Targeted Stakeholder Groups

The general guidance in Action Area 4: Project Planning, Development and Delivery applies to all stakeholder groups, and emphasises the importance of considering inclusion at all stages of the project cycle and in a cross-sectoral manner. Some points on the application to specific stakeholder groups are outlined below.

Key Practice Areas

Three key practices have been identified under this Action Area, for which further detail and guidance is given in the sections below:

Definitions and Context

Definitions

An inclusive project lifecycle approach covers all stages of the project - planning, development, delivery and operations, through to decommissioning. It addresses the strategic questions of ‘what’, ‘when’, ‘why’, ‘how’ and ‘by whom’ for all infrastructure projects. From an inclusivity perspective, the beginning of the project planning process is the ideal time to assess and ensure that inclusivity is embedded in every aspect of the project throughout the project lifecycle, including management, supervision, monitoring and evaluation^[94].

Context

Inclusivity cuts across a project – from planning, design, financing, procurement and implementation, to operations and maintenance. Initiatives can be developed in line with the project lifecycle, with a clear strategy, objectives and target outcomes for each phase of a project. By doing so, practical decisions can be taken at the project planning stage, i.e. the earliest phase of a project, to determine and influence the potential outcomes in later phases.

In addition to the consideration of practices at an individual project or sector level, the consideration of practices and benefits from a cross-sectoral perspective enhances the opportunities to address the needs of various target groups, including low-income or vulnerable groups. Inclusive urban development is a good example of the need for integrated, cross-sectoral planning, and is outlined as a specific practice below.

Note that inclusivity practices in relation to stakeholder management have been considered in detail in Action Area 1: Stakeholder Identification, Engagement and Empowerment, and are essential to every stage of the project lifecycle.

ANALYSIS AND GUIDANCE ON PRACTICES

Overview

To realise the benefits of improved inclusivity in infrastructure, inclusivity must be a guiding principle which is embedded at the policy and regulatory level, and at every stage of the project lifecycle. This involves incorporating inclusivity as part of the overall project strategy through to defining specific targets and mechanisms for design, implementation and compliance.

For example, certain disadvantaged groups, such as women, face challenges in local infrastructure planning, procurement and operation because their behavioural patterns and information preferences are not considered^[95]. Their needs and concerns are often left out during the technical planning process for infrastructure and services, and related policies. Applying an inclusive perspective to infrastructure projects can positively benefit service providers, their customers, and society in general.

Integrating inclusivity practices at all stages of the project lifecycle, from project preparation, financing, design, project procurement, construction and operation, to project monitoring and evaluation, is likely to lead to greater socioeconomic benefits.

Relevance

It is important to set a precedence for the consideration and integration of inclusivity in the overall project strategy by embedding the concept early on and establishing clear inclusivity targets.

Guidance

The concept of embodying inclusivity throughout the project lifecycle is relatively recent and, therefore, has not been researched, tested, applied and documented. However, the literature has described the approach as it relates to specific topics^[97]. Figure 8 showcases the stages in which practices can be applied in the project lifecycle.

Figure 8: Project lifecycle and integrating inclusivity

       Policy and regulation

1. Set out the policy requirements in the business case and build them into the project objectives.
   
   The application of inclusivity in policies and regulation is the responsibility of the government agency proposing the project and the relevant regulatory bodies. The role of the government is to ensure compliance. This can be done by setting out the requirements in the business case and building them into project objectives, along with the proposed approach to project management and the approval processes that will help the wider team comply with the mandated policies. General guidelines may need to be established to direct project teams in planning, design and delivery to meet inclusivity mandates. For more information, please refer to Action Area 3: Policy, Regulation and Standards.

   
   

    Project preparation

2. Integrate inclusivity at the project planning stage to maximise benefits across the project lifecycle.
   
   Considering inclusivity during the project planning stage will provide more opportunities to influence the design, construction, operation and maintenance of infrastructure facilities. Setting inclusivity targets and measurable outcomes at this same stage creates alignment throughout the project. Accessibility audits can help to identify and address problematic issues in a proposed infrastructure project at an early stage, at a time when such issues can be more easily addressed. In addition, aligning this work with the requirements of other policies and strategies helps to set project objectives and principles.
   
