Designing Buildings - User contributions [en]

Quality assurance

2016-05-09T13:04:16Z

G1001:

== QA - ==

Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers; which ISO 9000 defines as "part of quality management focused on providing confidence that quality requirements will be fulfilled".[https://en.wikipedia.org/wiki/Quality_assurance#cite_note-1 []1] This defect prevention in quality assurance differs subtly from defect detection and rejection in quality control, and has been referred to as a shift left as it focuses on quality earlier in the process.[2]

Quality assurance comprises administrative and procedural activities implemented in a quality system so that requirements and goals for a product, service or activity will be fulfilled.[https://en.wikipedia.org/wiki/Quality_assurance#cite_note-3 []3] It is the systematic measurement, comparison with a standard, monitoring of processes and an associated feedback loop that confers error prevention.[https://en.wikipedia.org/wiki/Quality_assurance#cite_note-4 []4] This can be contrasted with quality control, which is focused on process output.

Two principles included in quality assurance are: "Fit for purpose" (the product should be suitable for the intended purpose); and "right first time" (mistakes should be eliminated). QA includes management of the quality of raw materials, assemblies, products and components, services related to production, and management, production and inspection processes.

Suitable quality is determined by product users, clients or customers, not by society in general. It is not related to cost, and adjectives or descriptors such as "high" and "poor" are not applicable. For example, a low priced product may be viewed as having high quality because it is disposable, whereas another may be viewed as having poor quality because it is not disposable.

== ==

== Quality management system QMS ==

* To demonstrate its ability to consistently provide products and services that meet customer and regulatory requirements
* process + procedure related to running projects and practice
* Can appoint QM consultant

== Tools ==

* Office manual
* Knowledge management (CPDs)
* Risk management
* Auditing
* Induction process
* ISO accredited Standards

== Office Manual ==

* Outlines how the firm works
* The company
* HR policies
* The office
* Appointment & project process - filing - quality plan/ review process

== Quality management system requirements ==

* Small -10: min to have RIBA project quality plan for each project
* Medium 11-50: Reg to use full RIBA project QM+ procedures on all projects
* Large 51+: Fully ISO9001 accredited

= Relevant ISO Standards =

== ISO9000 ==

The ISO 9000 family addresses various aspects of quality management and contains some of ISO’s best known standards. The standards provide guidance and tools for companies and organizations who want to ensure that their products and services consistently meet customer’s requirements, and that quality is consistently improved.

Assure client of quality and efficiency of practice

ISO 9001 - Quality Management - Sets out requirements of a QMS to ensure meet needs of customers and other stakeholders

ISO 14001 - Environmental Management

== ISO9001 ==

* A accredited standard that proves a companies ability to consistently provide products and services that meet the needs of their customers.

Should include:

* Office manual - outlines QMS
* Procedures - how will meet requirements
* instructions - how tasks and functions should be performed.

Benefits

* Meet certain criteria to be accredited externally
* more competitive in market - seen as reliable, efficient
* helps meet customer needs
* efficient working
* improved operational performance - cut errors, increase profits
* better customer services - win more work
* ensures always improving

8 Principles:

# Customer focused - meeting/ exceeding client requirements
# Leadership - clear leadership = clear direction + purpose
# Involvement of all - most efficient way through making all feel part of process.
# Ensure process approach - Process more affective than all in. focus on small aspects + increasing quality.
# Systematic approach to management - manage multiple processes as a system to increase efficiency
# Continual Improvement - ISO 9001 ensures standards are high, efficient and productive contributing to continual improvement of practice.
# Factual approach to decisions - Base on prior experience and knowledge, more effective
# Mutually beneficial supplier relations - strong relationships can enhance productivity + encourage seamless working practices.

== ISO14001 ==

Standard showing ongoing commitment to meet environmental operating standards.

3 fundamental commitment:

* Prevent pollution
* Comply with legislation
* Continual improvement of EMS

Benefits

* Cost saving + improved profitability
* Improve environment
* Ensure compliance with legislation
* Reduce risk of fines for non compliance
* Brand image + advantage over others when tendering

# ISO 9000:2005, Clause 3.2.11
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-2 Jump up^] Larry, Smith (2001). [http://www.drdobbs.com/shift-left-testing/184404768 "Shift-Left Testing"].
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-3 Jump up^] [http://asq.org/learn-about-quality/quality-assurance-quality-control/overview/overview.html ASQ Definition]
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-4 Jump up^] The [https://en.wikipedia.org/wiki/Marketing_Accountability_Standards_Board Marketing Accountability Standards Board] (MASB) endorses this definition as part of its ongoing [http://www.commonlanguage.wikispaces.net/ Common Language in Marketing Project].
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-5 Jump up^] [http://asq.org/learn-about-quality/history-of-quality/overview/overview.html ASQ – History of Quality]. Accessed 17 November 2014
# ^ [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-flexstudy-9561a_6-0 Jump up to:a] [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-flexstudy-9561a_6-1 b] Evans, James R. (1994) [http://www.flexstudy.com/catalog/schpdf.cfm?coursenum=9561a Introduction to Statistical Process Control], Fundamentals of Statistical Process Control, pp 1–13
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-7 Jump up^] [http://www.nctr.usf.edu/jpt/pdf/JPT%208-2%20Smith_Chaudhry.pdf http://www.nctr.usf.edu/jpt/pdf/JPT%208-2%20Smith_Chaudhry.pdf]
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-8 Jump up^] [http://asq.org/learn-about-quality/statistical-process-control/overview/overview.html Statistical Process Control (SPC) – ASQ]
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-9 Jump up^] Thareja, Mannu; Thareja, Priyavrat (February 2007). [http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1498550 "The Quality Brilliance Through Brilliant People"]. Quality World 4 (2). Retrieved 2010-01-11.
# [https://en.wikipedia.org/wiki/Quality_assurance#cite_ref-10 Jump up^] [http://www.slideshare.net/spartasystems/managing-quality-across-the-enterprise "Managing Quality Across the Enterprise: Enterprise Quality Management Solution for Medical Device Companies"]. Sparta Systems. 2015-02-02.

