Fee considerations for architects - Revision history

Designing Buildings at 09:50, 5 October 2020

2020-10-05T09:50:13Z

← Older revision		Revision as of 09:50, 5 October 2020
Line 155:		Line 155:
	* The architectural profession.		* The architectural profession.

−	[[Category:Articles_needing_more_work]] [[Category:Appointments]] [[Category:Cost_/_business_planning]]	+	[[Category:Articles_needing_more_work]] [[Category:DCN_Commentary]] [[Category:DCN_Guidance]] [[Category:Appointments]] [[Category:Cost_/_business_planning]]

Designing Buildings: Reverted edits by JoeB123 (talk) to last revision by Designing Buildings

2019-05-06T14:01:08Z

Reverted edits by JoeB123 (talk) to last revision by Designing Buildings

← Older revision		Revision as of 14:01, 6 May 2019
Line 7:		Line 7:

	= Project considerations =		= Project considerations =
−
−	~~Benefits and Opportunities~~
−
−	* Profit
−	* Quality / Desirability of work
−	* Location of work
−	* Client Type
−
−	~~Risks and Uncertainties~~
−
−	* The client
−	* Who are they?
−	* Credit and company checks?
−	* Resources, reputation, knowledge
−
−	~~Programme and time~~
−
−	~~Scope of services~~
−
−	~~Project definition~~

	=== ASSESS CLIENT RISK ===		=== ASSESS CLIENT RISK ===
Line 86:		Line 66:
	= Wider practice / business considerations =		= Wider practice / business considerations =

−	* Are there sufficient resources? ~~may need more employees with specific skills eg. BIM~~	+	* Are there sufficient resources?
	* Is additional PII cover required?		* Is additional PII cover required?
	* Assess cash flow and fee forecasting.		* Assess cash flow and fee forecasting.
Line 93:		Line 73:
	* Have you performed credit checks and asked about them around the industry?		* Have you performed credit checks and asked about them around the industry?
	* Does the client have the authority and resources to commission the work?		* Does the client have the authority and resources to commission the work?
−	* Is the practice likely to get repeat work from this client? If so, the fee could be lowered to it make more appealing. ~~Less profit margin to ensure competitive fee?~~	+	* Is the practice likely to get repeat work from this client? If so, the fee could be lowered to it make more appealing.
	* Will the client be open to value incentives? If so should the practice take the risk?		* Will the client be open to value incentives? If so should the practice take the risk?
	* You should have an Employment Policy in place.		* You should have an Employment Policy in place.
	* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan.		* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan.
	* Ensure there is a liability cap.		* Ensure there is a liability cap.
−
−	~~- Resource requirements~~
−
−	~~The office should similarly be satisfied that they have the necessary finances and staff to undertake the project.~~
−
−	~~Work out required resources in comparison to RIBA Plan of Work, include:~~
−
−	* List project tasks and services at each stage
−	* List employees available
−	* List anticipated hours for each staff member against tasks
−	* List number of drawings and other measurable outputs
−
−	* Quality/Desirability of work
−	* Location of work - opportunity
−	* Client type - serial clients
−	* PII cover

	= Calculation considerations =		= Calculation considerations =
Line 169:		Line 133:
	* Recent completed projects.		* Recent completed projects.
	* Staff CVs.		* Staff CVs.
−
−	~~-----~~
−	~~When Calculating the fee, consider:~~
−
−	~~1. Personnel likely to be engaged, projected time to be spent, their cost/charge out rate~~
−
−	* More complex projects requiring more staff time should attract higher fees
−	* consider the seniority of staff on a given project as this will affect the average hourly rate
−
−	~~2. Services to be provided~~
−
−	* Projects requiring more skill should attract higher fees
−
−	~~3. Proposed Procurement~~
−
−	~~4. Proposed timescale~~
−
−	~~5. Required profit margin~~
−
−	~~6. Added Value~~
−
−	Benchmarking is essential when determining fees (competitors, similar projects, similar clients). Offer should reflect the value of the services offered. Offer should be financially viable for the practice. Develop a resource plan. Always set targets and monitor.
−
−	~~Choose a way to express the fee:~~
−
−	Fixed lump sum - Fixed/ well defined scope from the outset. Higher risk then Calculated lump sum/percentage fee. Payments spilt across work stages. Should include provision for adjustment should the scope/brief/requirements change.
−
−	~~Percentage Fee/Calculated lump sum - Based on estimated construction cost at beginning of each work stage. Risk to client if the cost goes up. Risk to architect if the cost goes down.~~
−
−	~~Time (eg. agreed hourly rate) - Often used in the early work stages 0-1, feasibility studies, one-off image / drawing work etc. The rate is agreed in appointment~~
−
−	~~Rules for managing the fee:~~
−
−	~~# Have an agreement in writing~~
−	~~# Check the name of the client in any agreement is the name you expected~~
−	~~# State clearly the client’s requirements and the scope of the services to be provided~~
−	~~# Ensure the payment provisions are understood~~
−	~~# Don’t undertake work which is beyond the resources of the practice~~
−	~~# Identify separate work stages and get each stage signed ooff~~
−	~~# Establish rigorous procedures for managing fee accounts, invoicing and chasing debts na maintaining cash flow.~~
−	~~# Resist pressure to start any work until the agreement is signed.~~
−
−	~~= =~~