   For instance, gender sensitivity can influence the way infrastructure projects are planned, designed and executed. In Colombia, the Bogotá Urban Mobility Survey (2005) showed that women use public transport for two main reasons – economic and domestic - and their patterns of usage included consecutive trips of shorter duration, that usually begin later in the day, and frequently include children. These characteristics have direct implications for the design and frequency of routes and the accessibility of services^[98].
3. Provide a dedicated project member, who continuously engages with groups that tend to be neglected or under-represented in the decision-making process.
   
   This may be a project-specific decision but may also be mandated by wider policy or regulatory requirements.
   
   
4. Identify corridors, areas, groups and enclaves that have not benefited equally from current infrastructure investments (first mile vs. last mile infrastructure investment, corridor projects, major vs. small infrastructure projects).
   
   Once this determination has been made, the next step is to prioritise programs and projects that aim to achieve universal access, such as the Kenya Last Mile Connectivity Program of the Kenya energy sector, as enabled by the Energy Act with its associated mechanisms and organisations^[99] (see the Kenya Last Mile Connectivity Program Case Study).
   
   
5. Include social perspectives in project strategy with measurable objectives.
   
   Specific stakeholder groups should be identified and baseline socioeconomic indicators collected and analysed. The disaggregated data enables in-depth monitoring of the long-term impact of the project. Often, monitoring and evaluation is ad hoc and only conducted for a short timeframe after the completion of construction. There should be a determination of the monitoring and evaluation timeframe, which should extend beyond short-term economic fluctuations and cycles.
   
   It is recommended that input is sought from a social or gender expert in the development of project objectives, components and scope to identify potential inclusivity-specific activities. For example, gender action plans should include setting up a skilled team to address gender issues in a project^[100], and the inclusion of representatives from vulnerable groups in general planning committees should be considered to ensure a better understanding of the barriers faced by such groups^[101]. In case there is no planning committee, a questionnaire can also help to obtain the inputs of disadvantaged groups on aspects of inclusivity.
   
   
6. Ensure sufficient and robust disaggregated data are available for project assessment.
   
   If this cannot be done internally within the project team, external support for data collection should be sought. Refer to Action Area 1: Stakeholder Identification, Engagement and Empowerment.
   
   
7. Establish a baseline and assess national, regional and international benchmarks to compare existing data to other cities or locations and determine current performance prior to intervention.
   
   Analysis of this data may assist in setting specific inclusivity targets and objectives for the project.
   
   
8. Consider the needs and expectations of identified stakeholders in the technical feasibility studies.
   
   Stakeholder input should be tailored to each stage of an infrastructure project. For example, public consultations are important for project planning and at the design stage when input into the design is sought. See Action Area 1: Stakeholder Identification, Engagement and Empowerment.
   
   
9. Include a socioeconomic study in the financial feasibility studies that incorporates the economic and social costs and benefits of the project, including those related to inclusion, and that allows for a sensitivity analysis of the various factors.
   
   Aside from the quantitative direct benefits, the cost-benefit analysis must also include the qualitative and indirect benefits that are not monetary. See Action Area 6: Affordability and Optimising Finance for further information on socioeconomic cost-benefit analysis.
   
   
10. Assess the project’s potential benefits and also negative impacts to society.
    
    An in-depth analysis should be carried out on who benefits, who is at risk of being excluded and of the people who could be negatively impacted by a project. It should cover the economic, commercial, environmental and social impact of the project^[102]. Refer to Box 13: Illustrative example – How to overcome the hurdles of last mile infrastructure on how to deal with the challenge of delivering ‘last mile’ infrastructure for water projects in Kenya.
    
    Carrying out an Environmental and Social Impact Assessment (ESIA) and implementing the safeguards for potentially negatively affected people is not the focus of this reference tool, however it is a hugely important area and an example of inclusive stakeholder engagement activities in the ESIA is provided by the Cairo Metro Case Study.
    
    

    Financing and design

11. Ensure the needs and expectations of under-served and vulnerable groups are taken into account in preparing the design and financial models for infrastructure projects. This may involve the following activities:
    
    
    • public consultations;
    • in-person surveys;
    • site visits;
    • the establishment of community-based structures; and
    • willingness and affordability studies
      
      
12. Identify financing models and partners that consider high socioeconomic returns and favour the local economy in the form of job creation and long-
    term development.
    
    Refer to Action Area 6: Affordability and Optimising Finance for further discussion on financing models. In many developing and emerging markets, multilateral institutions with inclusivity mandates (such as the EBRD) can help support a project with financing and expertise. Where an approach, such as a public-private partnership (PPP), is being used, social performance indicators can be linked to payment mechanisms.
13. Evaluate and select national and international design standards and codes that ensure universal access to physical infrastructure and associated services.
    