[[Category:Articles_needing_more_work]]

MMarketing

2016-05-08T14:13:55Z

G1001:

* The link between the practice and the outside world
* Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those demands

= The Marketing Plan =

# Where are we? - Whats happening in the industry + how does it affect us.
# Where do we want to be? - Goals?
# How do we get there? - Activities to achieve goals
# Did we achieve our goals? - If not why not? Lessons learnt.

-----
== 1. Where are we? ==

* Can be desktop/ internet studies.
* RIBA benchmarking to place our performances against others.
* Client surveys/ post occupancy feedback etc...

Key Market Analysis

* Good to establish where the business is in relation to key markets.

SWOT

Strengths - internally focused. What we think we are strong at

Weaknesses - internally focused - what we think needs improving

Opportunities - Externally focused - market prospects for growth in certain sectors

Threats - external, outside of our control. plan to be flexible to respond to threats.

External Analysis

* Position of the business in relation to external factors affecting long term business

PESTLE

Political - change of gov

Economical - Cut in government spending may impact public sector

Sociological - eg. ageing population & divorce = increase in single occupancy homes

Technological - Advances in change in way/ where we work

Legal - Effect from legislation on our sectors eg. Planning legislation

Environmental - impact on gov target to cut emissions

-----
== 2. Where do we want to be? ==

== ==

* Setting clear & concise goals or objectives for the practice
* Must be agreed by partners as correct way forward.
* Distribute the marketing plan to all employees so all engaged and working in the right direction.

Objectives must be SMART

Specific - so can determine if goal achieved e.g. 20% profit increase

Measurable - Numberical based so can measure achievement

Achievable

Realistic - Disheartening failing repeatedly due to unrealistic targets

Timed - Set timeframe to achieve objective

-----
== 3. How do we get there? ==

* Ensure there is the resource to accommodate the time required for marketing

New Business

* Engage new clients & new markets/ sectors/ services through:
* Competitions - open or invited
* Competetive tendering - often for public projects
* Networking - events, clubs, exhibitions. Meet as many people as possible, strengthen relationships that may bring future work.

Client relationship management

* Important to maintain long term key clients through high level of liason, continued service , good depth of understanding about clients business plan.
* Create key client list to identify likely potential clients
* Approach clients by working out their approach to value e.g. use/ image/ social/ environmental/ cultural.

Advertising - ARB code 3

* RIBA chartered practice - mark of quality assurance - used to match clients with suitable practices
* Industry magazines
* Good photography is vital at selling your services

Branding

* Corporate personality - Built from reputation
* Can be closely associated with key individuals (e.g. Ken) or renowned projects

Vital branding tools:

* Practice brochure
* sector/service oriented brochure
* capability statement tailored to client requirements
* simple stationary
* digital presentations
* website
* regular project updates + PR cuttings for internal and external use

* Database of clients + potential clients for distribution of material.

Press coverage

* More likely potential clients read the business magazines/ technical journals/ local press.

-----
== 4. Did we achieve our goals? ==

* Important to measure activity success or failure.
* Learn from decisions
* Shorter time frame goals may be more beneficial to keep plan fresh and relevant

Quality assurance

2016-05-08T14:10:28Z

G1001:

== Quality management system QMS ==

* To demonstrate its ability to consistently provide products and services that meet customer and regulatory requirements
* process + procedure related to running projects and practice
* Can appoint QM consultant

== Tools ==

* Office manual
* Knowledge management (CPDs)
* Risk management
* Auditing
* Induction process
* ISO accredited Standards

== Office Manual ==

* Outlines how the firm works
* The company
* HR policies
* The office
* Appointment & project process - filing - quality plan/ review process

== Quality management system requirements ==

* Small -10: min to have RIBA project quality plan for each project
* Medium 11-50: Reg to use full RIBA project QM+ procedures on all projects
* Large 51+: Fully ISO9001 accredited

= Relevant ISO Standards =

Assure client of quality and efficiency of practice

ISO 9001 - Quality Management - to ensure meet needs of customers and other stakeholders

ISO 14001 - Environmental Management

== ISO9001 ==

* A accredited standard that proves a companies ability to consistently provide products and services that meet the needs of their customers.

Should include:

* Office manual - outlines QMS
* Procedures - how will meet requirements
* instructions - how tasks and functions should be performed.

Benefits

* Meet certain criteria to be accredited externally
* more competitive in market - seen as reliable, efficient
* helps meet customer needs
* efficient working
* improved operational performance - cut errors, increase profits
* better customer services - win more work
* ensures always improving

8 Principles:

# Customer focused - meeting/ exceeding client requirements
# Leadership - clear leadership = clear direction + purpose
# Involvement of all - most efficient way through making all feel part of process.
# Ensure process approach - Process more affective than all in. focus on small aspects + increasing quality.
# Systematic approach to management - manage multiple processes as a system to increase efficiency
# Continual Improvement - ISO 9001 ensures standards are high, efficient and productive contributing to continual improvement of practice.
# Factual approach to decisions - Base on prior experience and knowledge, more effective
# Mutually beneficial supplier relations - strong relationships can enhance productivity + encourage seamless working practices.

