Designing Buildings - User contributions [en]

Talk:Briefing documents for building design

2019-05-03T10:27:15Z

Archstudent:

Dear Client, In response to the concerns you have raised regarding time set aside in the project for briefing, I have prepared a short explanatory letter outlining our aims for the briefing process, risks associated with inadequate briefing, and our recommendations to clearly manage the briefing process moving forward. Aims of the briefing proces: Briefing is an evolutionary process of understanding an organisation’s needs and resources and matching these to its objectives and mission.

* Mechanism for defining and translating client + user and other stakeholders needs to the project team, managing relationships and reducing risk in the planning, design and construction process.
* Key to the success of the project is the alignment of all key project parameters – vision, need, space, time and budget. The briefing process allows these parameters to be align early on in the project and identifies when outstanding decisions need to be make to allow for flexibility without impacting on the progression of the project or its time and budget restraints.
* Defines typical and specific requirements
* Way of capturing in the design both the short term / long term requirements of the client and other stakeholders
* Understanding the clients needs and sets benchmarks for the balance between time, cost and quality
* Helps to fix a balance between project benefits (user requirements) and project costs
* Mechanism for management of requests for change – the opportunity to reduce costs decreases with progression of project stages – diagram

Risks associated with inadequate briefing.

* Misalignment with client + stakeholders (Executive Client, Funders, Users, Developer) aims and ambitions. Late changes cost money.
* Undefined expectations and relationship between time, cost and quality
* Reduces ability to implement feedback loops to reduce long term life cycle costs for long term gains.

Immediate actions.

* Set up consultation day with the end users, present the strategic brief and use a feedback form to document users needs.
* Set up a focus group – client to be present for everyone to understand issues and help resolve
* Organise for a visit of a similar scheme with similar time / cost / quality constraints to manage expectations of client and end users, and gain feedback that could benefit lifespan running costs
* Document this all in the Project Brief, agree a date for issue and insure client sign off.

From the above information I hope that the importance of the briefing process is made clear. Please contact me if you have any questions Kind regards,

Talk:Briefing documents for building design

2019-05-03T10:25:39Z

Archstudent:

Dear Client, In response to the concerns you have raised regarding time set aside in the project for briefing, I have prepared a short explanatory letter outlining our aims for the briefing process, risks associated with inadequate briefing, and our recommendations to clearly manage the briefing process moving forward. Aims of the briefing process Briefing is an evolutionary process of understanding an organisation’s needs and resources and matching these to its objectives and mission. · Mechanism for defining and translating client + user and other stakeholders needs to the project team, managing relationships and reducing risk in the planning, design and construction process. · Key to the success of the project is the alignment of all key project parameters – vision, need, space, time and budget. The briefing process allows these parameters to be align early on in the project and identifies when outstanding decisions need to be make to allow for flexibility without impacting on the progression of the project or its time and budget restraints. · Defines typical and specific requirements · Way of capturing in the design both the short term / long term requirements of the client and other stakeholders · Understanding the clients needs and sets benchmarks for the balance between time, cost and quality · Helps to fix a balance between project benefits (user requirements) and project costs · Mechanism for management of requests for change – the opportunity to reduce costs decreases with progression of project stages – diagram Risks associated with inadequate briefing · Misalignment with client + stakeholders (Executive Client, Funders, Users, Developer) aims and ambitions. Late changes cost money. · Undefined expectations and relationship between time, cost and quality · Reduces ability to implement feedback loops to reduce long term life cycle costs for long term gains. Immediate actions. · Set up consultation day with the end users, present the strategic brief and use a feedback form to document users needs. · Set up a focus group – client to be present for everyone to understand issues and help resolve · Organise for a visit of a similar scheme with similar time / cost / quality constraints to manage expectations of client and end users, and gain feedback that could benefit lifespan running costs · Document this all in the Project Brief, agree a date for issue and insure client sign off. From the above information I hope that the importance of the briefing process is made clear. Please contact me if you have any questions Kind regards,

Briefing documents for building design

2019-05-03T10:25:18Z

Archstudent:

= Introduction =

Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution. However, the huge variety of names given to briefing documents inevitably leads to confusion, particularly where members of a project team are working together for the first time.

Broadly on Designing Buildings Wiki we have followed the Office of Government Commerce (OGC) naming system for briefing documents, but have added a 'statement of need' that describes the client's possible requirements in the very early stages, before it has been decided that a project is merited.

Whilst the OGC has now been absorbed into the Efficiency and Reform Group within the Cabinet Office and its documentation archived, its procedures are still referred to in the Government Construction Strategy, and the OGC gateway review process remains the only detailed description of the path followed by public projects.

For clarity, and by way of justifying our approach, we set out below the range of terms we use and their equivalents in the OGC or RIBA systems.

NB: Whilst generally, briefing documents will evolve over the life of a project and will require specialist input from consultants, an experienced client may be able to prepare a detailed brief in the very early stages that does not require a great deal of further development (for example a retailer who regularly opens new stores). An inexperienced client however may benefit from input by independent client advisers to prepare a strategic brief, and this may then be developed with the help of the consultant team.

= Work stages critical to the briefing process =

* RIBA Stage of Work 0 – Strategic Definition (Strategic Brief)
* RIBA Stage of Work 1 – Preparation and Brief (Design Brief)
* RIBA Stage of Work 2 – Concept Design (Project Brief)

Briefing is a process not a one stage event. Developing the brief and developing the design are activities that interact

=== Why is briefing important? – manages risk, value, expectations. ===

Briefing is an evolutionary process of understanding an organisation’s needs and resources and matching these to its objectives and mission.

* Mechanism for defining and translating client + user needs to the project team
* A good brief aligns all key project parameters – vision, need, space, time and budget and requires timely decision-making.
* Defines typical and specific requirements
* Defines short term / long term requirements
* Understanding the clients needs and sets benchmarks for the balance between time, cost and quality
* Helps to fix a balance between project benefits (user requirements) and project costs
* Mechanism for management of requests for change – the opportunity to reduce costs decreases with progression of project stages – diagram

=== How can briefing be used to minimise risk, max profit, increase quality? ===

* Aligns client + stakeholders (Executive Client, Funders, Users, Developer) aims and ambitions
* Defines expectations and relationship between time, cost and quality
* Sets a way of managing decisions. Flexibility vs reduction of risk. Ie. Creates a mechanism for timely project decisions reducing late changes and long term life cycle costs
* Defines deliverables

= Statement of need =

This is the client's very first attempt to describe their [[Client_requirements|possible requirements]], before it has been decided that a project is merited or what form such a project might take. There is no equivalent document in the RIBA plan of work or the OGC gateway procedure.

For more information, see Statement of need.

= Strategic brief =

The strategic brief is written by the client and provides sufficient information about the project to allow the appointment of a consultant team (or independent client advisers in the public sector).

The strategic brief is then developed by the client with the benefit of feedback from the consultant team (or independent client advisers). It will then describe the client's requirements in sufficient detail for feasibility studies and option appraisals to be carried out.

Both OGC guidance and the 2013 RIBA plan of work now also call this document the strategic brief. Although, the RIBA also call it the 'initial strategic brief' (RIBA Plan of Work, pre 2013), 'initial brief' (RIBA Plan of Work, pre 2013), 'initial statement of project objectives' (RIBA Standard Form of Agreement 2010), 'statement of need' (Architect's Job Book) and 'design brief' (Architect's Job Book).

The Strategic Brief sets out the objectives the client wants to achieve in the project and is a basis for Feasibility Studies. Important part of developing the brief. Should be formalised at the end of stage 0.

* Functional Requirements
* Environmental Standards
* Levels of Quality
* Lifespan and maintenance

Under the RIBA Agreements the Client is to supply all the information in the Clients possession, or which is reasonably obtainable, and which is necessary for the proper and timely performance of the services. The CDM regulations also require the Client to supply other information about or affecting the site or construction work.

For more information, see Strategic brief.

= Project brief =

The project brief is a development of the strategic brief.

The initial project brief covers technical, managerial and design intentions, and shows how these requirements are to be met. Result of research and development from all the design team + specialist advise. Should be formalised by the end of stage 1.

* Feasibility Study
* Site / building Survey
* Research into functional needs
* Accessibility audits
* Cost appraisal studies

The project brief is the key document upon which the design will be based. It evolves through the project brief stage and the concept design stage (see the Designing Buildings Wiki [[Check_out_our_project_plans|free work plans]]) with the benefit of information gained from consultations with the client and other stakeholders and ongoing design development. It is frozen at the end of the concept design stage and any further changes are then subject to change control procedures.

In the private sector it will be developed by the consultant team, whereas in the public sector it is developed by the client in full prior to the appointment of the integrated supply team. This may require input by independent client advisers.

OGC guidance also describes this as the project brief. It suggests it is a formal statement of the objectives and functional and operational requirements of the finished project. It should be prepared in sufficient detail to enable the integrated project team to execute the specification and detailed design of the work and is therefore an essential reference for the team.