    Infrastructure design should not be discriminatory in any form. Universal Design standards should be incorporated during the design stage of the project to achieve cost-efficiency. For more information, please see Action Area 3: Policy, Regulation and Standards.
    
    Project procurement
    
14. Specify the selected national or international design standards and codes that ensure universal access in the Request for Proposal (RfP) that will be issued to bidders, and that will need to be followed in the design and construction of the project.
    
    
15. Consider bidders’ experience and qualifications in delivering projects to maximise inclusivity and social returns to the community.
    
    The bid evaluation, qualification and the interview process should specifically explore and test the bidders’ experience in regard to delivering inclusive infrastructure projects. In addition, appointed members of the evaluation panel should include representatives for under-served and vulnerable groups. The Case Study on the U.S. Bank Stadium  describes an Equity Review Panel which provides advisory recommendations included in the hiring decision following interviews with potential construction managers on their experience and strategies to comply with the Equity Plan.
    
    
16. Include specific inclusivity conditions in the tender minimum requirements, targets in the award criteria and contractual obligations.
    
    For example, the inclusion of women or other minority groups in the design and construction of the project can involve giving preference to certain types of businesses (such as those enterprises that are owned by women or people with disabilities) or having workforce targets (such as having a minimum number or percentage of women employed). This may also apply to PPP contracts, such as mandating the involvement of vulnerable groups in the design process and incentivising the expansion of opportunities for these groups to work in the delivery and operation of infrastructure^[103], and establishing performance indicators related to inclusivity in the contractual agreements to measure the success of the project and define penalties for non-compliance. A sample project in this regard is described in Box 14: Illustrative example – Robust enforcement of inclusivity policy in the Kingdom of Saudi Arabia.
    
    
17. Encourage the use of local content and training if not already set out in national law.
    
    A study of numerous low-income economies found that labour-based local content procurement created up to five times the employment for the same investment^[104].
    
    A water project in Saudi Arabia demonstrates this through the requirement for the employment of local labour in the procurement contract (see Box 14: Illustrative example – Robust enforcement of inclusivity policy in the Kingdom of Saudi Arabia).
    
    
18. Establish a Social Equity Plan to facilitate interaction between the procuring agency, bidders and groups in society at risk of being discriminated against, to encourage dialogue and participation in the process.
    
     Construction and operation
    
19. Assess potential labour supply and demand issues, as the integration of specific inclusivity targets may be inhibited by current market conditions.
    
    For instance, even if targets have been set, there may be insufficient skills within the local labour market to deliver the project, which prevents the integration of workers from vulnerable groups. Therefore, governments may need to provide facilitation and guidance to ensure contractual inclusivity objectives can be achieved. The U.S. Bank Stadium Case Study offers a good example of undertaking a gap analysis to examine the projected labour requirements.
    
    
20. Offer employment and training to members of groups in society who do not have equal access to employment for construction and operation roles.
    
    An effective and successful method of doing this has been demonstrated in the U.S. Bank Stadium project, which developed an Equity Plan for the design and construction phases. A key element of this plan was workforce utilisation targets in relation to women and minorities, as well as targets for engaging women- and minority-owned businesses. An Equity Plan was also created for the operation of the stadium and replacement works, which featured similar mechanisms to drive inclusivity.
    
    In another example, a lack of training and skills was identified as being one of the reasons that there were no female bus drivers in Almaty, Kazakhstan. This was addressed through training, supported by the EBRD. The training went beyond the skills needed for the actual job to include enhancing the skills of the human resource team. This led to an increased ability to approach and attract female bus drivers as part of the recruitment efforts (see Box 9: Illustrative example – EBRD’s Economic Inclusion Strategy and Inclusion Policy Engagement.)
    
    
21. Implement a robust payment mechanism in line with the agreed inclusivity targets.
    
    As demonstrated in the U.S. Bank Stadium Case Study, approval of work and release of payment was only provided upon successful achievement of workforce utilisation targets and agreed integration of women- or minority-owned businesses in the project. Measures of non-compliance were also stipulated in the contracts between the implementing authority and the private sector.
    
     Monitoring and evaluation
    
22. Align monitoring and evaluation with the overall program or project objectives and integrate measurable parameters.
    
    In the U.S. Bank Stadium project, one of the main objectives was to distribute economic benefits of the urban development to women and minority groups in Minnesota. Parameters for monitoring and evaluation were included throughout the entire project lifecycle to ensure the program’s objectives were met. These were specific targets, such as the share of women and minority workforce employed and share of women- and minority-owned businesses contracted.
    
