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The 2010 Standards of Professional Practice (SPP)
Approved 27 July 2010 as the Supplemental IRR of R.A. No. 9266 (The Architecture Act of 2004) 1 of 94
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The 2010 Standards of Professional Practice (SPP)
Approved 27 July 2010 as the Supplemental IRR of R.A. No. 9266 (The Architecture Act of 2004) 2 of 94
STANDARDS OF PROFESSIONAL PRACTICE (SPP)
Annex “A”
Promulgated as Part of the IRR of
R.A. No. 9266, known as “The Architecture Act of 2004”
and to be known hereinafter as the
SPP Documents
(replacing the 1979 UAP Docs. 201 through 208 and the UAP Docs 209 and 210)
A. GENERAL DEFINITIONS
1.
State shall refer solely to the National Government of the Republic of the
Philippines.
2.
Standards of Professional Practice (SPP) is a required document under Sec.
41 of R.A. No. 9266 (The Architecture Act of 2004) and its Implementing Rules
and Regulations (IRR).
3.
Commission as used for this SPP and the succeeding SPP documents shall
refer only to the Professional Regulation Commission (PRC), duly created
under R.A. No. 8981 (The PRC Modernization Act of 2000).
4.
Board as used for this SPP and the succeeding SPP documents shall refer only
to the Professional Regulatory Board of Architecture (PRBoA), duly created
under R.A. No. 9266 and its IRR and under the supervision and administrative
control of the Commission.
5.
Architect as used for this SPP and the succeeding SPP documents shall refer
only to a Registered and Licensed Architect (RLA), a natural person under
Philippine law and jurisprudence with a valid certificate of registration and a valid
professional identification card (representing the renewable 3-year license) for
the lawful practice of the State-regulated profession of architecture. Depending
on the SPP, the term Architect may also refer to Architect-of-record (Aor),
Architect in charge of construction (Aicc), Consulting Architect (CA) as
provided for under R.A. No. 9266.
6.
Architectural Firm (AF) as used for this SPP and the succeeding SPP
documents shall refer only to a juridical person under Philippine law and
jurisprudence, duly registered with the Department of Trade and Industry (DTI)
as a sole proprietorship for individual architectural practice or registered with the
Securities and Exchange Commission (SEC) and with the Professional
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Regulation Commission (the PRC or hereafter the Commission) as a
professional partnership or as an architectural corporation for group architectural
practice by RLAs, subject to full compliances with Sec. 37 of R.A. No. 9266 and
derivative regulations.
7.
Architect and Architectural Firm (AF) may be used interchangeably for some
of the succeeding SPP.
8.
Professional/s as used for this SPP and the succeeding SPP documents shall
refer only to Registered and Licensed Professionals (RLPs), all natural
persons under Philippine law and jurisprudence with a valid certificate and a valid
professional identification card (representing the renewable license) for the lawful
practice of a State-regulated profession other than architecture.
9.
Client, Owner and Project Proponent may be used interchangeably for this
SPP and some of the succeeding SPP.
10.
Contractor and General Contractor shall also mean Constructor or Builder,
and may be used interchangeably for this SPP.
11.
Bid and Tender shall mean the same.
B. ACRONYMS
ADR AF
ADC Aicc Aor BPO CA
CEC DoLE DTI FPCA IAPOA KPO MoP PACS PCA PRC -
Alternative Dispute Resolution
Architectural Firm
Architectural Design Competition
Architect in charge of construction
Architect-of-record
Business Process Outsourcing
Consulting Architect
Codes of Ethical Conduct
Department of Labor and Employment
Department of Trade and Industry
Filipino Professional Consulting Architects
Integrated and Accredited Professional Organization of Architects
Knowledge Process Outsourcing
Manual of Procedure
Professional Architectural Consulting Services
Professional Consulting Architect
Professional Regulation Commission
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PRBoA
SEC RLA SPP TSP -
Professional Regulatory Board of Architecture
Securities and Exchange Commission
Registered and Licensed Architect
Standards of Professional Practice
Temporary/ Special Permit
C. GENERAL NOTES ON THE
SELECTION OF THE ARCHITECT
(Part of the IRR of R.A. No. 9266, replacing the 1979 UAP Doc. 208)
1. INTRODUCTION
There are many ways by which a Client can engage the services of an Architect.
The most appropriate method of selecting an Architect will depend on the type and
complexity of the project.
2. SCOPE OF SERVICES
The scope of services will depend on the method by which the Architect is selected.