It is a key component of the project execution plan and is developed at tender into an output-based specification (the description of requirements upon which integrated supply teams will tender). The output-based specification focuses on the desired outputs in business terms, rather than a detailed technical specification of how the service is to be provided; this allows providers to propose innovative solutions that might not have occurred to the client.

The RIBA plan of work now calls this document the 'initial project brief' then 'final project brief', although pre-2013, they referred to it as the 'design brief' (RIBA Plan of Work), the 'project brief' (also the RIBA Plan of Work) and the 'final written brief' (RIBA Standard Form of Agreement 2010 'other services').

The developed project brief should further define all design requirements. Be prepared by the architect in collaboration with the client, and coordinated with consultants + CDM Co-ordinator. It is the foundation on which the design will develop. It is a factual record and document of importance.

* The purpose is to identify or confirm the detail requirements for such matters as operational use, quality, environment, budget, programme and procurement. The project brief will define all design requirements.
* The client and all members of the consultant team should contribute to the process of evaluation, testing and development. On top of the clients obligation to provide information, it is in the interest of a competent and diligent Architect that the brief is complete without any gaps
* A detailed project brief should be signed off by the client

For more information, see Project brief.

= What can be addressed through briefing process? =

* Vision
* Needs – functional requirements
* Space – programmatic requirements
* Time constraints
* Budget
* Definition and hierarchy of decision makers and how this is controlled
* Key strategies for accessibility, security policy, environmental policy.

=== How can this process be conducted? ===

* Information gathering
* existing records + surveys of existing facilities
* Benchmarking
* Precedents
* Simulations
* Space and time studies
* Interviews
* Questionnaires
* Focus groups
* Workshops

=== Importance of engaging with the Local groups who object to the development. ===

* Planning Considerations:
** The objections of the local group is still a risk to the approval of the full planning consent. As all reserved matters need to be distinguished before consent is granted, we must engage in public consultation to inform the local groups of the design, highlighting the benefits this development will bring to the local community. Feedback from the local group could be incorporated into the design gaining local buy-in to the project.
* By engaging with this local user group
** Aligns client + stakeholders (Executive Client, Funders, Users, Developer) aims and ambitions
** Defines expectations and relationship between time, cost and quality
** Sets a way of managing decisions. Flexibility vs reduction of risk.
** Defines deliverables
* End user – Stakeholder
** existing records + surveys of existing facilities
** Benchmarking
** Space and time studies
* Community Centre Users
** Information gathering
** Precedents
** Interviews
** Questionnaires
** Focus groups
** Workshops

= Find out more =

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

* Appointing consultants.
* Client requirements.
* Collaborative practices.
* Consultant team.
* Feasibility studies.
* Independent client advisers.
* Mood board.
* OGC.
* Output-based specification.
* Procurement route.
* Project brief.
* Specification.
* Statement of need.
* Strategic brief.

[[Category:Client_procedures]] [[Category:Design]]

Marketing planning in the construction industry

2019-05-03T10:06:03Z

Archstudent:

= Introduction =

Firms in the construction industry which excel at working in complex, rapidly changing environments, sometimes committing to deadlines years in advance, often fail to organise and administrate basic marketing activity. The problem, may stem from the enjoyment of tangible activities which require us to be reactive, responsive and decisive and project work fulfils this criteria exactly. Marketing is often seen as an intangible, non-measurable activity, primarily an overhead, and any time spent on non-fee-earning activity is thought of as wasting resources.

Yet if carefully planned and implemented, marketing can be extremely effective and easily accounted for in an annual budget. If the management team can agree in advance their exact financial targets and the specific, quantifiable marketing objectives they wish to realise over the year ahead, then marketing strategies can be developed to achieve them. However, it is essential that the management team shares this desired direction and is willing to contribute time to individually drive forward and report progress on their assigned objectives.

= Strategic approach =

There has to be an emphasis on taking a strategic approach to marketing. This entails understanding the organisation’s wider goals and understanding how they are going to be achieved; setting marketing objectives in relation to those corporate goals and corresponding marketing strategies to deliver on those stated marketing objectives.

Only by adopting such a logical and reasoned approach can marketing rationalise its right to be at the heart of the management decision-making process, a cross-functional discipline that “...is too important to leave to the marketing department”. By being both logical and strategic in nature, it is possible to help dispel the image held by many in the construction industry that it is about advertising, PR (public relations) and general promotional activities.

=== Initial questions before establishing marketing strategies ===

# What kind of work do we want / are we able to do?
# What markets are buoyant and who are the client within them?
# How big do we want to be?
# Where are the key growth markets?
# How do we want to be perceived? Image projected?
# What is the budget assigned for marketing activities, timescale, people available for research?
# What is happening in the industry and how does it affect us?
# What issues do we have internally that will affect our performance?
# What are out goals?
# Where do we want to be this time next year and in 5 years?
# What do you think went wrong in the past?

= Project manage your marketing =

Careful thought must be given as to how each marketing objective can be achieved, and just as in project work, the overall tasks can be broken down into strategies, initiatives and specific actions and their associate costs. Clear identification as to who is responsible for each step must be made so that staff and managers alike know what is required of them to implement their part of the overall plan. Furthermore, a programme must be established which shows when specific campaigns or marketing initiatives need to be completed.

Outline steps for marketing planning:

# Analyse the changing business environment.
# Identify the options relevant to the firms’ core competences.
# Establish a business strategy and define marketing objectives.
# Set marketing strategies and performance targets.
# Confirm feasibility by undertaking market and client research.
# Formulate tactical initiatives and action.
# Seek individuals commitment to implementing their part of plan.
# Create monitoring controls to evaluate performance.

The process described above is project management. So if the company board believes project management has helped improve the control and efficiency of project administration, it will not take much to get them thinking about what it could do for their marketing activities.

= Market Position =

This is the process of identifying the practice’s position in the marketplace, in comparison to its competitors, and identifying a strategic approach to the marketplace. Ultimately, this enables the practice to be clear about what it needs to communicate, and to whom. Market position areas to review are:

* clients
* SWOT (strengths, weaknesses, opportunities and threats)
* competitors
* communication.

SWOT analysis focuses on internal issues of the practice. PESTLE analysis looks at the external factors influencing the practice. It is useful for understanding the big picture, drivers for change and consequent potential impacts on the business. PESTLE is also useful for planning how to break into a new country or a new sector.

=== Purpose of a ‘PESTLE’ analysis ===

Tool used by companies to track the environment they are operating in or planning to launch a product or service. It is an environmental analysis from different angles to asses:

* Political
* Economic
* Sociological
* Technological
* Legislative
* Environmental
* (Ethical) STEEPLE

political factor, -political situation, investment in hospitals, infrastructure economic factors- funding, crisis, investors.

= What is a marketing plan? =

A marketing plan is:

* A formal management process.
* All marketing resources are allocated to meet specified marketing objectives.
* The marketing plan should knit together the strategic cornerstones of the corporate / business plan.
* It is a standard against which day-to-day marketing decisions are made.

In being able to knit together both strategic and tactical elements, the marketing plan should correspondingly include both strategic and tactical aspects.

For the purposes of implementing the marketing plan:

* The strategic and tactical elements can be differentiated by time frame.
* Any planning process needs to take account of both the long and short term.
* The broad three year marketing plan should be treated as the strategic plan.
* The first year as the tactical short-term plan.

Marketing plans should be a focus for the whole business unit and / or firm and should not be restricted to the marketing department. They should also be based on the market(s) in which the business unit is operating. This is a simple but important point.

Marketing plans should take account of budgets and other financial measures but should not be based on them. Similarly, sales-led organisations may base their planning and budgeting around sales targets, but these might be overly optimistic to motivate a sales force rather than a realistic assessment of what the market will bear.

Marketing plans and budgets arising from them should be founded on:

* Careful, realistic assessments of what the market is doing in terms of its external environment, e.g. economic conditions, market sector growth versus saturation/stagnation, competitor activity, etc.
* What the firm can do in response to those external factors, e.g. new service launches, service extensions or improvements, improvements through new distribution (new offices, new locations), better promotion (hospitality, mailshots, campaigns, etc.), increased sales force (often not required as it easier and cheaper to get existing staff to take on a small degree of marketing responsibility).
* Numbers and quantifiable targets (actually measurable and not just wish statements).
* Targets that are tangible and realisable so that they do not de-motivate.

However the use of numbers, financial or by volume is not enough on its own. Soft factors that require written explanation are just as much a prerequisite as the quantifiable elements.