    
23. Ensure the findings feed into the policy and regulatory cycle to integrate lessons learned on inclusivity.
    
    Benefit realisation and lessons learned reports are powerful references for policy-makers. The London 2012 Olympic and Paralympic Games Committee prepared a ‘lessons learned’ report with detailed drawings and specifications on inclusive design. This legacy report provides practical reference for the future implementation of universal policies and designs for large infrastructure projects^[105].
    
     Decommissioning^[106] and upgrading assets
    
24. Formulate a decommissioning or upgrade plan.
    
    For infrastructure assets, especially long-term or large projects, it is crucial to have a decommissioning plan or asset upgrade plan in place. These are complex processes beginning far in advance of the expected decommissioning or upgrade dates^[107]. Proper planning can be achieved by an appointed team or committee tasked to produce comprehensive decommissioning or asset upgrade plans. This plan should be systematic and in accordance with regulatory requirements. The decommissioning and upgrading plans will also identify and mitigate micro and macro social issues that may arise^[108] from these activities.
    
    Decommissioning or upgrading infrastructure assets can have far-reaching implications. Socioeconomic factors relating to the workforce involved in the operational facility, or the local and wider community, are key to evaluating the success of the process^[109]. For example, if staff members are made redundant, it can have a significant impact on the individual and on the local community, especially in remote locations where the site is a major source of local employment and revenue^[110]. Governments should require the incorporation of inclusivity principles into decommissioning plans to ensure that such plans take into account members of groups that do not have equal access to employment or are disadvantaged by technological changes. Retraining and reskilling the workforce in anticipation of decommissioning is one key aspect of inclusive planning that can be explored. One good example was demonstrated in the Build Up Skills Norway program, where onsite construction workers were given education, training and life-long learning to transition to energy-efficient building and the use of renewable energy^[111].
    

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Examples

Overview

Project management in infrastructure is an activity that takes place during all stages of a project’s lifecycle, including the planning, design, financing, procurement, construction, operation, monitoring, evaluation and decommissioning of a project.

An effective project management strategy delivers major infrastructure projects on time, on budget and within prescribed specifications, and requires economic, environmental and social considerations^[112] to be embedded in the project management approach and methodology.

Inclusive project management and supervision consider all the inter-related aspects of projects, pertaining not only to the composition of the project management team and the application of processes, but also to the use of best practices that allow for an open system, effective implementation and monitoring of inclusivity targets of a project.

The integration of inclusivity in project management and supervision ensures alignment with policy and provides checks and balances for successful implementation. Defined targets are monitored, and in case of non-compliance, escalation procedures are in place to address the problem.

Relevance

Project management for large infrastructure projects needs to be applied as an open system, considering the complex and intertwined relationship with the areas, sectors and communities which projects traverse and impact upon. An open system involves continuous interaction and interdependency with the changing environmental, social, economic, physical, institutional and political context^[113].

Guidance

The following inclusivity principles should form part of project management practices. A detailed mechanism to integrate these principles throughout the project lifecycle will need to be further elaborated based on the requirements of the specific project. The following guidance is based on the universal principles of project management methods such as PMBOK^[115] and PRINCE2^[116]. Inclusive tasks within each generic process flow are highlighted as guidelines.

         Initiating

1. Identify the resources available, including budget, talent, allocation of time, regulatory support and governance structure.
   
   These dedicated elements are instrumental to effectively implementing inclusion objectives in the project.
   
   
2. Define the project’s inclusivity goals by conducting a feasibility study.
   
   The study is a generic term of reference that provides details on social inclusion aspects to be examined and analysed. It is a checklist of possible issues to be investigated^[117].
   
   
3. Establish a project governance structure with the social inclusion team reporting to the advisory or oversight board.
   
   The specialist team should have enough authority to manage and control the project resources and participants to achieve pragmatic inclusivity targets. The roles and accountabilities of all the participants are defined in the governance structure.
   
   
4. Alternatively, hire a Gender Equity and Social Inclusion (GESI) specialist to manage the inclusion plan in parallel to the project management team.
   
   In the U.S. Bank Stadium and TransMilenio BRT Case Studies, the hiring of social inclusion specialists to lead the project management for the social equity plans was instrumental to the successful delivery of the project’s inclusivity objectives.
   