== ISO14001 ==

Standard showing ongoing commitment to meet environmental operating standards.

3 fundamental commitment:

* Prevent pollution
* Comply with legislation
* Continual improvement of EMS

Benefits

* Cost saving + improved profitability
* Improve environment
* Ensure compliance with legislation
* Reduce risk of fines for non compliance
* Brand image + advantage over others when tendering

[[Category:Articles_needing_more_work]]

Forms of practice

2016-05-08T14:02:19Z

G1001:

== 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

Financial management glossary

2016-05-08T13:59:31Z

G1001:

== Working Capital ==

* Everyday working money to run the business.

* Current assets - current liabilities = Working Capital
* WC required can be reduced by accelerating rate money circulates through the business.
* Amount can be reduced by accelerating the rate money circulates the business (bill promptly!)

== Working capital turnover rate ==

* Total annual fee income / average value working capital = Working capital turnover rate

== Profit and loss account ==

* Annual statement of income and expenditure that shows if a practice has made an overall gain on trading performance.

== Balance sheets ==

* Picture of business as it stands
* Statement of total assets and liabilities at a given point in time (usually year end)

== Monthly 'flash' profit & loss report ==

Actual vs budget based on:

* Net Income (after paying sub consultants) (WIP not included)
* Resources
* Overheads
* Allows to see which area might be to blame for loss or profit.
* Useful over a longer period of time to spot trends and blips.

= KPI's =

== Profit/ loss based KPI's ==

* Profit per fee earner / partner
* Turnover per fee earner / partner
* Break even rate
* Overhead rate

== Liquidity KPI's (liquid assets=cash) ==

Analyses ability to pay bills as they become due

* Current Ratio = Current Assets (inc WIP)/Current Liabilities

* Quick ratio (Acid test) - Quick assets (cash+bank balance+debts)/current liabilities

Ratios over 1 are deemed satisfactory. Higher the better.

== Financial Performance plan ==

* establish costs for employing the employee / number of working hours = cost rate per hour

= Project Resource Plan =

* Shows hours of each grade of person required monthly.
* Hours translated into cost by x by rate per hour of each grade.
* projected fees vs projected cost better plotted on graph
* compare projected with actual to monitor performance
* share info with team to give sense of involvement + responsibility. will allow them to align actions with best interest of project.

= Fee forecasting =

Fee forecasting is crucial to running a business as it allows the future financial position to be assessed and it ensures that records are maintained of potential fees.

== Captive fee forecasting ==

* Fees are agreed, fully documented, contractually binding and scheduled for current projects.
* Best indicator of how busy practice is likely to be in short to medium term.
* Avoid cliff edge - when project is delivered fees reduce so important to win more work to maintain cash-flow through fees.

== Future possible fee forecasting ==

* All possible fees hoped to be earn. Anything but certain.
* Quantify probability of winning them. success probability factor %
* The aim is to attempt to predict the medium to long term

== Resources forecast ==

* Establish if right number of people available to be able to deliver the work lined up in the captive fees forecast.
* rolling weekly forecast of people required vs people available
* Plan for flexibility so always some resource available for general marketing such as submission of new work/competitions/webstie etc...
* Efficient to use those with most recent experience on similar projects to achieve good results quickly.

= Cashflow forecasting =

* Cashflow = total money IN & OUT of business affecting liquidity.
* Most accurate way of predicting the financial health of practice in short - medium term.
* Idea of when cash shortage problem may be approaching.
* Rolling 6 monthly
* If seeking loan/ overdraft: may need up to 2/3 year forecast.

Inflows

* Fees
* VAT colleciton
* Opening balance

Outflows

* Payroll
* PAYE/ NI
* Rent
* PII
* Office supplies…

= Credit Control =

* Good organisation is key to good credit control
* Invoice for fees in regular & determined way
* Chase up when not paid on time
* RIBA standard forms of agreement have payment terms written in.
* Keep record of all correspondence regarding fee - efficient to deal with fee related disputes

== Late Payments ==

* Logged in aged debtor report - all outstanding payments and for how long.
* Understand clients payment systems - could have a monthly payment policy so work with their accountants to understand.

Outstanding invoices should be chased

# remind them of agreed terms in invoices.
# If over due send reminder email with copy of invoice
# Further 1 or 2 weeks… phone call.

Multiplier affect

Full amount deducted from profit/loss report as expense.

== Last Resort ==

Dispute resolution methods within signed agreement.

[[Category:Articles_needing_more_work]]

Fees and resourcing on design and construction projects

2016-05-08T13:52:32Z

G1001:

= Calculating fees =

* Fee can have impact on clients perception of you as architect. Import to get it right.

Base on:

# Empirical data: practice records of previous costs
# Calculate cost of resource and cost requirements (renders,printing, travel etc…) of project on stage by stage basis
# BOTH
# RIBA fee calculator based on (2.)

= Traditional basis: =

== % fees- of final construction cost ==

* Suits straightforward building projects of relatively short duration.
* Can appear to reward arch for overpriced design
* RIsk that construction cost could be lower than anticipated.
* Best to use as a basis for fee not a set in stone agreement.

== Lump sum fees ==

* Suits when scope of project/ required services/ programme and cost clearly defined from outset + stable
* Agree lump sum separately for each workstage.
* Provide provision for variations - additional fees

== Time Charges ==

* Suits when resources or time scale required of firms services cannot be predicted accurately. Often early stages.
* An agreed hourly rate per staff category/ named individual.
* Provide provision for increase with inflation (12 monthly)

== Additional Fees ==

* Standard appointments have provision for additional fees
* Beware of bespoke appointments that limit additional fees to client instructions
* Licence fees for the design if developer uses on other sites.