= Marketing Activity =

Market Position

* SWOT, internal issues of the practice
* PESTLE, external factors that influence the practice

Activities

* COMPETITIONS, to seek new work and also publicity through entering competitions
* TENDERING, Official journal of the EU
* NETWORKING, Personal networks. Events, clubs associations. Strengthen relationships that may in the future bear frit or provide opportunities. Conferences and exhibitions
* CLIENT RELATIONSHIP MANAGEMENT, Long-term clients. Approach clients with proposals. Speculative. Keep regular contact with past clients. Sub consultant role for other construction professionals.
* ADVERTISING, RIBA chartered practice, UK directory clients can find you. In trade magazine, generally costly and effectiveness difficult to measure.
* BRANDING AND MARKETING COLLATERAL, Business brand encapsulates everything about the practice and reflects on the business marketing collateral. Based on reputation
* WEBSITE, Online presence, differentiation with other websites
* SOCIAL MEDIA, Facebook, LinkedIn, Twitter, interact with potential clients.
* PRESS COVERAGE, obtaining publicity

= Conclusion =

In summary, the approach to marketing planning is that it is:

* Not only a formalised system.
* One that complements the wider corporate aims and strategies of the organisation as a whole.
* At the heart of the firm and its planning and is accordingly cross-functional.
* Not simply a tactical description of how marketing resources will be allocated over the forthcoming twelve-month budgeting period.

If a marketing plan is founded on solid, factual information about the market place itself, then the starting point for constructing the plan will be the search for data organised in such a way as to become useful information. See Marketing audit for more information.

-----
This article was created by --[[User:Philip_Collard|Philip Collard]] 10:41, 11 December 2013 (UTC)

= Related articles on Designing Buildings Wiki: =

* Mixed-use marketing.
* Property marketing.
* Constructing a three year strategic marketing plan.
* Embedding successful key client management.
* Market segmentation.
* Marketing audit.
* One-year tactical or operational marketing plan.
* Routes to market.
* SWOT analysis.
* Winning work.

= External references: =

* Marketing Plans, Malcolm McDonald, Butterworth Heinemann Professional Publishing Ltd.

[[Category:Education]] [[Category:Research_/_Innovation]] [[Category:Theory]] [[Category:Client_procedures]] [[Category:Cost_/_business_planning]]

Human resource management in construction

2019-05-03T09:32:37Z

Archstudent:

= Introduction =

Human resource management (HRM) is the process of managing people within an organisation. In construction, HRM is primarily concerned with ensuring that a project has sufficient human resources, with the correct skill-sets and experience, for the project to be successfully completed.

HR managers have to be able to identify and document project roles and responsibilities, and develop a plan describing the end-to-end processes that will be required on a project (or series of projects) in order to determine its human resource requirements.

HRM typically involves the following core activities:

* Role analysis.
* Role specification.
* Workforce planning.
* Recruitment and selection of temporary and permanent staff as required..
* Training and development.
* Performance management.
* Compensation (remuneration).
* Legal issues.
* Managing employee payroll, benefits and compensation.
* Communicating with employees.
* Resolving disputes.
* Evaluating performance.
* Managing employee relations.
* Ensuring equal opportunities.
* Making sure staff facilities are suitable and well-maintained.

Some HRM functions can be outsourced to external suppliers, such as those involving payroll functions, background checking, benefits administration, training, the production of employee handbooks, and so on.

= Challenges in construction =

The construction industry is one of the most complex sectors within which to manage people:

* The operational realities faced by construction organisations, means there is a risk that the needs of employees are subjugated by performance concerns.
* There can be insufficient time for strategic planning because of the tendency for construction projects to be awarded at short notice following a competitive tendering bid.
* Several organisations may work together on a project, perhaps forming a joint venture or some other form of special purpose vehicle.
* There tends to be a transient workforce that may be made up of different contractors and subcontractors. There is an increasing tendency for construction industry organisations to appoint sub-consultants and sub-contractors with skills suitable for particular projects, rather than making internal permanent appointments. This gives greater flexibility but can make training and long-term planning more difficult.
* The workforce may work long hours, claim high travel expenses, have different nationalities and working cultures, and so on.
* Staff turnover tends to be quite high on construction projects.
* Personnel change as projects progress and different skills and experience are required.
* There are many health and safety risks which must be managed.
* There are a great number of legal requirements that must be satisfied.

= Key legislation =

=== The employer has a duty of care towards all employees ===

In tort law, a duty of care is a legal obligation.

=== Stress at work ===

This is addressed by the HSE who provide guidance, the central message of this is that good management is the key to managing the causes of work-related stress. The practice may have policies and procedures in place for managing work related stress issues. It is expected that line managers should be able to do enough to generate action towards limiting the harm to the individual, when it is directly drawn to their attention.

=== Employment Act 2008 ===

* Dispute Resolution
* National minimum wage

=== Employment Rights Act 1996 ===

* ERA section 1 (2) states that the main terms of the contract must be in writing and provided to the employee within eight weeks of the start of their employment – this is called a written statement of particulars” and confirms the main expressed terms of the employment contract
* Section 1 of the Employment Rights Act 1996 require a written statutory ‘statement of terms’ of the particulars of the employment. This must be given to any employee within 2 months of starting. This must include as principal terms Minimum statutory requirements:
** names of the employer and employee
** the date the particular employment commences
** the date continuous employment started
*** pay intervals
** normal hours of work
** holiday entitlements, including public holidays and holiday pay
** amount and frequency of pay, or method of calculating pay
** terms as to sickness or injury and sick pay
** length of notice period
** job title and description
** duration of employment
** place of work
** any collective agreements affecting or governing employment if the employee is required to work outside the UK, the length of that period of work, the currency of pay and any additional pay resulting from work abroad.
** disciplinary rules (all employers irrespective of their size must specify any disciplinary rules applicable to the employee or refer to an accessible document containing information about disciplinary rules, and also details of a person to whom the employee can apply for the purposes of bringing any grievance).
** Obligations associated with the Pensions Schemes Act
** An employment tribunal can award two to four weeks pay as a penalty for failure to provide these written particulars.
* Split into parts. Part 5 – unfair dismissal, Part 4 – Dismissal notice, Part 4+6+7 – Paid time off, Part 8 – Types of Leave ie. Maternity, Part 10 Unfair dismissal, Part 11 redundancy
* Fair reason for dismissal covered by s98 of the Employment rights Act

=== Health and Safety at Work Act 1974 ===

Obligation of employer to ensure health, safety and welfare of employees through guidance, approved codes of practice and regulations

=== Protection from Harassment Act 1997 ===

=== Working Time Regulations 1998 ===

Regulate hours of work, rest, holiday. Right to not have to work more than 48 hours a week on average. Implements the European Working Time Directive '92 – Restricts hours of work

=== Equality Act 2010 ===

Protects people from discrimination in the workplace and wider society

=== Common Law – Contract Law ===

=== Zero Hour Contracts ===

Prevailing view is that these should be made illegal

=== TUPE - Transfer of Undertakings (protection of employment) regulations 2006 ===

* TUPE rules apply to organisations of all sizes and protect employees rights when the organisation or services they work for transfer to a new employer.
* When TUPE applies, the employees of the outgoing employer automatically become employees of the incoming employer and should continue to have the same terms and conditions of employment with the incoming employer

= Preventative measures =

Have a HR manager to conduct CPD to Encourage positive retention and expand knowledge. Riba employment policy must be followed by CP, requirtes staff training and CDP provision.

HR appraisals and management reviews present opportunities to motivate and engage staff as opposed to this being a chore for staff.

Important to be Dedicated & Impartial who acts as advocate of staff in performance reviews / grievances.

Should have an employment policy as part of office manual in place that clearly set out offices stance on:

* Discrimination
* Process
* Induction
* Training
* Performance reviews
* People policies
* Disciplinary / grievance procedures
* Holidays
* H/S

Clear job descriptions when advertising for job.

Use the probationary period wisely to assess whether prospective staff are adequate.

= Addressing issues =

* Meet with senior partner and discuss all professional and legal obligations as above.
* Refer to contract or office manual for grievance procedures to solve situation.
* Last resort is legal proceedings.
* RIBA Guidance note 8.4 Employment disputes
* Consider reputation outside the office / PR with new staff
* Seek a specialist HR consultant if practice is growing or small.
* Free legal HR advice to RIBA CPs
* There is in implied duty of care to staff under ACAS guidelines:

Implied terms imposed on the employer are:

* To treat the employee with trust and confidence (including operating express terms of the contract reasonably)
* To care for employee’s health and safety
* To agree a reasonable period of notice if one has not been agreed.

Implied terms imposed on the employee are:

* To treat the employer with trust and good faith
* To obey reasonable instructions
* To work with due diligence and care
* Various implied duties not to disclose or use trade secrets.

= Related articles on Designing Buildings Wiki =

* Appointing consultants.
* Business administration.
* Business process outsourcing (BPO).
* Business rates.
* Construction organisations and strategy.
* Construction recruitment agency.
* Corporate social responsibility in construction.
* Employee.
* Equal opportunities policy.
* Facilities management.
* First aider.
* Health and safety inspector.
* Hourly rate.
* Office manual.
* PAYE.
* Performance management plan.
* Record keeping.
* Relationship management.
* Resource management.
* Site administrator.
* Site induction.
* Site facilities.
* Succession planning
* Tax relief.
* Team management for building design and construction projects.
* Toolbox talk.
* VAT.
* Welfare facilities.