   
5. Conduct a screening of social inclusion issues with an initial assessment and justification as to what the expected positive and negative social impacts will be.
   
   In addition, the screening process requires a further assessment on how and to what extent the project will benefit the vulnerable groups. This initial assessment is used as a basis for the design and planning stages. Where possible, all baseline studies should include quantitative data disaggregated by gender, socioeconomic groups, age, preferences, etc.
   
   Refer to the guidelines detailed in the practices for Data Collection and Stakeholder Identification, in Action Area 1: Stakeholder Identification, Engagement and Empowerment. An example is the “Disparity Study”^[118] developed by the City of Minneapolis in the United States, which served as the initial screening for the development of the city’s inclusive urban development plan (refer to the U.S. Bank Stadium Case Study).
   
    Planning
6. Confirm objectives, scope, benefits and risks in an inclusive business case.
   
   The business case for the Mi Teleférico cable cars project in Bolivia clearly set out the government’s intention to achieve affordability, accessibility, inclusivity, and financial sustainability (see Mi Teleférico Cable Car Case Study). For more information, please refer to Action Area 6: Affordability and Optimising Finance.
   
   
7. Create escalation procedures and de-bottlenecking processes in case of conflicts and disputes.
   
   They should be defined upfront and should be part of the project management plan. Tailored procedures in relation to inclusivity-specific challenges should be anticipated. For example, the Metropolitan Expressway in Tokyo, Japan, incorporated an escalation procedure to address the residents’ demand for a more inclusive and environmentally sensitive design solution (see Box 15: Illustrative example – De-bottlenecking processes for the Tokyo Metropolitan Expressway, Japan).
   
     Executing
8. Develop a detailed work plan with realistic and practical actions that are accepted by all implementing parties.
   
   The detailed work plan should also differentiate between specific interventions supported by the implementing agency and the project company and its contractors. In the U.S. Bank Stadium project, the Equity Plan set out pragmatic goals to integrate women, minorities and low-income residents in the workforce, and women- and minority-owned businesses in the design and construction activities of the project.
   
   
9. Develop a resource procurement plan with clauses embedded to ensure all delivery parties (contractors, designers, engineers, specialists) understand the inclusivity objectives and take appropriate action.
   
   Projects such as the Water Sector Trust Fund in Kenya and the U.S. Bank Stadium in Minnesota show how this can be achieved in practice.
   
   
10. Ensure the action plan has monitoring and evaluation indicators and targets, which are linked to inclusion.
    
    There are different types of indicators that correspond to each part of the project development cycle, such as risks, input, process, output, outcome and impact indicators.
    
     Controlling
11. Manage quality, risk and change.
    A useful tool to implement is a web-based reporting system, which should be available to all the participants of the delivery team. The project management team of the U.S. Bank Stadium project developed a web-based tool to manage all of the contractors involved in the project. It provided an efficient and transparent reporting platform for all parties involved.
    
    
12. Require monitoring and reporting of inclusivity indicators within a specified time-frame and frequency.
    
    Attention should be paid to progress against inclusivity objectives, as well as any barriers encountered and possible mitigation strategies to resolve the issues. These reports should be made public, where possible, to provide greater transparency and accountability. The social inclusion team/specialist should control the charter, budget, and risk management, and should prepare periodic status reports.
    
    
13. Manage stakeholders.
    
    The Metropolitan Expressway in Tokyo successfully implemented a stakeholder management process resulting in major improvements to cost reduction and conflict resolution. For a summary of the stakeholder engagement process, see Box 15: Illustrative Example – De-bottlenecking processes for the Tokyo Metropolitan Expressway, Japan. For detail on this guidance refer to Action Area 1: Stakeholder Identification, Engagement and Empowerment.
    
      Closing
14. Prepare a ‘lessons learned’ report with as much information as possible to generate efficiencies in the future.
    
    The ‘lessons learned’ report is a valuable legacy of the project and can increase the impact of the inclusivity work of the project. An example is the Learning Legacy Report from the London 2012 Olympic and Paralympic Games^[119] construction project. It sets out the inclusive design standards used in the construction projects and highlights examples of best practice and tools and templates that proved to be successful in this large and complex project.
    
    
15. Develop a benefits realisation report following construction of the project, and at intervals during operations, to assess whether the benefits realised are according to the targets outlined in the business case^[120] and to inform future initiatives.
    
    Reporting should include a dedicated section on the results of the social inclusion activities, at completion of construction and at regular intervals during operations.
    