3. METHODS OF SELECTION
3.1.
Direct Selection is used when undertaking a relatively small project. The
Client selects his Architect on the basis of:
3.1.1. Reputation
3.1.2. Personal or business acquaintance or recommendation of a friend
3.1.3. Recommendation of the Architect’s former Client
3.1.4. Recommendation of another Architect.
3.2.
Comparative Selection may be conducted by committees representing
institutions, corporations or public agencies. The selection process involves:
3.2.1. Invitation. The Client issues an invitation which includes the Terms of
Reference (ToR) for the project which is based on the Design Brief
prepared by another Architect. The selection committee established by
the Client may consist of representatives from other State-regulated
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professions and/or the construction industry, as well as persons with
related expertise.
3.2.2. Pre-qualification. Architects and/or PRC-registered Architectural
Firms (AFs) submit information regarding their qualification and
expertise.
3.2.3. Interview. The Architect explains his methodology in translating the
plan/design requirements of the proposed project.
3.2.4. Verification. The selection committee may visit buildings designed by
the Architects and check references such as former clients and
financial institutions.
3.2.5. Evaluation & Ranking. The selection committee may adopt its own
procedure in evaluating the entries and recommending the most
capable firm.
3.2.6. Negotiation. The Architect explains to the Client the Scope of
Services and the Architect’s Fee as prescribed under the Architect’s
Guidelines.
3.3.
An Architectural Design Competition (ADC) is used for civic or
monumental projects. The competition may either be an idea competition,
design or design build competition. Various Architects or architectural firms
(AFs) submit plan/design solutions to a particular design problem and are
judged on the basis of comparative excellence.
3.3.1. Advantages
a. Opportunities will be open only to all PRC-registered and licensed
Architects (RLAs) or PRC-registered Architectural Firms (AFs).
b. The Client/ Committee will have a wider range of options.
3.3.2. Disadvantages
a. Process may be expensive and time consuming
b. The time and effort required may discourage qualified firms from
participating.
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c. Some potentially unscrupulous prospective Clients will seek free
services under the guise of design competition. Architects must
always be constantly aware that ownership and copyright issues
under Secs. 20 (4) and 33 of R.A. No. 9266 must be fully
addressed under all architectural competition rules.
3.3.3. Procedure. Competitions should be conducted:
a. With the assistance of the integrated and accredited professional
organization of architects (IAPOA) or one of its local chapters, and
b. In accordance with the Architect’s Guidelines.
3.3.4. Participants
a. Sponsor or Client – a natural or juridical person;
b. Competitors – Filipino/ Philippine-Registered and Licensed
Architects (RLA) and IAPOA members in good standing. A foreign
architect as a competitor must be registered in his/her country of
origin and must secure a Temporary Special Permit (TSP) from the
Commission (PRC), a work permit form the Department of Labor
and Employment (DoLE) and must work in collaboration with a
local/Filipino counterpart RLA who will assume the requisite
professional responsibilities and civil liabilities, in the case of a
design or design-build competition;
c. Professional Adviser – Philippine-Registered and Licensed
Architects (RLAs) who are IAPOA members in good standing;
d. Jury – Composed of at least five (5) members who are known for
their integrity, objectivity, impartiality and honesty.
d.1 Architect – member in good standing of the IAPOA
d.2 Competition Sponsor or Client.
4. METHOD OF COMPENSATION
This will be covered by the respective type of services.
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STANDARDS OF PROFESSIONAL PRACTICE (SPP)
ON PRE-DESIGN SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 201
(replacing the 1979 UAP Doc. 201)
1. INTRODUCTION
1.1.
The basic services provided by the Architect have remained relatively
unchanged over the years. However, the Architect must expand his services
in response to the increasing demands of his/her Clients, the evolution of new
standards of regulated professional practice, the advancement of technology
and the enactment of new laws.
1.2.
It will be most advantageous to the Client to involve the Architect in the
earliest stages of the project since the Architect, if suitably experienced, can
provide the Client with objective project analysis, establishing parameters to
optimize building needs vis-à-vis available resources and attendant
constraints.
2. SCOPE OF PRE-DESIGN SERVICES
The Pre- Design Services cover a broad line of architectural services ranging from
initial problem identification to activities that would allow the Architect to initially
conceptualize an array of architectural and allied solutions. The Pre-Design Services
nominally include consultation, pre-feasibility studies, feasibility studies, site
selection and analysis, site utilization and land-use studies, architectural research,
architectural programming, space planning, space management studies, value
management, design brief preparation, promotional services and other related
activities.