[[Category:Organisations]] [[Category:Health_and_safety_/_CDM]] [[Category:Contracts_/_payment]] [[Category:Roles_/_services]]

Talk:CDM 2015 principal designer duties

2019-05-03T09:06:31Z

Archstudent:

Even the HSE do not understand these awful new Regulations for example on a domestic project with no designer whom assumes the Principal Designer duties ?

Dear Client, 
 
I am writing to you now concerning the site visit conducted on the XXX following on from our previous phone call that day, in place of my associate Mr.X. while I was present on site, several matters relating to breaches of the Health and Safety at Work Act ’74, the Management of H/S @ work ‘ 99 and the CDM regulations ’15 were noted by me and were raised to my attention by the contractor, as outlined below, along with other pressing contractual issues. While the Health and Safety at work act ‘74 stipulates that “It shall be the duty of every employer to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all his employees.”, under the CDM 15 regulations, different responsibilities are extended as different duties to the constituent duty holders in a construction project, including the client. To this end the CDM regulations ensure the health and safety issues are properly considered during a project’s design and development so that risk is minimised to those who have to build use and maintain the structures. 
 
Of note were: 
List issues - duty holder.

Those matters listed above pertaining to breaches of CDM regulations were addressed by me to the Principal contractor. As principal designer I cannot instruct contractors directly but I did raise the issues relating to individual contractor responsibilities to the PC. It is the duty of the Principal contractor to take the lead in in planning, managing, monitoring and coordinating not only the projects construction but the on-going health and safety of contractors and users on site. I did remind, and the PC does acknowledge, the full extent of their duties under these regulations.

While the matters listed above are the remit of of the principal cotnractor, there is a reciprocal duty incumbent on the client under the CDM regulations. You must commit adequate time resourcing and information to contribute to the PCI which will form a core basis for the CPP.

The Duties of the Principal designer are to assess and eliminate risks in construction with the Pre construction information you have supplied me, and through design control / manage the risks that cannot be eliminated in the pre construction stage. Ultimately, we have created a construction phase plan which records the H/S arrangements for the construction phase, site rules, and any specific measures associated with schedule 3 work.

In relation to the above breaches I have consulted the CPP, the initial PCI you supplied us and our Hazard Management schedule for the agreed management of risks; and whether any Risk Assessments or Method Statements that might satisfy the managing H/S @W act ’99 were supplied to us by the Principal Contractor.

CDM 2015 principal designer duties

2019-05-03T09:05:19Z

Archstudent:

The Construction (Design and Management) Regulations (CDM Regulations) are intended to ensure that health and safety issues are properly considered during a project’s development so that the risk of harm to those who have to build, use and maintain structures is reduced. They were introduced in 1994 and revised in 2007. A further revision came into force in April 2015.

One of the key changes introduced by CDM 2015 is replacement of the role of CDM co-ordinator (CDMC) with a principal designer (PD). The principal designer has responsibility for co-ordination of health and safety during the pre-construction phase. The reason for the change is to give responsibility for CDM during the design phase to an individual that has the ability to influence the design. Under the 2007 regulations, this role was often contracted out, resulting in extra costs, but the individual appointed was rarely properly embedded in the project team and so had little opportunity to influence the design.

Guidance published by the Health and Safety Executive in January 2015, defines principal designers as ‘…designers appointed by the client in projects involving more than one contractor. They can be an organisation or an individual with sufficient knowledge, experience and ability to carry out the role.’ This may be combined with other roles on the project, such as project manager or architect.

The guidance suggests that the role of principal designer includes:

* Informing the client of their duties under the regulations.
* Planning, managing and monitoring health and safety in the pre-construction phase, including; identifying, eliminating or controlling foreseeable risks; and ensuring designers carry out their duties.
* Helping compile pre-construction information and providing it to designers and contractors.
* Preparing the health and safety file and then reviewing, updating and revising it as the project progresses.
* Liaising with the principal contractor to help in the planning, managing, monitoring and co-ordination of the construction phase.
* Taking into account the general principles of prevention.
* Ensuring that all persons working in relation to the pre-construction phase cooperate with the client, the principal designer and each other.

In addition, domestic clients can choose to have a written agreement with the principal designer to transfer their duties to the principal designer.

The principal designer should be appointed as early as possible in the design process (if practicable at the concept stage) and at least before the start of the construction phase, so they have enough time to carry out their duties to plan and manage the pre-construction and construction phases. If a client fails to appoint a principal designer, the client must carry out their duties.

If domestic clients on projects involving more than one contractor fail to appoint a principal contractor and principal designer, those duties will fall to the designer and contractor in control of the pre-construction and construction phases. See CDM for self-builders and domestic clients for more information.

Guidance has been produced by the Construction Industry Advisory Committee (CONIAC) with small businesses in mind: [http://www.citb.co.uk/Documents/CDM%20Regs/industry-guidance-principal-designer.pdf Industry guidance for Principal Designers (PDF, 150 KB)].

= Site Visits =

Before visiting the site

* To be familiar with the contract clauses related to site visits and our duties in the appointment
* Inform in the office you are on site
* Make sure you have all the PPE before entering the site
* Inform the contractor you are about to enter into the site
* Have an inspection plan in accordance to site and complexity of project and specific milestones
* Prepare a list of matters to be checked

On site

* Check all welfare facilities, general safety, access to site, tidiness, temporary protection and structures, etc.
* Check quality, that the design meets the contract and progress.
* Record with sketches, notes and photos during the site visit.

In the office

* Ensure records are filed

= Witnessing an Issue =

The regulations do not require architects or similar professional advisers to dictate construction methods or to exercise a health and safety management function over contractors as they carry out construction work. But must be safe to build from design point of view. Neither do the regulation place a duty on architect visiting sites in their professional role to review and report on all aspects of H&S. Where unsafe practise are noticed, this needs to be drawn to the attention of the responsible person, the principal contractor and contractor as appropriate. Site safety is the responsibility of the contractor. If activities taking place on site appear unsafe, he or she should immediately raise the matter with the contractor. A failure to do so may lead to an accusation of tacit approval. If the architect remains concerned, and the contractor refuses to do anything about it, the architect should immediately contact the Health and Safety Executive. If third party property or members of the public may be in danger, the architect should call the local building control officer or even the police, as appropriate. Failure by the architect to act in such circumstances could lead to the architect being held liable. If a contractor does not cooperate in connection with health and safety matters, payment for any affected work should not be certified, on the basis it is not being properly executed. All action taken in connection with health and safety should be recorded in writing and documented with photographs if possible.

= Find out more =

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

* CDM.
* CDM for self-builders and domestic clients
* CDM 2015.
* CDM 2015 client duties.
* CDM 2015 contractor duties.
* CDM 2015 designer duties.
* CDM 2015 draft guidance.
* CDM 2015 legal considerations.
* CDM 2015 principal contractor duties.
* CDM 2015 worker duties.
* CDM regulations.
* Health and safety.
* Health and Safety Executive.

[[Category:Health_and_safety_/_CDM]]

Forms of practice

2019-05-03T09:00:44Z

Archstudent:

== 3 main types ==

* Sole trader

* Partnerships:

# traditional
# limited partnership
# Limited liability partnership

* Limited company

= Sole Trader =

* Trade in own name
* easy setup
* no legal structure (acts to abide by)
* Responsible for yourself so face the risks alone
* High personal risk - personally liable
* do own accounts
* Can cease to exist easily.

= Partnerships: =

== Traditional Partnership ==

* Relation between 2+ people in business with aim for profit.
* governed by 'Partnership act 1890'
* easy setup
* not registered with companies house - no public disclosure of accounts
* joint & several liability - personally responsible for each others errors
* should have 'Partnership agreement'
* deed of adherence - signed by incoming partners to agree with partnership agreement.
* partners not a cost of business unless salaried.
* profit taxed then distributed to partners.
* Pay NI
* pay tax 2 x p/y
* audited

== Limited Partnership ==

* 1+ general partner- operates partnership - liable for debts and obligations.
* 1+ limited partners with capital but no liability as not running firm.
* Registered at Companies house.
* No public disclosure of accounts.
* often used for SPV ( special purpose vehicle) - often 1 of project partnerships.
* should have 'Partnership agreement'
* deed of adherence - signed by incoming partners to agree with partnership agreement.
* partners not a cost of business unless salaried.
* profit taxed then distributed to partners.
* Pay NI
* pay tax 2 x p/y
* audited

== Limited Liability Partnership (LLP) ==

* Trade in company name
* all partners can participate in management.
* Partners liability limited to assets in firm - not affected personally.
* Registered at CH
* accounts publicly disclosed
* partners not a cost of business unless salaried.
* profit taxed then distributed to partners.
* Pay NI
* pay tax 2 x p/y
* audited

== Limited liability company ==

* 1 director (employer)
* owner is shareholder. minimum 1 shareholder
* Liability limited to value of share - LOW RISK
* banks/ landlords may seek personal guarantees as liability may be too low.
* Registered at CH
* Public disclosure of accounts
* articles of association + memorandum: forms companies constitution, directors resp, type of business, means shareholders have control over board of directors.
* director is cost of business so taxed on takings.
* profits taxed.
* dividends taxed.