	= Find out more =		= Find out more =

JoeB123 at 21:16, 5 May 2019

2019-05-05T21:16:14Z

← Older revision		Revision as of 21:16, 5 May 2019
Line 169:		Line 169:
	* Recent completed projects.		* Recent completed projects.
	* Staff CVs.		* Staff CVs.
		+
		+	-----
		+	When Calculating the fee, consider:
		+
		+	1. Personnel likely to be engaged, projected time to be spent, their cost/charge out rate
		+
		+	* More complex projects requiring more staff time should attract higher fees
		+	* consider the seniority of staff on a given project as this will affect the average hourly rate
		+
		+	2. Services to be provided
		+
		+	* Projects requiring more skill should attract higher fees
		+
		+	3. Proposed Procurement
		+
		+	4. Proposed timescale
		+
		+	5. Required profit margin
		+
		+	6. Added Value
		+
		+	Benchmarking is essential when determining fees (competitors, similar projects, similar clients). Offer should reflect the value of the services offered. Offer should be financially viable for the practice. Develop a resource plan. Always set targets and monitor.
		+
		+	Choose a way to express the fee:
		+
		+	Fixed lump sum - Fixed/ well defined scope from the outset. Higher risk then Calculated lump sum/percentage fee. Payments spilt across work stages. Should include provision for adjustment should the scope/brief/requirements change.
		+
		+	Percentage Fee/Calculated lump sum - Based on estimated construction cost at beginning of each work stage. Risk to client if the cost goes up. Risk to architect if the cost goes down.
		+
		+	Time (eg. agreed hourly rate) - Often used in the early work stages 0-1, feasibility studies, one-off image / drawing work etc. The rate is agreed in appointment
		+
		+	Rules for managing the fee:
		+
		+	# Have an agreement in writing
		+	# Check the name of the client in any agreement is the name you expected
		+	# State clearly the client’s requirements and the scope of the services to be provided
		+	# Ensure the payment provisions are understood
		+	# Don’t undertake work which is beyond the resources of the practice
		+	# Identify separate work stages and get each stage signed ooff
		+	# Establish rigorous procedures for managing fee accounts, invoicing and chasing debts na maintaining cash flow.
		+	# Resist pressure to start any work until the agreement is signed.
		+
		+	= =

	= Find out more =		= Find out more =

JoeB123 at 18:51, 5 May 2019

2019-05-05T18:51:37Z

← Older revision		Revision as of 18:51, 5 May 2019
Line 7:		Line 7:

	= Project considerations =		= Project considerations =
		+
		+	Benefits and Opportunities
		+
		+	* Profit
		+	* Quality / Desirability of work
		+	* Location of work
		+	* Client Type
		+
		+	Risks and Uncertainties
		+
		+	* The client
		+	* Who are they?
		+	* Credit and company checks?
		+	* Resources, reputation, knowledge
		+
		+	Programme and time
		+
		+	Scope of services
		+
		+	Project definition

	=== ASSESS CLIENT RISK ===		=== ASSESS CLIENT RISK ===
Line 66:		Line 86:
	= Wider practice / business considerations =		= Wider practice / business considerations =