= Risks and uncertainties to take into account =

* Client experience/ knowledge/ reputation - Credit check/speak to other firms. how quick pay/ observe payment terms?
* project definition: clear or uncertain?
* Scale or project: impacts planning timescales/ resource/ programme
* Programme: scale/ planning/ resource/ uncertainties such as repairs for survey/squatters.
* Resource requirements: Overseas - local architect for knowledge, sub-consultants - expertise

= Benefits and opportunities of fees =

* Enhanced profits: RIBA benchmarking of 15%
* Employment for existing staff: Cashflow for existing staff to generate profits for expansion
* Business expansion: balance of competitive fee and high quality but cash-flow important for health of growing business.
* New market sectors: lower fees to break sectors.
* Quaity of work: important when breaking new countries/sectors to be seen as high quality for repeat work.

= Key influences on Resource requirements =

* Type of procurement & scope of services
* project size
* complexity
* extent of works to existing buildings
* repair/ conservation of historic buildings
* degree of design repetition
* practice size and overheads

= Key influences on brand value =

* Practice reputation
* Location
* Culture
* Specialist skills

Employment Law

2016-05-08T13:48:20Z

G1001:

4 Stages of employment relation

* Pre contractual - not to discriminate based on gender, sex, race etc...
* Formation of relationship - contract agreement
* Employment period
* Termination of relationship

= Extensive legislation =

Guidance notes assist practices to keep up to date with changing regs

* RIBA employment policy
* Sets out roles + rights of RIBA, chartered practice & employee

* Employment Rights act 1996
* Employment Act 2008
* Equality Act 2010 applies to all.
* H&S reg's apply

= Employment relationship =

* Employee
* Temporary employee
* Part time employee
* Agency staff
* Consultant

-----
1. Employee

* 'Contract of employment' directly with employer
* Rights under Employment Rights act 1996 apply.

Benefits

* Long term relationship of mutual trust & respect
* Holiday pay
* Regular agreed pay
* Sick leave pay
* Access to pension scheme
* Time off to help dependants (emergency only e.g. death of dependant, child care) Without pay.

-----
2. Temporary Employee

* Same as employee but:
* Fixed term contract - has end date
* Can apply for full time status after 4 consecutive renewals of same contract.
* Objective justification for employer to decline.

-----
3. Part Time Employee

* working week/ hours defined.
* entitled to same benefits as employee.
* employer legally required to consider request
* not obliged to agree but must have sound business reason for not.

-----
4. Agency Staff

* Tripartite relation with agency (employer) and end user.
* Contract between agency and employer.
* Benefits are dealt with by agency.
* Can be terminated by end user on short notice.

Agency Workers Regs 2010

* Principal of equal treatment
* Right to same basic working & employment conditions as if engaged directly by hirer.

Onshore employment intermediaries act 2014

* treated as employee for tax purposes. - prevents end user exploiting as means to avoid paying NI & tax.

-----
5. Consultants

* Usually engaged for specific project.
* No benefits, seen as a supplier as such.

= Dismissal =

Fair reasons for dismissal S98 (ERA 1996)

* Breach of disciplinary codes
* redundant
* Capability

Procedures for fair dismissal outlined in Employment Act 2008

B-riefing

2016-05-08T13:45:33Z

G1001:

* Understanding the client brief
* Ongoing development not dictation
* Looking for most feasible way forward for each project.
* Embrace uncertainty
* Communication - small groups encourages dialogue
* Through good conversations with client - Listen/ collaborate/ engage
* Use everyones expertise
* Engage with complexity
* Start with typical needs then detail needs later on
* DO NOT TAKE SIDES

5 Key parameters

* Vision
* Need
* Space
* Time
* Budget

Stage 0

* describe 5 key parameters

Stage 1

* Simplify brief for framework of conversation
* multiple input through workshops (client/stakeholders/funders/ end users)

Stage 2&3

* Establish typical concept needs - don't lock down on detail too early as restricts development
* design for flexibility - adaptable (long term structure/shape/ skin) / adjustable (services/ layout) / agile

Stage 4

* Hold on to vision - ensure each know their project role.
* Break down detail needs of brief.

Stage 5 onwards

* Brief flattened out, still room to change elements throughout project use… flexible spaces.

-----
Project needs/ client needs/ user needs can be flushed out over time through collaborative working. No single person/ group knows the answer and only through developing a dynamic brief that can adapt and change throughout the project can the best solution be sought to align with the most effective brief.

Appointing an architect

2016-05-08T13:40:51Z

G1001: Created page with "= ARB 4.4 = must have written agreement before undertaking work which includes: * contracting parties * scope of work * fee and method of calculating it * Allocation of respons..."

= ARB 4.4 =

must have written agreement before undertaking work which includes:

* contracting parties
* scope of work
* fee and method of calculating it
* Allocation of responsibilities
* Constraints/ limitations on responsibilities of parties
* provision for suspension
* statement of adequate PII cover
* dispute resolution methods

-----
= Architects Obligations =

Duty of care:

* exercise reasonable skill, care and diligence in accordance with the normal standards of the architects profession in performing the services and discharging the architects obligations.
* provide adequate professional, financial & technical resources. [ARB 4.2]
* Law of tort - duty of care.

Duty to inform:

* keep client informed of progress & any issues that may affect the brief, construction cost, programme or quality.
* Inform of need to appoint others to perform work in connection with project.

Collaboration:

* to collaborate with others named in project data or who's appointment is foreseeable & to integrate info into our work.