= Deciding Factors =

* Risk
* Client perception
* Admin + set up
* Plan for future
* Tax & NI

= Setting Up a New Firm =

=== Experience ===

Is there an accord between the partners on common architectural goals, background, professional abilities, business experience, and desires to work abroad? Do the proposed partners have the relevant experience required to set up a firm transferable from a practice specialising in X to a Y, based in a foreign country with a different legal and legislative system? Foreign site settings will require expert knowledge of that countries legal and planning process to successfully negotiate the planning stages there, with nuanced differences in business formats.

=== Structure ===

the type of business structure used will be a of major importance. A small firm will require less overheads and rent may not be a consideration, however software licensing, hardware and the expense money for travel abroad will require Initial capital in the form of a loan. Different company formats have different risks associated with them and this risk will affect the initial financing of the company. Banks will not lend easily to inexperienced partners starting up a firm in a new field with a foreign site. The more reduced the liability is to the individual partners, the safer a position they will be in to handle company financing - this can be further expanded upon with business plans.

=== Strategy ===

a fledgling practice should set goals and targets, and assess how to achieve these. Establishing a business strategy covering a 3 - 5 year period with short term targets established in the initisal projercts budget.

=== SWOT ===

High level PESTLE analysis will place the abilities of the business entity in the market context to establish further Targets, opportunities and risks.

Ultimately key questions that must be answered will be :

* Do the partners have between them the requisite experience in Architecture , Business planning, Financial Management to run a firm
* Is the plan to establish a firm for a one off project or continue the practice and find more clients, and what is the winding up strategy for this
* Do they have the cash to do so or will financing be required - if so, how & what evidence can be provided.
* Partnership is risky: while enjoying the benefits of total control of architectural process; lower taxes ( low NI Contribution and just PAYE on profit with no tax on withdrawals) the partners are not distinguished from liabilities of the company. This means partners are jointly and severally liable for all debts incurred by partners and by the company, and are personally liable for debts.

[[Category:Cost_/_business_planning]]

Talk:Forms of practice

2019-05-03T08:52:16Z

Archstudent:

Main differences between Ltd and LLP.

LLP - Freedom of internal organization.

Ltd – Formal management structure with a board of directors.

LLP - At least two partners / Own by its partners.

Ltd – Minimum one director / Own by its shareholders.

LLP – The partner’s liability is limited to the amount of money they have invested in the business.

Ltd – Limited to the value of shares that they own.

LLP – Partnership agreement (Strongly recommended).

Ltd – Articles of association and memorandum.

LLP – Self employed Tax and NI status for partners.

Ltd – PAYEE for directors and employees. Shareholders may get dividends.

Talk:Forms of practice

2019-05-03T08:51:23Z

Archstudent: Created page with "Main differences between Ltd and LLP. LLP - Freedom of internal organization Ltd – Formal management structure with a board of directors LLP - At least two partners / Own by it..."

Main differences between Ltd and LLP. LLP - Freedom of internal organization Ltd – Formal management structure with a board of directors LLP - At least two partners / Own by its partners Ltd – Minimum one director / Own by its shareholders LLP – The partner’s liability is limited to the amount of money they have invested in the business. Ltd – Limited to the value of shares that they own LLP – Partnership agreement (Strongly recommended) Ltd – Articles of association and memorandum LLP – Self employed Tax and NI status for partners Ltd – PAYEE for directors and employees. Shareholders may get dividends.

Architect's fees

2019-05-03T08:48:13Z

Archstudent:

= Introduction =

Fees charged by architects vary very significantly, and since the Royal Institute of British Architects (RIBA) abolished its indicative fee scales, there is very little benchmarking information freely available.

Fees are commonly quoted as being between 8% and 12% although, according to a survey by [http://www.bdonline.co.uk/news/architects-demand-return-of-fee-scales/5046693.article Building Design] in 2012, '...only 21% of architects achieve fee levels of above 5% while 55% are paid fee levels of 4% or less...'. A more recent survey by the [https://www.architectsjournal.co.uk/news/aj-fees-survey-2017-how-much-are-you-charging/10020125.article Architects' Journal] in 2017 reported fee levels of between 2.75% and 15%.

However, as fees are entirely dependent on the nature of the project and the circumstances of the appointment, the figures quoted above are not very illuminating.

Generally speaking, large new-build projects in rural areas attract much lower percentage fees than small works to existing buildings in London; commercial work attracts lower fees than private residential work, and works to historic or listed buildings attract higher fees still.

Fees will vary based on:

* The architect appointed (a 'signature' architect may charge more than an 'unknown');
* The type of building required;
* The size of building required;
* The complexity of the building required;
* The quality of the building required;
* The location of the architect and of the project;
* The amount of bespoke design required;
* The level of service required (from basic planning drawings, through to a full design service, site inspection and post occupancy evaluation);
* The amount of information available (including the nature of the project required, the project brief, the feasibility of the project and the site conditions);
* The state of the economy (in times of recession, architects may struggle to find work, and can offer lower fees simply to keep work flowing through the office; conversely in boom years, they may not have enough staff to meet demand and so will push fees up), and
* The perceived risk to the architect of undertaking the project.

Attempting to save money by driving fees down can be a mistake for a client. Fees represent a small part of the whole-life costs of a project, but poor design can have a long lasting and expensive impact.

This is sometimes demonstrated by reference to the following notional, relative costs illustration of a typical project:

* 0.1 to 0.15 for design costs (ref. OGC [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0067AEGuide7.pdf Achieving Excellence Guide 7 - Whole-Life costing]).
* 1 for construction costs;
* 5 for the building's maintenance and operating costs during its lifetime, and
* 200 for the cost of operating the business during the lifetime of the building.

(Ref. Report of the Royal Academy of Engineering on 'The long term costs of owning and using buildings' (1998)).

However, this has been criticised as misleading, not least because the construction industry accounts for around 7% of GDP, implying a much more significant proportion of business costs than the ratio suggests. Other ratios of construction-costs-to-operational-costs-to-business costs have suggested figures as low as 1:0.6:6 for some types of buildings. However, the usefulness of these ratios is questionable, other than if they are calculated based on actual figures for specific businesses.

Traditionally there are three standard ways an architect may charge:

* A percentage of the build cost. This requires that an approximate build cost can be estimated (so that an appropriate percentage can be calculated) and that the scope and nature of the services required from the architect are known;
* Lump sum fee. This is popular for home owners and small clients as it gives certainty about the total cost at the outset. Lump sum fees are appropriate where the scope of work required is well known when the appointment is made. If the nature of the appointment or of the project varies beyond agreed limits, then the fee may need to be re-negotiated.
* Hourly rate. This is generally reserved for work where it is difficult to define the scope of services required or the nature of the project when the appointment is made. It is important in this case that fees are capped to a maximum that can be charged without prior agreement and that detailed records of hours worked are kept.

All three methods will generally bring the architect to a similar position. This is because there is a relationship between the type of the project, its build cost and the amount of hours required. Ultimately, the fee quoted is likely to come down to how many hours the job will take multiplied by a [[Charge-out_rate|charge-out rate]].

NB: When appointing an architect:

* Always check the [http://www.arb.org.uk/ Architects Registration Board] (ARB) register to make sure they are a registered architect (if they are not, they cannot offer their services as an 'architect').
* Check that the architect has adequate professional indemnity insurance.

= Role of an architect =

It is important that the scope of services required from an architect is properly described and is set out in writing, along with an agreed schedule of payments.

Very broadly, the role performed by an architect might include some or all of the following services:

* Assisting the client to prepare a strategic brief;
* Carrying out feasibility studies and options appraisals;
* Advising on the need to appoint other professionals;
* Advising on procurement routes;
* Contributing to the preparation of a project brief;
* Preparing the concept design;
* Preparing the detailed design;
* Preparing planning applications;
* Preparing applications for statutory approvals (such as building regulations);
* Preparing production information;
* Preparing tender documentation;
* Contributing to the assessment of tenders;
* Reviewing designs prepared by others;
* Acting as contract administrator;
* Inspecting the works;
* Advising on the rectification of defects, and
* Carrying out post-occupancy evaluations.

If the architect is to perform lead designer or lead consultant roles, this must be clearly agreed.

It is also important to be clear as to what extent expenses are included in the fee, such as travelling, print costs and model making costs.