    The U.S. Bank Stadium, Colombia’s TransMilenio bus rapid transit system, Mi Teleférico in Bolivia, and Kenya’s Water Sector Trust Fund are projects that update their benefits realisation reports periodically and make them available on their websites.
    

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Example

Overview

Integrated planning and delivery approaches may create significant benefits in urban settlements. A holistic approach across all sectors within an urban context leads to better coordination and an increased understanding of dependencies. It also helps to identify the needs of various social groups, particularly vulnerable groups, so solutions that benefit everyone living in urban areas can be developed.

Inclusive urban infrastructure development is defined as an integrated approach encompassing sustainable, resilient, accessible and affordable solutions to the challenges faced by poorer urban residents and other vulnerable groups by enhancing their access to urban services and infrastructure through targeted investments^[121].

Using this definition, an integrated approach in urban planning goes beyond the identification of benefits related to individual sector approaches and considers benefits to the wider community in an urban area, particularly to specific communities that benefit from improved transport links, greater urban space and access to basic utilities such as water and electricity.

An inclusive approach to urban development can help to create more cohesive communities, where people from various social groups live together in the same neighbourhood. This encourages positive behaviours, promotes understanding and discourages segregation and the creation of slum areas.

Urban planning approaches should enable the development of communities where people can live, work and play by, for example, locating residential areas within the vicinity of commercial and industrial areas that provide employment. Master planning is key to this. For instance, in Singapore, affordable housing solutions are carefully located to ensure the proximity of these communities to healthcare facilities, transport links (bus stops and train stations), and working districts.

Projects must also consider the socio-cultural context. For example, in 2017, Singapore had a population density of 7,916 people per square kilometre compared to Kenya’s 87^[122]. In urban, land-scarce and highly populated cities, such as Singapore, high density housing of 15- or 30-storey units is considered socially acceptable.

However, in other countries, such as Kenya, where people are used to living far apart but close to the land, a similar high-rise solution might not be appropriate. There are several statistical and mapping tools that help to assess how an urban community occupies the available space. They can be used to identify patterns of urbanisation, which can be used to inform a developer’s approach to inclusive infrastructure.

Inclusive urban development has been highlighted as a separate practice to illustrate the importance of integrated, cross-sectoral approaches at a program, as well as project, level of planning, development and delivery.

Relevance

Guidance

1. Develop a City Poverty and Vulnerability Profile (CPVP) using the following steps^[123]:
   

   • Develop scope: Undertake a preliminary, or scoping, appraisal of the city, including an analysis of its role in the national urban system. Consolidate the CPVP through data gathering and mapping, including an annotated city base map, a sociocultural map, a vulnerabilities and/or spatial risk data map, and a future urban expansion map.
   • Review: Conduct a comprehensive review of available literature on the urban sector policies and regulatory frameworks, including related policies and strategies for climate change and disaster risk management. This involves understanding what makes a successful urban economy and how to achieve poverty-alleviating growth, placing emphasis on mechanisms that build assets and generate income for low-income groups.
   • Validate: Validate the city development strategy or city development plan based on timeframe, risks, action plan, and baseline audit.
   • Output: The CPVP will provide baseline data and analysis of the key economic, environmental and social challenges in the city. It will also provide a policy and standards review to enable policy reform, as well as contain sector assessments, and provide key investment shortfalls by sector.
     
     
2. Create a multi-sectoral and integrated approach.
   
   In the process of building inclusive cities, policies and projects often affect the functioning of multiple sectors, sometimes with detrimental effects to urban low-income communities and/or to inclusivity. For example, the design of a mass transit system that reduces the travel time to central areas of the city is beneficial for all citizens. However, it increases land values and rents along the route. Therefore, the low-income residents may be pushed out of inner-city areas unless complementary public housing or urban upgrading programs are also undertaken^[124].
   
   
3. Use a framework to conduct an inclusive needs assessment.
   
   The Asian Development Bank 2017 publication Enabling Inclusive Cities: Toolkit for Inclusive Urban Development contains a sample framework for assessing inclusivity needs, covering issues such as income, social protection, education, and health^[125]. A graphic of the framework is presented in Figure 9, below.
   
   
   Figure 9: Framework for inclusive needs assessment of urban development

Example

A practical example of the ways inclusivity in urban development can be addressed is set out in the following illustrative example from Colombia’s capital Bogotá.

Example Case Study: U.S. Bank Stadium

More Case Studies