? What has changed… …and why is change difficult?
  3. 3. Vision • Tackling the decline in walking • Making walking the natural choice • Helping people enjoy, and benefit from, the simple act of walking • Creating changes, big and small, to make streets fit for walking A walking nation where all generations have streets that are fit for walking by:
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  5. 5. What we found (1) Traffic dominance Poor surfaces Difficulty crossing the road Clutter - fixed, and temporary.
  6. 6. Results/Outcomes: what changed? Phone box removed A-board campaign Need to wait to see if wider design improvements come…
  7. 7. Lessons (1) Audits as a means of raising awareness of public space Opportunity to find specific practical examples that illustrated broader strategic issues Good for promoting ‘inclusive design’ principles - removing barriers for pwd helps everyone
  8. 8. Lessons (2) No special knowledge required involve a diverse range of people - different people spot different things Audits can be done on voluntary/community basis… …but does take time and community grant funds seem to be available.
  9. 9. Reasons for non-implementation (by McTigue, 2015) and our experience as lobbyists 1. Policy standards and objectives 2. Policy resources 3. Inter-organisational communication and enforcement 4. Characteristics of implementing agencies 5. Economic, social and political conditions 6. Disposition of implementers 7. Discretion of individuals at subordinate levels 8. Policy implementation is an interactive process involving policy makers, implementers from various levels of government, and other actors 9. Policy may change during implementation 10.Front line workers are faced with conflict and ambiguities.
  10. 10. (How) might this situation change? Senior officer and political leadership Communication of design standards, policies and processes internally within organisation Training on application of standards and processes More enforcement resources Culture of learning from elsewhere
  11. 11. Contact Details David Hunter Professor Tom Rye