−	* Are there sufficient resources?	+	* Are there sufficient resources? may need more employees with specific skills eg. BIM
	* Is additional PII cover required?		* Is additional PII cover required?
	* Assess cash flow and fee forecasting.		* Assess cash flow and fee forecasting.
Line 73:		Line 93:
	* Have you performed credit checks and asked about them around the industry?		* Have you performed credit checks and asked about them around the industry?
	* Does the client have the authority and resources to commission the work?		* Does the client have the authority and resources to commission the work?
−	* Is the practice likely to get repeat work from this client? If so, the fee could be lowered to it make more appealing.	+	* Is the practice likely to get repeat work from this client? If so, the fee could be lowered to it make more appealing. Less profit margin to ensure competitive fee?
	* Will the client be open to value incentives? If so should the practice take the risk?		* Will the client be open to value incentives? If so should the practice take the risk?
	* You should have an Employment Policy in place.		* You should have an Employment Policy in place.
	* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan.		* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan.
	* Ensure there is a liability cap.		* Ensure there is a liability cap.
		+
		+	- Resource requirements
		+
		+	The office should similarly be satisfied that they have the necessary finances and staff to undertake the project.
		+
		+	Work out required resources in comparison to RIBA Plan of Work, include:
		+
		+	* List project tasks and services at each stage
		+	* List employees available
		+	* List anticipated hours for each staff member against tasks
		+	* List number of drawings and other measurable outputs
		+
		+	* Quality/Desirability of work
		+	* Location of work - opportunity
		+	* Client type - serial clients
		+	* PII cover

	= Calculation considerations =		= Calculation considerations =

Designing Buildings at 07:24, 2 June 2017

2017-06-02T07:24:45Z

← Older revision		Revision as of 07:24, 2 June 2017
Line 113:		Line 113:

	Ideally, perform a calculated prediction and test it against empirical data.		Ideally, perform a calculated prediction and test it against empirical data.
−
−	~~Typically, 70% 30% 10% - Salary Overheads Profit.~~

	= Traditional types of fee =		= Traditional types of fee =

Designing Buildings at 07:26, 10 May 2016

2016-05-10T07:26:57Z

← Older revision		Revision as of 07:26, 10 May 2016
Line 157:		Line 157:
	* The architectural profession.		* The architectural profession.

−	[[Category:Articles_needing_more_work]] [[Category:Appointments]]	+	[[Category:Articles_needing_more_work]] [[Category:Appointments]] [[Category:Cost_/_business_planning]]

Designing Buildings at 07:26, 10 May 2016

2016-05-10T07:26:45Z

← Older revision		Revision as of 07:26, 10 May 2016
Line 10:		Line 10:
	=== ASSESS CLIENT RISK ===		=== ASSESS CLIENT RISK ===

−	* How much support will be required? (ie: is the client ~~experience~~ or ~~naive~~?)	+	* How much support will be required? (ie: is the client experienced or not?)
	* How many stakeholders are there to satisfy?		* How many stakeholders are there to satisfy?
	* Are there multiple requirements as a result that could complicate the brief?		* Are there multiple requirements as a result that could complicate the brief?
Line 18:		Line 18:

	* What is the extent of services required? Full, partial, just feasibility etc?		* What is the extent of services required? Full, partial, just feasibility etc?
−	* Is the client clear about what they want and the brief fully realised? If not suggest a time based fee for the early stage work then a fixed fee for the whole project. ~~Possibility~~ of 'scope creep'.	+	* Is the client clear about what they want and the brief fully realised? If not suggest a time-based fee for the early stage work then a fixed fee for the whole project. Consider the possibility of 'scope creep'.
	* What is the procurement route? Traditional will require more detailed design with possible contract administrator duties.		* What is the procurement route? Traditional will require more detailed design with possible contract administrator duties.

Line 25:		Line 25:
	* Does it include work to an existing building or conservation work?		* Does it include work to an existing building or conservation work?
	* Are there any possible contentious issues that may cause delays?		* Are there any possible contentious issues that may cause delays?
−	* Are the services ~~asked for~~ beyond your expertise? Will additional consultants be needed?	+	* Are the services required beyond your expertise? Will additional consultants be needed?

	=== ASSESS PREVIOUS EXPERIENCE ===		=== ASSESS PREVIOUS EXPERIENCE ===

−	* Does ~~your~~ practice have previous experience in the sector? Lack of experience can lead to poor estimation of cost~~. It is wise to over-estimate as a result~~.	+	* Does the practice have previous experience in the sector? Lack of experience can lead to poor estimation of cost.
	* Is there potential to use knowledge from previous projects?		* Is there potential to use knowledge from previous projects?