Authority:

* Act on behalf of client in matters set out in agreement.
* seek client approval to amend design, terminate others employment or enter client into contract with others.

-----
= Clients obligations =

Info/ decisions:

* supply initial statement of cients requirements + priorities of req, brief, construction cos and programme.
* Provide all info in their possession or reasonably obtainable necessary for proper and timely performance of services. Arch shall be able to rely upon this info.
* Give decisions + approvals + take such action for proper and timely performance of services.

Instructions:

* if arch has responsibility to direct/ coordinate or instruct others. All to be issued through arch + will not be responsible for other instructions issued.

time + cost:

* acknowledge the arch doesn't warrant: planning permission to be granted/ compliance with construction cost/ programme for such matters as client variations + other out of our control factors.

-----
= Purpose of appointment agreement? =

* Identify parties involved
* Allocate and define responsibilities and liabilities
* Define scope of work
* Define fees and payment provisions
* Confirm legal framework
* Define method of dispute resolution
* Define termination provisions
* Creates mutual rights and duties enforceable by law
* Comply with RIBA and ARB codes of conduct which stipulate the requirement to do so

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= Standard forms of appointment =

* RIBA Standard Agreement 2010 (S- 10- A) – Architect
* RIBA Concise Agreement (C- 10- A) – Architect
* RIBA Domestic Project Agreement (D- 10- A) – Architect (when using intermediate or minor building contracts on
* domestic projects). An agreement with a consumer client is subject to the Unfair Terms in Consumer Contracts Regulations 1999
* RIBA Sub- Consultant Agreement (SC- 10) – where one consultant appoints another to perform part of their services
* RIBA Letter contract (domestic or commercial version) – for small works

-----
= Why use standard form? =

* Use of Standard Form of Agreement:
* Always recommend (especially if a bespoke one is proposed by client)
* Avoid misunderstandings
* Establish a fair and reasonable allocation of risk
* Incorporate standard industry practice within a legal framework
* Provide clarity, comfort and protection to both parties
* Have legal precedence and provenance (case law)
* Agreed with PII Underwriters
* Assert and retain copyright
* Flexible system of components
* Complimentary to the CIC range of documents

-----
= Bespoke Agreements =

* Choice to use them is matter of professional principle, commercial judgment and negotiating skill
* Obtain legal advice and consult PII broker – involved a lot of time and money to do this
* Check duty of care not fitness for purpose
* Warranties / payment provisions, copyright / termination / disputes
* Construction Act should apply as long as not consumer client

-----
= Appointing Sub- Consultants: =

* Not advised
* Ideally use ones that you trust and have worked with before (competence check)
* Check financial status and PII cover
* Formalise an agreement with them to share responsibility (back-to-back agreement)
* Factor in additional fee to client for extra administration required
* Inform your PI insurance broker (are you covered)

MMarketing

2016-05-08T12:23:56Z

G1001: Created page with "* The link between the practice and the outside world * Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those de..."

* The link between the practice and the outside world
* Understanding the needs and requirements of clients/ potential clients + developing skills & services to meet those demands

-----
The Marketing Plan

# Where are we? - Whats happening in the industry + how does it affect us.
# Where do we want to be? - Goals?
# How do we get there? - Activities to achieve goals
# Did we achieve our goals? - If not why not? Lessons learnt.

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1. Where are we?

* Can be desktop/ internet studies.
* RIBA benchmarking to place our performances against others.
* Client surveys/ post occupancy feedback etc...

Key Market Analysis

* Good to establish where the business is in relation to key markets.

SWOT

Strengths - internally focused. What we think we are strong at

Weaknesses - internally focused - what we think needs improving

Opportunities - Externally focused - market prospects for growth in certain sectors

Threats - external, outside of our control. plan to be flexible to respond to threats.

External Analysis

* Position of the business in relation to external factors affecting long term business

PESTLE

Political - change of gov

Economical - Cut in government spending may impact public sector

Sociological - eg. ageing population & divorce = increase in single occupancy homes

Technological - Advances in change in way/ where we work

Legal - Effect from legislation on our sectors eg. Planning legislation

Environmental - impact on gov target to cut emissions

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2. Where do we want to be?

* Setting clear & concise goals or objectives for the practice
* Must be agreed by partners as correct way forward.
* Distribute the marketing plan to all employees so all engaged and working in the right direction.

Objectives must be SMART

Specific - so can determine if goal achieved e.g. 20% profit increase

Measurable - Numberical based so can measure achievement

Achievable

Realistic - Disheartening failing repeatedly due to unrealistic targets

Timed - Set timeframe to achieve objective

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3. How do we get there?

* Ensure there is the resource to accommodate the time required for marketing

New Business

* Engage new clients & new markets/ sectors/ services through:
* Competitions - open or invited
* Competetive tendering - often for public projects
* Networking - events, clubs, exhibitions. Meet as many people as possible, strengthen relationships that may bring future work.

Client relationship management

* Important to maintain long term key clients through high level of liason, continued service , good depth of understanding about clients business plan.
* Create key client list to identify likely potential clients
* Approach clients by working out their approach to value e.g. use/ image/ social/ environmental/ cultural.

Advertising

ARB code 3

RIBA chartered practice - mark of quality assurance - used to match clients with suitable practices

Industry magazines

Good photography is vital at selling your services

Branding

* Corporate personality - Built from reputation
* Can be closely associated with key individuals (e.g. Ken) or renowned projects

Vital branding tools:

* Practice brochure
* sector/service oriented brochure
* capability statement tailored to client requirements
* simple stationary
* digital presentations
* website
* regular project updates + PR cuttings for internal and external use

* Database of clients + potential clients for distribution of material.