= Additional services =

Some services will only be undertaken by an architect if they are specifically identified in their appointment documents, otherwise they may not be included within the fee. These are described as 'other services' on some forms of appointment and might include:

* Compiling or editing briefing documents (for example preparing the strategic brief may be the responsibility of the client or an independent client advisor, not the architect);
* Environmental studies;
* Applying for outline planning permission;
* Undertaking negotiations with the statutory authorities or the main contractor;
* Undertaking surveys;
* Undertaking tasks in relation to party wall matters;
* Undertaking tasks in relation to two-stage tendering (such as two-stage design and build contracts);
* Revisions to documents that are required for reasons that are not the architect's responsibility (e.g as a result of changes in legislation);
* Assessment of designs prepared by others;
* Undertaking tasks in relation to disputes or work not in accordance with the contract;
* Preparing a site waste management plan;
* Preparing marketing materials;
* Assisting in raising funds for the project;
* Preparing 'as-built' drawings, and
* Providing site inspectors.

NB: A survey by the RIBA in 2014 (ref. RIBA Journal February 2014) revealed that the most common methods of appointing architects were:

{|
| Direct appointment
| 50%
|-
| Competitive fee bid or financial tender only
| 21%
|-
| Framework agreement with or without further competition for specific projects
| 10%
|-
| Invited competitive interview (no pre-qualification questionnaire PQQ)
| 4%
|-
| Expression of interest / PQQ only (no design work)
| 3%
|-
| Expression of interest / PQQ followed by competitive interview (no design work)
| 3%
|-
| Expression of interest / PQQ followed by design competition
| 2%
|-
| Invited design competition (no PQQ)
| 1%
|-
| Open design competition
| 1%
|-
| Other
| 4%
|}

Smaller practices tended to be appointed mostly by direct appointment (61%), whereas this was less common for larger practices (25%).

-----
For detailed descriptions of the sequence of activities necessary to appoint architects, see the article: Appointment, and the work plan stages:

* Traditional contract: appointment.
* Design and build: appointment.
* Public project: appointment.
* Construction management: appointment.
* Management contract: appointment.

= Project specific issues effecting a fee =

To ensure the greatest success for any project, the fee proposal needs to be calculated with a clear understanding of the benefits the project could bring to the practice analysed against the potential risks and uncertainties the practice may be exposing itself to by accepting the commission. These project specific issues are listed below:

=== The Client ===

* Inexperienced: The experience of the client should be closely considered. In this situation it is the clients first involvement in a project of this size and with this we can assume a degree of inexperience in the construction industry. We must consider this a potential risk and plan for to allocate additional time and resources to help guide the client through the design and procurement process. This must be reflected in the fee calculation. An inexperience client may be more inclined to request changes to the brief / design later in the project timeline. A mechanism for capturing the cost associated with re-documentation of potential brief / design changes should be included in the fee agreement
* Experienced: The past experience and reputation of the client should be considered when calculating the fee. Risks associated with the uncertainty of the client are limited and this could be acknowledged in the fee to ensure a competitive proposal is put forward. The potential for future commissions and an ongoing working relationship should not be underestimated.

=== The project definition ===

This is potentially the largest and most complex project both we and the client have undertaken. It is clear that we must consider reaching out to specialist consultants and/or recruitment of additional skilled people to fulfil our obligations setout in Standard 4 of the ARB code of conduct.

* Heritage / Conservation: The site is within a conservation area with the potential for the victorian school building to be listed. Resources and risk must be allocated to the conservation area /listed building consent and specialist advice from a conservation consultant.
* Planning Approva:l Outline planning has already been granted however this planning risk is not distinguished until all reserved matters area approved. Time must be allocated to public consultation and the skills of a planning consultant may need to be factored into the fee.
* Working with Existing Buildings: Working within the scope of existing structures have an inherit risk to the profitability of the project which must be captured in the fee. The existing building is of an age where possible site continuation and / or asbestos could be an added complexity that needs to be addressed.
* Scope of Services: The scope of the service and the preferred procurement route should be discussed and agreed with the client prior to calculating a fee proposal. An firm understanding of the clients project goals in relationship to time, cost and quality will not only help to guide the selection of a procurement route but is essential in the development of a plan to resource the project. An accelerated project time requires additional resourcing effected in additional costs.
* Overseas Project
* Design Repetition
* Project Resourcing
* Program and timing

= Practice specific issues effecting a fee =

Will this project be the right step towards our goals for the practice?

# Consult the Business Plan.
# Project Resourcing / Appropriate skills for the job
#* In order to fulfil our obligations set out in standard 4 of the ARB code of conduct we must look to employ additional stall with the correct level of experience to meet the technical needs of the project. Employing additional staff could be seen as a risk when new practices are starting out which could be mitigated by the use of a fixed term contract while future work is secured.
# Business Expansion
#* Cash flow
#* Enhanced profit
# Equipment
# Expansion
#* May need to expand the office to allow for increased resources. This cost should be factored into the cash flow forecast cash flow in vs out.
# New Market Section
#* Good opportunity to break into a larger scale and market section. 5 year plan. Offset risk with return
# New Client Network
#* Great opportunity to work with an ambitious new client. Potential for future commissions as it has been noted that they are development. Important to cement a good, professional working relationship early on.

= Professional obligations =

Before appointment if there were a previous architect call him to assure all client obligations with him are clear and previous contract properly terminated.

=== ARB Code of Conduct – Standard 4 – Competent Management of Business. ===

# Section 4.2 ensure provision for adequate professional, financial and technical resources when entering a contract and throughout its duration.
# Section 4.4 You are expected to ensure that before you undertake any professional work you have entered into a written agreement with the client which adequately covers the contracting parties:
#* the scope of the work:
#* the fee or method of calculating it;
#* who will be responsible for what;
#* any constraints or limitations on the responsibilities of the parties;
#* the provisions for suspension or termination of the agreement;
#* a statement that you have adequate and appropriate insurance cover as specified by the Board;
#* your complaints-handling procedure (see Standard 10), including details of any special arrangements for resolving disputes.
# Section 4.6 You are expected to ensure that your client agreements record that you are registered with the Architects Registration Board and that you are subject to this Code; and that the client can refer a complaint to the Board if your conduct or competence appears to fall short of the standards in the Code.

=== ARB Code of Conduct – Standard 8 – Insurance arrangements ===

# Section 8.1 You are expected to have adequate and appropriate insurance cover for you, your practice and your employees. You should ensure that your insurance is adequate to meet a claim, whenever it is made. You are expected to maintain a minimum level of cover, including run-off cover, in accordance with the Board’s guidance.
# Inform the client in writing of his obligations under CDM 2015. Make sure client signs and return a copy of the agreement. In exceptional circumstances, eg, limited feasibility study, it may be acceptable to rely upon a client care letter (letter of intent). Make sure the project is resources with the right people with right experience ARB Code of Conduct – Standard 4 – Competent Management of Business.
# Section 4.2 ensure provision for adequate professional, financial and technical resources when entering a contract and throughout its duration.

=== ARB Code of Conduct Standard 3 – Honest Promotion of your work ===

# 3.1 You are expected to promote your professional services in a truthful and responsible manner
# 3.4 You are expected to ensure that all architectural work is under the control and management of one or more architects

=== ARB Code of Conduct Standard 06 - Carry out professional work faithfully and conscientiously and with due regard to relevant technical and professional standards ===

# 6.1 You are expected to carry out your work promptly and with skill and care and in accordance with the terms of your engagement

=== RIBA Code of Conduct: - Principle 2 – Competence GN 1.2: – ===

Members should not accept work if they do not have sufficient resource (particularly staff resource) with the appropriate skills, knowledge and experience, to satisfactorily complete it. Failure to comply with these codes may result in disciplinary action by the ARB and will be taken into account if in the event of coming before the Board’s of Professional Conduct Committee

= Types of fee =

Before a fee can be agreed, both architect and client should establish:

* The project details and the services to be provided
* The procurement method
* An approximate construction cost
* The project timetable

=== Percentage Fees ===

Fee based on a percentage of the full construction cost. The percentage set will vary depending on the type and complexity of the job.

Advantages:

* Fee agreement can be agreed at the earliest possible time, even before the value or the extent of the building is known
* In this method there is a built in mechanism to increase the fee if scope and therefore construction budget increases.

Disadvantages

* Fee directly linked to the construction cost. If construction cost decreases through a value engineering exercise, the architects fee would reduce too. Need mechanism to have the ability to change additional fees for re-documentation due to reduction in scope.

=== Fixed lump sum ===

The architect and client agree on a fixed amount of money for an agreed scope of work. In this method the fee is not directly linked to the construction cost but instead usually calculated in relation to the predicted amount of resources required to complete the job. It is very important to clearly define the inclusions and exclusions, along with a payment schedule in the Architects appointment.

Advantages:

* Client always knows what the architects fee will be

Disadvantages:

* It is not always easy to calculate a fixed fee at the outset of a project, especially when the client is unsure of their requirements. In this circumstance a percentage fee could be utilised and then converted to a lump sum when the scope of the work is known.
* Higher risk than percentage fees. Must have a defined scope and it is very important to have provision in the appointment for client changes

=== Time Charges Fees ===

The architect will change for work completed on an hourly, daily or weekly rate. Advantage:

* Useful when a client wishes to seek advice on a project, perhaps in relation to a feasibility study (however in this circumstance a lump sum is also common)

Disadvantage:

* No certainty at the outset of how much the fee will amount to, although this disadvantage can partially be overcome by setting an upper limit which can not be accessed without approval.