	=== ASSESS PROJECT PROFILE ===		=== ASSESS PROJECT PROFILE ===

−	* Consider building type and the level of project complexity~~? - is~~ it a new build? ~~Refurb~~? Historic? (traditionally ~~refurb~~ and historic carry higher fees)	+	* Consider the building type and the level of project complexity. Is it a new build? Refurbishment? Historic? (traditionally refurbishment and historic carry higher fees)
	* Consider whether the risk profile of the project is high or low.		* Consider whether the risk profile of the project is high or low.
	* Are there elements of repetition that may reduce the fee?		* Are there elements of repetition that may reduce the fee?
Line 42:		Line 42:

	* What is the delivery requirement - does the project have to be delivered in BIM or another specific programme / method?		* What is the delivery requirement - does the project have to be delivered in BIM or another specific programme / method?
−	* Consider speed of delivery required. Is the client's programme reasonable? (This will affect resourcing demands and required under RIBA principle 2.5). Fast track projects require additional fees because the architect may need to hire additional staff, pay overtime and re-schedule other work	+	* Consider the speed of delivery required. Is the client's programme reasonable? (This will affect the resourcing demands and is required under RIBA principle 2.5). Fast track projects require additional fees because the architect may need to hire additional staff, pay overtime and re-schedule other work
−	* Basic fee or additional services? Are contract administrator / lead consultant roles Included?	+	* Basic fee or additional services? Are contract administrator / lead consultant / lead designer / principal designer roles Included?

	=== OTHER ===		=== OTHER ===
Line 59:		Line 59:
	* You should have appropriate Professional Indemnity Insurance (PII) cover.		* You should have appropriate Professional Indemnity Insurance (PII) cover.
	* The architect should be satisfied the proposal will not conflict with any relevant codes of professional conduct, or other commissions/commitments in the office.		* The architect should be satisfied the proposal will not conflict with any relevant codes of professional conduct, or other commissions/commitments in the office.
−	* The architect must act with reasonable skill ~~&~~ care	+	* The architect must act with reasonable skill and care.
−	* The architect must keep the client informed of progress in the performance of services and need to appoint specialists/consultants	+	* The architect must keep the client informed of progress in the performance of services and the need to appoint specialists/consultants.
−	* The architect must collaborate with the project team and integrate their work	+	* The architect must collaborate with the project team and integrate their work.
−	* The architect ~~shall~~ act on the behalf of the client where necessary/as set out in the agreement	+	* The architect must act on the behalf of the client where necessary/as set out in the agreement.

	= Wider practice / business considerations =		= Wider practice / business considerations =
Line 69:		Line 69:
	* Is additional PII cover required?		* Is additional PII cover required?
	* Assess cash flow and fee forecasting.		* Assess cash flow and fee forecasting.
−	* Is this a new client? What is their financial status? Have you performed credit checks and asked about them around the industry? Does the client have the authority and resources to commission the work? ~~If new we could front load the fees to minimise the risks.~~	+	* Is this a new client?
−	* Is it likely to get repeat work from this client? If so, the fee could be lowered to make more appealing?	+	* What is their financial status?
		+	* Have you performed credit checks and asked about them around the industry?
		+	* Does the client have the authority and resources to commission the work?
		+	* Is the practice likely to get repeat work from this client? If so, the fee could be lowered to it make more appealing.
	* Will the client be open to value incentives? If so should the practice take the risk?		* Will the client be open to value incentives? If so should the practice take the risk?
	* You should have an Employment Policy in place.		* You should have an Employment Policy in place.
−	* Appointment of consultants should ideally be from the client.	+	* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan.
−	* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan	+	* Ensure there is a liability cap.
−	* Ensure liability cap	+
−	* Do not accept client's CDM responsibilities.	+

	= Calculation considerations =		= Calculation considerations =
Line 117:		Line 118:
	= Traditional types of fee =		= Traditional types of fee =

−	* Percentage fee. Geared towards full services and well defined ~~project~~. Not always suitable.	+	* Percentage fee. Geared towards full services and well-defined projects. Not always suitable.
	* Lump sum. Client benefits form certainty. For each work stage or one sum split between work stages.		* Lump sum. Client benefits form certainty. For each work stage or one sum split between work stages.
−	* Fixed Lump Sum. ~~Unwise~~ to agree fixed lump sum with no variation provision.	+	* Fixed Lump Sum. It may be unwise to a agree fixed lump sum with no variation provision.
	* Variable Lump Sum. Adjusted based on updated cost information at the end of each stage.		* Variable Lump Sum. Adjusted based on updated cost information at the end of each stage.
	* Time charge. This is high risk for the client.		* Time charge. This is high risk for the client.
Line 135:		Line 136:
	* Staff CVs.		* Staff CVs.