Press coverage

* More likely potential clients read the business magazines/ technical journals/ local press.

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4. Did we achieve our goals?

* Important to measure activity success or failure.
* Learn from decisions
* Shorter time frame goals may be more beneficial to keep plan fresh and relevant

Employment Law

2016-05-08T12:22:05Z

G1001: Created page with "4 Stages of employment relation * Pre contractual - not to discriminate based on gender, sex, race etc... * Formation of relationship - contract agreement * Employment period * ..."

4 Stages of employment relation

* Pre contractual - not to discriminate based on gender, sex, race etc...
* Formation of relationship - contract agreement
* Employment period
* Termination of relationship

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Extensive legislation

Guidance notes assist practices to keep up to date with changing regs

* RIBA employment policy
* Sets out roles + rights of RIBA, chartered practice & employee

* Employment Rights act 1996
* Employment Act 2008
* Equality Act 2010 applies to all.
* H&S reg's apply

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Employment relationship

* Employee
* Temporary employee
* Part time employee
* Agency staff
* Consultant

1. Employee

* 'Contract of employment' directly with employer
* Rights under Employment Rights act 1996 apply.

Benefits

* Long term relationship of mutual trust & respect
* Holiday pay
* Regular agreed pay
* Sick leave pay
* Access to pension scheme
* Time off to help dependants (emergency only e.g. death of dependant, child care) Without pay.

2. Temporary Employee

* Same as employee but:
* Fixed term contract - has end date
* Can apply for full time status after 4 consecutive renewals of same contract.
* Objective justification for employer to decline.

3. Part Time Employee

* working week/ hours defined.
* entitled to same benefits as employee.
* employer legally required to consider request
* not obliged to agree but must have sound business reason for not.

4. Agency Staff

* Tripartite relation with agency (employer) and end user.
* Contract between agency and employer.
* Benefits are dealt with by agency.
* Can be terminated by end user on short notice.

Agency Workers Regs 2010

* Principal of equal treatment
* Right to same basic working & employment conditions as if engaged directly by hirer.

Onshore employment intermediaries act 2014

* treated as employee for tax purposes. - prevents end user exploiting as means to avoid paying NI & tax.

5. Consultants

* Usually engaged for specific project.
* No benefits, seen as a supplier as such.

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Dismissal

Fair reasons for dismissal S98 (ERA 1996)

* Breach of disciplinary codes
* redundant
* Capability

Procedures for fair dismissal outlined in Employment Act 2008

B-riefing

2016-05-08T12:17:05Z

G1001: Created page with "* Understanding the client brief * Ongoing development not dictation * Looking for most feasible way forward for each project. * Embrace uncertainty * Communication - small group..."

Forms of practice

2016-05-08T12:16:00Z

G1001: Created page with "3 main types * Sole trader * Partnerships: - traditional - limited partnership - Limited liability partnership * Limited company Sole Trader - Trade in own name - easy..."

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

Quality assurance

2016-05-08T12:13:03Z

G1001: Created page with "Quality management system QMS To demonstrate its ability to consistently provide products and services that meet customer and regulatory requirements process + procedure relate..."

Quality management system QMS

To demonstrate its ability to consistently provide products and services that meet customer and regulatory requirements

process + procedure related to running projects and practice

Can appoint QM consultant

Tools

* Office manual
* Knowledge management (CPDs)
* Risk management
* Auditing
* Induction process
* ISO accredited Standards

Office Manual

Outlines how the firm works

* The company
* HR policies
* The office
* Appointment & project process - filing - quality plan/ review process

Quality management system

* Small -10: min to have RIBA project quality plan for each project
* Medium 11-50: Reg to use full RIBA project QM+ procedures on all projects
* Large 51+: Fully ISO9001 accredited

Relevant ISO Standards

Assure client of quality and efficiency of practice

ISO 9001 - Quality Management - to ensure meet needs of customers and other stakeholders

ISO 14001 - Environmental Management

ISO9001

* A QMS that proves a companies ability to consistently provide products and services that meet the needs of their customers.
*

Should include:

* Office manual - outlines QMS
* Procedures - how will meet requirements
* instructions - how tasks and functions should be performed.

Benefits

* Meet certain criteria to be accredited externally
* more competitive in market - seen as reliable, efficient
* helps meet customer needs
* efficient working
* improved operational performance - cut errors, increase profits
* better customer services - win more work
* ensures always improving

8 Principles:

# Customer focused - meeting/ exceeding client requirements
# Leadership - clear leadership = clear direction + purpose
# Involvement of all - most efficient way through making all feel part of process.
# Ensure process approach - Process more affective than all in. focus on small aspects + increasing quality.
# Systematic approach to management - manage multiple processes as a system to increase efficiency
# Continual Improvement - ISO 9001 ensures standards are high, efficient and productive contributing to continual improvement of practice.
# Factual approach to decisions - Base on prior experience and knowledge, more effective
# Mutually beneficial supplier relations - strong relationships can enhance productivity + encourage seamless working practices.

ISO14001

Standard showing ongoing commitment to meet environmental operating standards.

3 fundamental commitment:

* Prevent pollution
* Comply with legislation
* Continual improvement of EMS

Benefits

* Cost saving + improved profitability
* Improve environment
* Ensure compliance with legislation
* Reduce risk of fines for non compliance
* Brand image + advantage over others when tendering

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Financial management glossary

2016-05-08T12:12:16Z

G1001: Created page with "Financial Management Working Capital * Everyday working money to run the business. * Current assets - current liabilities = Working Capital * WC required can be reduced by..."