=== Hourly Rate ===

It is a time charge fee for work completed. Client is charged at an agreed rate. Usually employed when the performance of the services cannot be predicted with reasonably accuracy. Particularly relevant to stages 0 and 1. Usually for a feasibility study, additional services or extra work. Important to record the hours of time spent. Two situations to charge at hourly rate

* Feasibility study.
* Design option requested by client not in scope of appointment.

This is an amended version of an article created by --[[User:Grant_Erskine_Architects|Grant Erskine Architects]] 11:11, 14 January 2013 (UTC)

= Related articles on Designing Buildings Wiki =

* Appointing an architect.
* Architect.
* Architecture.
* Architectural styles.
* Architectural training.
* Appointing consultants.
* Charge-out rate.
* Collaborative practices.
* Concept architectural design.
* Consultant team.
* Consultant team start up meeting.
* Designers.
* Design liability.
* Fees.
* Hiring an architect as a commercial client.
* Hiring an architect as a domestic client.
* Hourly rate.
* Professional Indemnity Insurance.
* Quantity surveyor’s fees.
* Risks in fees and appointments.
* Scope of services.
* The architectural profession.
* The role of architects.

= External references =

* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0067AEGuide7.pdf Achieving Excellence Guide 7 - Whole-Life costing][http://www.arb.org.uk/ .]
* [http://www.arb.org.uk/ Architects Registration Board].
* Fee survey by [http://www.bdonline.co.uk/news/architects-demand-return-of-fee-scales/5046693.article Building Design].
* RIBA: Work with an architect.
* RIBA: Earnings survey. 2012
* Report of the Royal Academy of Engineering on The long term costs of owning and using buildings (1998).

[[Category:Appointments]] [[Category:Client_procedures]] [[Category:Roles_/_services]]

Architect's fees

2019-05-03T08:39:40Z

Archstudent:

= Introduction =

Fees charged by architects vary very significantly, and since the Royal Institute of British Architects (RIBA) abolished its indicative fee scales, there is very little benchmarking information freely available.

Fees are commonly quoted as being between 8% and 12% although, according to a survey by [http://www.bdonline.co.uk/news/architects-demand-return-of-fee-scales/5046693.article Building Design] in 2012, '...only 21% of architects achieve fee levels of above 5% while 55% are paid fee levels of 4% or less...'. A more recent survey by the [https://www.architectsjournal.co.uk/news/aj-fees-survey-2017-how-much-are-you-charging/10020125.article Architects' Journal] in 2017 reported fee levels of between 2.75% and 15%.

However, as fees are entirely dependent on the nature of the project and the circumstances of the appointment, the figures quoted above are not very illuminating.

Generally speaking, large new-build projects in rural areas attract much lower percentage fees than small works to existing buildings in London; commercial work attracts lower fees than private residential work, and works to historic or listed buildings attract higher fees still.

Fees will vary based on:

* The architect appointed (a 'signature' architect may charge more than an 'unknown');
* The type of building required;
* The size of building required;
* The complexity of the building required;
* The quality of the building required;
* The location of the architect and of the project;
* The amount of bespoke design required;
* The level of service required (from basic planning drawings, through to a full design service, site inspection and post occupancy evaluation);
* The amount of information available (including the nature of the project required, the project brief, the feasibility of the project and the site conditions);
* The state of the economy (in times of recession, architects may struggle to find work, and can offer lower fees simply to keep work flowing through the office; conversely in boom years, they may not have enough staff to meet demand and so will push fees up), and
* The perceived risk to the architect of undertaking the project.

Attempting to save money by driving fees down can be a mistake for a client. Fees represent a small part of the whole-life costs of a project, but poor design can have a long lasting and expensive impact.

This is sometimes demonstrated by reference to the following notional, relative costs illustration of a typical project:

* 0.1 to 0.15 for design costs (ref. OGC [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0067AEGuide7.pdf Achieving Excellence Guide 7 - Whole-Life costing]).
* 1 for construction costs;
* 5 for the building's maintenance and operating costs during its lifetime, and
* 200 for the cost of operating the business during the lifetime of the building.

(Ref. Report of the Royal Academy of Engineering on 'The long term costs of owning and using buildings' (1998)).

However, this has been criticised as misleading, not least because the construction industry accounts for around 7% of GDP, implying a much more significant proportion of business costs than the ratio suggests. Other ratios of construction-costs-to-operational-costs-to-business costs have suggested figures as low as 1:0.6:6 for some types of buildings. However, the usefulness of these ratios is questionable, other than if they are calculated based on actual figures for specific businesses.

Traditionally there are three standard ways an architect may charge:

* A percentage of the build cost. This requires that an approximate build cost can be estimated (so that an appropriate percentage can be calculated) and that the scope and nature of the services required from the architect are known;
* Lump sum fee. This is popular for home owners and small clients as it gives certainty about the total cost at the outset. Lump sum fees are appropriate where the scope of work required is well known when the appointment is made. If the nature of the appointment or of the project varies beyond agreed limits, then the fee may need to be re-negotiated.
* Hourly rate. This is generally reserved for work where it is difficult to define the scope of services required or the nature of the project when the appointment is made. It is important in this case that fees are capped to a maximum that can be charged without prior agreement and that detailed records of hours worked are kept.

All three methods will generally bring the architect to a similar position. This is because there is a relationship between the type of the project, its build cost and the amount of hours required. Ultimately, the fee quoted is likely to come down to how many hours the job will take multiplied by a [[Charge-out_rate|charge-out rate]].

NB: When appointing an architect:

* Always check the [http://www.arb.org.uk/ Architects Registration Board] (ARB) register to make sure they are a registered architect (if they are not, they cannot offer their services as an 'architect').
* Check that the architect has adequate professional indemnity insurance.

= Role of an architect =

It is important that the scope of services required from an architect is properly described and is set out in writing, along with an agreed schedule of payments.

Very broadly, the role performed by an architect might include some or all of the following services:

* Assisting the client to prepare a strategic brief;
* Carrying out feasibility studies and options appraisals;
* Advising on the need to appoint other professionals;
* Advising on procurement routes;
* Contributing to the preparation of a project brief;
* Preparing the concept design;
* Preparing the detailed design;
* Preparing planning applications;
* Preparing applications for statutory approvals (such as building regulations);
* Preparing production information;
* Preparing tender documentation;
* Contributing to the assessment of tenders;
* Reviewing designs prepared by others;
* Acting as contract administrator;
* Inspecting the works;
* Advising on the rectification of defects, and
* Carrying out post-occupancy evaluations.

If the architect is to perform lead designer or lead consultant roles, this must be clearly agreed.

It is also important to be clear as to what extent expenses are included in the fee, such as travelling, print costs and model making costs.

= Additional services =

Some services will only be undertaken by an architect if they are specifically identified in their appointment documents, otherwise they may not be included within the fee. These are described as 'other services' on some forms of appointment and might include:

* Compiling or editing briefing documents (for example preparing the strategic brief may be the responsibility of the client or an independent client advisor, not the architect);
* Environmental studies;
* Applying for outline planning permission;
* Undertaking negotiations with the statutory authorities or the main contractor;
* Undertaking surveys;
* Undertaking tasks in relation to party wall matters;
* Undertaking tasks in relation to two-stage tendering (such as two-stage design and build contracts);
* Revisions to documents that are required for reasons that are not the architect's responsibility (e.g as a result of changes in legislation);
* Assessment of designs prepared by others;
* Undertaking tasks in relation to disputes or work not in accordance with the contract;
* Preparing a site waste management plan;
* Preparing marketing materials;
* Assisting in raising funds for the project;
* Preparing 'as-built' drawings, and
* Providing site inspectors.

NB: A survey by the RIBA in 2014 (ref. RIBA Journal February 2014) revealed that the most common methods of appointing architects were:

{|
| Direct appointment
| 50%
|-
| Competitive fee bid or financial tender only
| 21%
|-
| Framework agreement with or without further competition for specific projects
| 10%
|-
| Invited competitive interview (no pre-qualification questionnaire PQQ)
| 4%
|-
| Expression of interest / PQQ only (no design work)
| 3%
|-
| Expression of interest / PQQ followed by competitive interview (no design work)
| 3%
|-
| Expression of interest / PQQ followed by design competition
| 2%
|-
| Invited design competition (no PQQ)
| 1%
|-
| Open design competition
| 1%
|-
| Other
| 4%
|}

Smaller practices tended to be appointed mostly by direct appointment (61%), whereas this was less common for larger practices (25%).

-----
For detailed descriptions of the sequence of activities necessary to appoint architects, see the article: Appointment, and the work plan stages:

* Traditional contract: appointment.
* Design and build: appointment.
* Public project: appointment.
* Construction management: appointment.
* Management contract: appointment.