		+	= Find out more =

		+	=== Related articles on Designing Buildings Wiki ===

−	~~= =~~	+	* Architect.
		+	* Architecture.
		+	* Architects fees.
		+	* Architectural styles.
		+	* Architectural training.
		+	* Appointing consultants.
		+	* Collaborative practices.
		+	* Concept architectural design.
		+	* Consultant team.
		+	* Consultant team start up meeting.
		+	* Designers.
		+	* Design liability.
		+	* Fees.
		+	* Professional Indemnity Insurance.
		+	* Scope of services.
		+	* The architectural profession.

	[[Category:Articles_needing_more_work]] [[Category:Appointments]]		[[Category:Articles_needing_more_work]] [[Category:Appointments]]

82.9.171.64 at 18:27, 9 May 2016

2016-05-09T18:27:05Z

← Older revision		Revision as of 18:27, 9 May 2016
Line 42:		Line 42:

	* What is the delivery requirement - does the project have to be delivered in BIM or another specific programme / method?		* What is the delivery requirement - does the project have to be delivered in BIM or another specific programme / method?
−	* Consider speed of delivery required. Is the client's programme reasonable? (This will affect resourcing demands and required under RIBA principle 2.5)	+	* Consider speed of delivery required. Is the client's programme reasonable? (This will affect resourcing demands and required under RIBA principle 2.5). Fast track projects require additional fees because the architect may need to hire additional staff, pay overtime and re-schedule other work
	* Basic fee or additional services? Are contract administrator / lead consultant roles Included?		* Basic fee or additional services? Are contract administrator / lead consultant roles Included?

Line 81:		Line 81:

	== Work stage fees ==		== Work stage fees ==
−
−

	* It is common to time charge during the early stages.		* It is common to time charge during the early stages.
Line 90:		Line 88:

	== Acknowledging added value ==		== Acknowledging added value ==
−
−

	* Incentive fees: (ie % of value increase on land if planning is received.)		* Incentive fees: (ie % of value increase on land if planning is received.)

82.9.171.64 at 18:00, 9 May 2016

2016-05-09T18:00:42Z

← Older revision		Revision as of 18:00, 9 May 2016
Line 8:		Line 8:
	= Project considerations =		= Project considerations =

−	* ~~What~~ is ~~being asked for~~?/ How ~~were you approached~~?	+	=== ASSESS CLIENT RISK ===
−	* ~~Is the client clear about what they want and~~ the brief ~~fully realised~~? ~~If not suggest a time based fee for~~ the ~~early stage work then a fixed fee for~~ the ~~whole~~ project.	+
		+	* How much support will be required? (ie: is the client experience or naive?)
		+	* How many stakeholders are there to satisfy?
		+	* Are there multiple requirements as a result that could complicate the brief?
		+	* Is the client's budget reasonable, can the project be achieved within it?
		+
		+	=== ASSESS PROJECT SCOPE ===
		+
	* What is the extent of services required? Full, partial, just feasibility etc?		* What is the extent of services required? Full, partial, just feasibility etc?
−	* ~~Basic fee or additional services? Are contract administrator / lead consultant roles Included~~?	+	* Is the client clear about what they want and the brief fully realised? If not suggest a time based fee for the early stage work then a fixed fee for the whole project. Possibility of 'scope creep'.
	* What is the procurement route? Traditional will require more detailed design with possible contract administrator duties.		* What is the procurement route? Traditional will require more detailed design with possible contract administrator duties.
−	* Does ~~sufficient information exist about the services being asked for~~?	+
		+	=== ASSESS POSSIBLE LEGISLATIVE RESTRICTIONS ===
		+
		+	* Does it include work to an existing building or conservation work?
		+	* Are there any possible contentious issues that may cause delays?
	* Are the services asked for beyond your expertise? Will additional consultants be needed?		* Are the services asked for beyond your expertise? Will additional consultants be needed?
−	* Is the client's programme reasonable? This will affect resourcing demands and required under RIBA principle 2.5)	+
−	* ~~Is the client's budget reasonable, can the project be achieved within it~~?	+	=== ASSESS PREVIOUS EXPERIENCE ===
		+
		+	* Does your practice have previous experience in the sector? Lack of experience can lead to poor estimation of cost. It is wise to over-estimate as a result.
		+	* Is there potential to use knowledge from previous projects?
		+
		+	=== ASSESS PROJECT PROFILE ===
		+
		+	* Consider building type and the level of project complexity? - is it a new build? Refurb? Historic? (traditionally refurb and historic carry higher fees)
		+	* Consider whether the risk profile of the project is high or low.
		+	* Are there elements of repetition that may reduce the fee?
		+	* Does sufficient information exist about the services being asked for?
		+
		+	=== ASSESS CLIENT REQUIREMENTS ===
		+
		+	* What is the delivery requirement - does the project have to be delivered in BIM or another specific programme / method?
		+	* Consider speed of delivery required. Is the client's programme reasonable? (This will affect resourcing demands and required under RIBA principle 2.5)
		+	* Basic fee or additional services? Are contract administrator / lead consultant roles Included?
		+
		+	=== OTHER ===
		+
		+	* What is being asked for?/ How were you approached?
	* How is the project funded, are there other stakeholders/demands to be aware of?		* How is the project funded, are there other stakeholders/demands to be aware of?
−	* What is the level of project complexity?
−	* Does it include work to an existing building or conservation work?
−	* Are there elements of repetition that may reduce the fee.
−	* Is there potential to use knowledge from previous projects.
	* Likely expenses.		* Likely expenses.
	* Is it possible to benchmark against other practices / projects?		* Is it possible to benchmark against other practices / projects?
Line 29:		Line 56:

	* The fee should be confirmed in writing and explained to client.		* The fee should be confirmed in writing and explained to client.
−	* You should have proper resources for the delivery of the services required.	+	* You should have proper resources/ competence for the delivery of the services required.
	* You should have appropriate Professional Indemnity Insurance (PII) cover.		* You should have appropriate Professional Indemnity Insurance (PII) cover.
−	* ~~You~~ should ~~have an Employment Policy~~ in ~~place~~.	+	* The architect should be satisfied the proposal will not conflict with any relevant codes of professional conduct, or other commissions/commitments in the office.
		+	* The architect must act with reasonable skill & care
		+	* The architect must keep the client informed of progress in the performance of services and need to appoint specialists/consultants
		+	* The architect must collaborate with the project team and integrate their work
		+	* The architect shall act on the behalf of the client where necessary/as set out in the agreement

	= Wider practice / business considerations =		= Wider practice / business considerations =

−	* Are there sufficient resources.	+	* Are there sufficient resources?
	* Is additional PII cover required?		* Is additional PII cover required?
	* Assess cash flow and fee forecasting.		* Assess cash flow and fee forecasting.
−	* Is this a new client? What is their financial status? Have you performed credit checks and asked about them around the industry? If new we could front load the fees to minimise the risks?	+	* Is this a new client? What is their financial status? Have you performed credit checks and asked about them around the industry? Does the client have the authority and resources to commission the work? If new we could front load the fees to minimise the risks.
	* Is it likely to get repeat work from this client? If so, the fee could be lowered to make more appealing?		* Is it likely to get repeat work from this client? If so, the fee could be lowered to make more appealing?
	* Will the client be open to value incentives? If so should the practice take the risk?		* Will the client be open to value incentives? If so should the practice take the risk?
		+	* You should have an Employment Policy in place.
		+	* Appointment of consultants should ideally be from the client.
		+	* Watch out for bespoke appointments, including a demand for higher levels of skill, breach of performance warranties and stretching of collateral warranties to longer than the appointment lifespan
		+	* Ensure liability cap
		+	* Do not accept client's CDM responsibilities.

	= Calculation considerations =		= Calculation considerations =

	== Work stage fees ==		== Work stage fees ==
		+
		+

	* It is common to time charge during the early stages.		* It is common to time charge during the early stages.
Line 52:		Line 90:

	== Acknowledging added value ==		== Acknowledging added value ==
		+
		+

	* Incentive fees: (ie % of value increase on land if planning is received.)		* Incentive fees: (ie % of value increase on land if planning is received.)
Line 98:		Line 138:
	* Recent completed projects.		* Recent completed projects.
	* Staff CVs.		* Staff CVs.
		+
		+
		+
		+	= =

	[[Category:Articles_needing_more_work]] [[Category:Appointments]]		[[Category:Articles_needing_more_work]] [[Category:Appointments]]

95.144.248.143 at 12:03, 23 April 2016

2016-04-23T12:03:51Z

Show changes