Financial Management

Working Capital

* Everyday working money to run the business.

* Current assets - current liabilities = Working Capital
* WC required can be reduced by accelerating rate money circulates through the business.
* Amount can be reduced by accelerating the rate money circulates the business (bill promptly!)

Working capital turnover rate

* Total annual fee income / average value working capital = Working capital turnover rate

Profit and loss account

* Annual statement of income and expenditure that shows if a practice has made an overall gain on trading performance.

Balance sheets

* Picture of business as it stands
* Statement of total assets and liabilities at a given point in time (usually year end)

Monthly 'flash' profit & loss report

Actual vs budget based on:

* Net Income (after paying sub consultants) (WIP not included)
* Resources
* Overheads

* Allows to see which area might be to blame for loss or profit.
* Useful over a longer period of time to spot trends and blips.

KPI's

Profit/ loss based

* Profit per fee earner / partner
* Turnover per fee earner / partner
* Break even rate
* Overhead rate

Liquidity KPI's (liquid assets=cash)

Analyses ability to pay bills as they become due

* Current Ratio = Current Assets (inc WIP)/Current Liabilities

* Quick ratio (Acid test) - Quick assets (cash+bank balance+debts)/current liabilities

Ratios over 1 are deemed satisfactory. Higher the better.

Financial Performance plan

* establish costs for employing the employee / number of working hours = cost rate per hour

Project Resource Plan

* Shows hours of each grade of person required monthly.
* Hours translated into cost by x by rate per hour of each grade.
* projected fees vs projected cost better plotted on graph
* compare projected with actual to monitor performance
* share info with team to give sense of involvement + responsibility. will allow them to align actions with best interest of project.

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Fee forecasting

Fee forecasting is crucial to running a business as it allows the future financial position to be assessed and it ensures that records are maintained of potential fees.

Captive fee forecasting

* Fees are agreed, fully documented, contractually binding and scheduled for current projects.
* Best indicator of how busy practice is likely to be in short to medium term.
* Avoid cliff edge - when project is delivered fees reduce so important to win more work to maintain cash-flow through fees.

Future possible fee forecasting

* All possible fees hoped to be earn. Anything but certain.
* Quantify probability of winning them. success probability factor %
* The aim is to attempt to predict the medium to long term

Resources forecast

* Establish if right number of people available to be able to deliver the work lined up in the captive fees forecast.
* rolling weekly forecast of people required vs people available
* Plan for flexibility so always some resource available for general marketing such as submission of new work/competitions/webstie etc...
* Efficient to use those with most recent experience on similar projects to achieve good results quickly.

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Cashflow forecasting

* Cashflow = total money IN & OUT of business affecting liquidity.
* Most accurate way of predicting the financial health of practice in short - medium term.
* Idea of when cash shortage problem may be approaching.
* Rolling 6 monthly
* If seeking loan/ overdraft: may need up to 2/3 year forecast.

Inflows

* Fees
* VAT colleciton
* Opening balance

Outflows

* Payroll
* PAYE/ NI
* Rent
* PII
* Office supplies…

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Credit Control

Good organisation is key to good credit control

Invoice for fees in regular & determined way

Chase up when not paid on time

RIBA standard forms of agreement have payment terms written in.

Keep record of all correspondence regarding fee - efficient to deal with fee related disputes

Late Payments

* Logged in aged debtor report - all outstanding payments and for how long.
* Understand clients payment systems - could have a monthly payment policy so work with their accountants to understand.

Outstanding invoices should be chased

# remind them of agreed terms in invoices.
# If over due send reminder email with copy of invoice
# Further 1 or 2 weeks… phone call.

Multiplier affect

Full amount deducted from profit/loss report as expense.

Last Resort

Dispute resolution methods within signed agreement.

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Fees and resourcing on design and construction projects

2016-05-08T12:06:12Z

G1001: Created page with "01 Fees & Resourcing Calculating fees * Fee can have impact on clients perception of you as architect. Import to get it right. Base on: # Empirical data: practice r..."

01 Fees & Resourcing

Calculating fees

* Fee can have impact on clients perception of you as architect. Import to get it right.

Base on:

# Empirical data: practice records of previous costs
# Calculate cost of resource and cost requirements (renders,printing, travel etc…) of project on stage by stage basis
# BOTH
# RIBA fee calculator based on (2.)

Traditional basis:

* % fees- of final construction cost

* Suits straightforward building projects of relatively short duration.
*
* Can appear to reward arch for overpriced design
* RIsk that construction cost could be lower than anticipated.
* Best to use as a basis for fee not a set in stone agreement.

* Lump sum fees -

* Suits when scope of project/ required services/ programme and cost clearly defined from outset + stable
*
* Agree lump sum separately for each workstage.
* Provide provision for variations - additional fees

* Time Charges

* Suits when resources or time scale required of firms services cannot be predicted accurately. Often early stages.
* An agreed hourly rate per staff category/ named individual.
* Provide provision for increase with inflation (12 monthly)

Additional Fees

* Standard appointments have provision for additional fees
* Beware of bespoke appointments that limit additional fees to client instructions
* Licence fees for the design if developer uses on other sites.