= Project specific issues effecting a fee =

To ensure the greatest success for any project, the fee proposal needs to be calculated with a clear understanding of the benefits the project could bring to the practice analysed against the potential risks and uncertainties the practice may be exposing itself to by accepting the commission. These project specific issues are listed below:

=== The Client ===

Inexperienced: The experience of the client should be closely considered. In this situation it is the clients first involvement in a project of this size and with this we can assume a degree of inexperience in the construction industry. We must consider this a potential risk and plan for to allocate additional time and resources to help guide the client through the design and procurement process. This must be reflected in the fee calculation. An inexperience client may be more inclined to request changes to the brief / design later in the project timeline. A mechanism for capturing the cost associated with re-documentation of potential brief / design changes should be included in the fee agreement Experienced: The past experience and reputation of the client should be considered when calculating the fee. Risks associated with the uncertainty of the client are limited and this could be acknowledged in the fee to ensure a competitive proposal is put forward. The potential for future commissions and an ongoing working relationship should not be underestimated.

=== The project definition ===

This is potentially the largest and most complex project both we and the client have undertaken. It is clear that we must consider reaching out to specialist consultants and/or recruitment of additional skilled people to fulfil our obligations setout in Standard 4 of the ARB code of conduct. Heritage / Conservation: The site is within a conservation area with the potential for the victorian school building to be listed. Resources and risk must be allocated to the conservation area /listed building consent and specialist advice from a conservation consultant. Planning Approval Outline planning has already been granted however this planning risk is not distinguished until all reserved matters area approved. Time must be allocated to public consultation and the skills of a planning consultant may need to be factored into the fee. Working with Existing Buildings Working within the scope of existing structures have an inherit risk to the profitability of the project which must be captured in the fee. The existing building is of an age where possible site continuation and / or asbestos could be an added complexity that needs to be addressed. Scope of Services The scope of the service and the preferred procurement route should be discussed and agreed with the client prior to calculating a fee proposal. An firm understanding of the clients project goals in relationship to time, cost and quality will not only help to guide the selection of a procurement route but is essential in the development of a plan to resource the project. An accelerated project time requires additional resourcing effected in additional costs. Overseas Project Design Repetition Project Resourcing Program and timing

= Practice specific issues effecting a fee =

Will this project be the right step towards our goals for the practice?

Consult the Business Plan.

Project Resourcing / Appropriate skills for the job In order to fulfil our obligations set out in standard 4 of the ARB code of conduct we must look to employ additional stall with the correct level of experience to meet the technical needs of the project. Employing additional staff could be seen as a risk when new practices are starting out which could be mitigated by the use of a fixed term contract while future work is secured. Business Expansion

* Cash flow
* Enhanced profit

Equipment Expansion May need to expand the office to allow for increased resources. This cost should be factored into the cash flow forecast cash flow in vs out. New Market Section Good opportunity to break into a larger scale and market section. 5 year plan. Offset risk with return New Client Network Great opportunity to work with an ambitious new client. Potential for future commissions as it has been noted that they are development. Important to cement a good, professional working relationship early on.

= Professional obligations =

Before appointment if there were a previous architect call him to assure all client obligations with him are clear and previous contract properly terminated. ARB Code of Conduct – Standard 4 – Competent Management of Business. Section 4.2 ensure provision for adequate professional, financial and technical resources when entering a contract and throughout its duration. Section 4.4 You are expected to ensure that before you undertake any professional work you have entered into a written agreement with the client which adequately covers the contracting parties;

* the scope of the work:
* the fee or method of calculating it;
* who will be responsible for what;
* any constraints or limitations on the responsibilities of the parties;
* the provisions for suspension or termination of the agreement;
* a statement that you have adequate and appropriate insurance cover as specified by the Board;
* your complaints-handling procedure (see Standard 10), including details of any special arrangements for resolving disputes.

Section 4.6 You are expected to ensure that your client agreements record that you are registered with the Architects Registration Board and that you are subject to this Code; and that the client can refer a complaint to the Board if your conduct or competence appears to fall short of the standards in the Code. ARB Code of Conduct – Standard 8 – Insurance arrangements Section 8.1 You are expected to have adequate and appropriate insurance cover for you, your practice and your employees. You should ensure that your insurance is adequate to meet a claim, whenever it is made. You are expected to maintain a minimum level of cover, including run-off cover, in accordance with the Board’s guidance. Inform the client in writing of his obligations under CDM 2015. Make sure client signs and return a copy of the agreement. In exceptional circumstances, eg, limited feasibility study, it may be acceptable to rely upon a client care letter (letter of intent). Make sure the project is resources with the right people with right experience ARB Code of Conduct – Standard 4 – Competent Management of Business. Section 4.2 ensure provision for adequate professional, financial and technical resources when entering a contract and throughout its duration. ARB Code of Conduct Standard 3 – Honest Promotion of your work 3.1 You are expected to promote your professional services in a truthful and responsible manner 3.4 You are expected to ensure that all architectural work is under the control and management of one or more architects ARB Code of Conduct Standard 06 - Carry out professional work faithfully and conscientiously and with due regard to relevant technical and professional standards 6.1 You are expected to carry out your work promptly and with skill and care and in accordance with the terms of your engagement RIBA Code of Conduct: - Principle 2 – Competence GN 1.2: – Members should not accept work if they do not have sufficient resource (particularly staff resource) with the appropriate skills, knowledge and experience, to satisfactorily complete it. Failure to comply with these codes may result in disciplinary action by the ARB and will be taken into account if in the event of coming before the Board’s of Professional Conduct Committee

= Types of fee =

Before a fee can be agreed, both architect and client should establish:

* The project details and the services to be provided
* The procurement method
* An approximate construction cost
* The project timetable

Percentage Fees Fee based on a percentage of the full construction cost. The percentage set will vary depending on the type and complexity of the job Advantages:

* Fee agreement can be agreed at the earliest possible time, even before the value or the extent of the building is known
* In this method there is a built in mechanism to increase the fee if scope and therefore construction budget increases.

Disadvantages

* Fee directly linked to the construction cost. If construction cost decreases through a value engineering exercise, the architects fee would reduce too. Need mechanism to have the ability to change additional fees for re-documentation due to reduction in scope.

Fixed lump sum The architect and client agree on a fixed amount of money for an agreed scope of work. In this method the fee is not directly linked to the construction cost but instead usually calculated in relation to the predicted amount of resources required to complete the job. It is very important to clearly define the inclusions and exclusions, along with a payment schedule in the Architects appointment. Advantages:

* Client always knows what the architects fee will be

Disadvantages:

* It is not always easy to calculate a fixed fee at the outset of a project, especially when the client is unsure of their requirements. In this circumstance a percentage fee could be utilised and then converted to a lump sum when the scope of the work is known.
* Higher risk than percentage fees. Must have a defined scope and it is very important to have provision in the appointment for client changes

Time Charges Fees The architect will change for work completed on an hourly, daily or weekly rate. Advantage:

* Useful when a client wishes to seek advice on a project, perhaps in relation to a feasibility study (however in this circumstance a lump sum is also common)

Disadvantage:

* No certainty at the outset of how much the fee will amount to, although this disadvantage can partially be overcome by setting an upper limit which can not be accessed without approval.

Hourly Rate It is a time charge fee for work completed. Client is charged at an agreed rate. Usually employed when the performance of the services cannot be predicted with reasonably accuracy. Particularly relevant to stages 0 and 1. Usually for a feasibility study, additional services or extra work. Important to record the hours of time spent. Two situations to charge at hourly rate

* Feasibility study.
* Design option requested by client not in scope of appointment.

This is an amended version of an article created by --[[User:Grant_Erskine_Architects|Grant Erskine Architects]] 11:11, 14 January 2013 (UTC)

= Related articles on Designing Buildings Wiki =

* Appointing an architect.
* Architect.
* Architecture.
* Architectural styles.
* Architectural training.
* Appointing consultants.
* Charge-out rate.
* Collaborative practices.
* Concept architectural design.
* Consultant team.
* Consultant team start up meeting.
* Designers.
* Design liability.
* Fees.
* Hiring an architect as a commercial client.
* Hiring an architect as a domestic client.
* Hourly rate.
* Professional Indemnity Insurance.
* Quantity surveyor’s fees.
* Risks in fees and appointments.
* Scope of services.
* The architectural profession.
* The role of architects.

= External references =

* [http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0067AEGuide7.pdf Achieving Excellence Guide 7 - Whole-Life costing][http://www.arb.org.uk/ .]
* [http://www.arb.org.uk/ Architects Registration Board].
* Fee survey by [http://www.bdonline.co.uk/news/architects-demand-return-of-fee-scales/5046693.article Building Design].
* RIBA: Work with an architect.
* RIBA: Earnings survey. 2012
* Report of the Royal Academy of Engineering on The long term costs of owning and using buildings (1998).

[[Category:Appointments]] [[Category:Client_procedures]] [[Category:Roles_/_services]]