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Risks and uncertainties to take into account

* Client experience/ knowledge/ reputation - Credit check/speak to other firms. how quick pay/ observe payment terms?
* project definition: clear or uncertain?
* Scale or project: impacts planning timescales/ resource/ programme
* Programme: scale/ planning/ resource/ uncertainties such as repairs for survey/squatters.
* Resource requirements: Overseas - local architect for knowledge, sub-consultants - expertise

Benefits and opportunities of fees

* Enhanced profits: RIBA benchmarking of 15%
* Employment for existing staff: Cashflow for existing staff to generate profits for expansion
* Business expansion: balance of competitive fee and high quality but cash-flow important for health of growing business.
* New market sectors: lower fees to break sectors.
* Quaity of work: important when breaking new countries/sectors to be seen as high quality for repeat work.

Key influences on Resource requirements

* Type of procurement & scope of services
* project size
* complexity
* extent of works to existing buildings
* repair/ conservation of historic buildings
* degree of design repetition
* practice size and overheads

Key influences on brand value

* Practice reputation
* Location
* Culture
* Specialist skills

Professional standards for architects

2016-05-08T12:04:16Z

G1001:

Professional standards

ARB

Registration board set out by Architects Act 1997 (sets out regulatory framework)

* Maintain register of architects - about maintaining integrity of register
* Control use of title. Statutory right to take action against misuse
* Prescribe qualifications for entry to register e.g. Part1/2/3
* Regulate profession under Code of conduct - sets out standards of professional behaviour
* Ensure codes are not broken through disciplinary procedures

Discipline for:

* UPC: Unacceptable Professional Conduct
* SPI: Serious Professional Incompetence

Legislative background

Architects Act 1997

* Created ARB as statutory body
* Sets out regulatory framework for profession

The Professional Qualifications Directive 2005

* Provides for mutual recognition of qualifications throughout Europe

The Services Directive 2006

* Assists practices setting up abroad
* Sets standards of protection for service providers

ARB Architects code: Standards of Conduct and Practice

12 standards

1. Be honest and act with integrity

2. Be competent

3. Promote your services honestly and responsibly

4. Manage your business competently

5. Consider the wider impact of your work

6. Carry out your work faithfully and conscientiously

7. Be trustworthy and look after your clients’ money properly

8. Have appropriate insurance arrangements

9. Maintain the reputation of architects

10. Deal with disputes or complaints appropriately

11. Co-operate with regulatory requirements and investigations

12. Have respect for others

RIBA

Champions better buildings, communities and the environment through architecture and our members. They provide the standards, training, support and recognition that assist meet these targets.

* About the promotion of architecture

Code of Professional Conduct

3 principles: of prof conduct

1. Integrity: Act with honesty and integrity at all times

2. Competence: act responsibly, competently, conscientiously. Must be able to provide knowledge, ability, financial & technical resources appropriate for the work.

3. Relationships: respect rights and interests of others

Professional values: that support principles

Guidance notes: how principles can be upheld

What is the difference between ARB and RIBA?

Under the Architects Act, the term ‘architect’ is protected – only those on the Register of Architects are permitted to use the title. The statutory body set up by parliament to administer the register is the Architects Registration Board (ARB – formerly ARCUK). As such, the ARB is quite distinct from the Royal Institute of British Architects (RIBA), which is a voluntary association of architects in the UK and overseas. A significant number of UK registered architects choose not to join the RIBA: according to recent figures, one in five of the registered architects in the UK are not members of the RIBA

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Professional standards for architects

2016-05-08T12:00:05Z

G1001: Created page with "03 Professional standards ARB Registration board set out by Architects Act 1997 (sets out regulatory framework) * Maintain register of architects - about maintaining integ..."

03 Professional standards

ARB

Registration board set out by Architects Act 1997 (sets out regulatory framework)

* Maintain register of architects - about maintaining integrity of register
* Control use of title. Statutory right to take action against misuse
* Prescribe qualifications for entry to register e.g. Part1/2/3
* Regulate profession under Code of conduct - sets out standards of professional behaviour
* Ensure codes are not broken through disciplinary procedures
* Discipline for: UPC Unacceptable Professional Conduct

Serious Professional Incompetence

Legislative background

* Architects Act 1997
* Created ARB as statutory body
* Sets out regulatory framework for profession

The Professional Qualifications Directive 2005

* Provides for mutual recognition of qualifications throughout Europe

The Services Directive

* Assists practices setting up abroad
* Sets standards of protection for service providers

ARB Architects code: Standards of Conduct and Practice

12 standards

1. Be honest and act with integrity

2. Be competent

3. Promote your services honestly and responsibly

4. Manage your business competently

5. Consider the wider impact of your work

6. Carry out your work faithfully and conscientiously

7. Be trustworthy and look after your clients’ money properly

8. Have appropriate insurance arrangements

9. Maintain the reputation of architects

10. Deal with disputes or complaints appropriately

11. Co-operate with regulatory requirements and investigations

12. Have respect for others

RIBA

Champions better buildings, communities and the environment through architecture and our members. They provide the standards, training, support and recognition that assist meet these targets.

* About the promotion of architecture

Code of Professional Conduct

3 principles: of prof conduct

1. Integrity: Act with honesty and integrity at all times

2. Competence: act responsibly, competently, conscientiously. Must be able to provide knowledge, ability, financial & technical resources appropriate for the work.

3. Relationships: respect rights and interests of others

Professional values: that support principles

Guidance notes: how principles can be upheld

What is the difference between ARB and RIBA?

Under the Architects Act, the term ‘architect’ is protected – only those on the Register of Architects are permitted to use the title. The statutory body set up by parliament to administer the register is the Architects Registration Board (ARB – formerly ARCUK). As such, the ARB is quite distinct from the Royal Institute of British Architects (RIBA), which is a voluntary association of architects in the UK and overseas. A significant number of UK registered architects choose not to join the RIBA: according to recent figures, one in five of the registered architects in the UK are not members of the RIBA

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