2.1
Consultation
When a Client calls upon the Architect to give oral or written advice and
direction, to attend conferences, to make evaluations and appraisals
regarding a contemplated project and similar activities, the Architect renders
valuable inputs whether or not the Client pursues the project.
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2.2
Pre-Feasibility Studies
These preliminary studies involve the procurement, analysis and use of
secondary information gathered for the project to aid the Client in early
decision-making. They represent the Architect’s initial assessment of a
project’s soundness, allowing the Client to promptly explore available/ readily
identifiable directions/ options. Researched/ processed/ validated secondary
data are generally used for such studies e.g. electronic, print, etc.
2.3
Feasibility Studies
Detailed analysis of the project based on pre-feasibility studies will determine
the viability of a proposed development. The studies will set the project
against present and future trends to forecast how it will perform over time.
This requires primary data gathering and analysis.
2.4
Site Selection and Analysis
This entails the formulation of site criteria, assistance to the Client in site
evaluation as well as analysis to determine the most appropriate site/s for a
proposed project or building program.
2.5
Site Utilization and Land-Use Studies
The detailed analysis of the site involves the identification of a site’s
development potentials through the proper utilization of land. The analysis
covers the context of the site as well as that of its surrounding environment
and the development controls that apply to the site and its environs.
2.6
Architectural Research
Architectural research entails the conduct of primary and secondary
researches and assembled facts used as basis for conclusion.
2.7
Architectural Programming
This analytical problem-seeking process will lead to the statement and
identification of both horizontal and vertical requirements in offering a
solution. It incorporates a space program with characterizations of the
envisioned spaces such as ambiance, cost range, etc.
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2.8
Space Planning
The Architect determines the adequate size and appropriate configuration
and assemblage for a proposed project in consideration of the use, allocation
and interface of spaces for given activities. Space planning is done mainly
through primary data gathering such as interviews, consultations, interfaces,
focus group discussions (FGDs), space planning surveys, space audits, etc.
and subsequent analyses i.e. spatial layouts with stacking concepts,
particularly for multi-storey structures.
2.9
Space Management Studies
An analysis of the space requirements of the project based on organizational
structure and functional set-up pinpoints linkages and interaction of spaces.
The formulation of the space program will serve as the basis for the
development of the architectural plan/design.
2.10
Value Management
This technique is applied in the cost management process to minimize the
negative effect of simplified operations associated with many cost-reduction
programs. The goal of value management is to achieve an unimpaired
program at minimum cost. Thus, a plan, design or system that has been
successfully value-managed will still satisfy the same performance criteria as
the costlier alternatives.
2.11
Design Brief Preparation
Under design brief preparation, the Architect states the project terms of
reference (ToR) including the concept, objectives and other necessary
requirements to bid out architectural services (whether public or private).
2.12
Promotional Services
Projects may require promotional activities in order to develop and generate
financial support and acceptance from governing agencies or from the
general public. In such cases, the Architect can act as the agent of the Owner
by producing and coordinating the additional activities necessary to complete
the services. In all such activities, the Architect must maintain his professional
status as the representative of the Owner.
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3. MANNER OF PROVIDING SERVICES
3.1
After the initial meeting/ conversation/ correspondence with the Client, the
Architect must submit his proposal for pre-design services, stating the
following:
3.1.1 Scope of Work
3.1.2 Manner of Payment
3.1.3 Owner’s Responsibilities
3.1.4 Other Conditions of Services
3.2
The Architect can render services in any of the following ways:
3.2.1 As an individual Architect he must have special training and be
knowledgeable in different fields to supplement his skills.
3.2.2 Architect’s Own Staff
It is possible for Architects (as natural persons) working in a single firm
to specialize in a variety of ways. Many Architects and firms (juridical
persons) specialize without losing the generalist approach of the
Architect or firm.
3.2.3 By Association, Consultation or Networking
Another common practice is consultation between an Architect and a
firm of other disciplines, under the extended terms of the OwnerArchitect Agreement.
4. METHOD OF COMPENSATION
The Architect’s compensation is based on the Architect’s / architectural firm’s
talents, skill, experience, imagination, and on the type and level of professional
services provided. Compensation for Pre-Design Services may be based on one or
more of the following:
4.1
Multiple of Direct Personnel Expenses
This cost-based method of compensation is applicable only to non-creative
work such as accounting, secretarial, research, data gathering, preparation of
reports and the like. This method of compensation is based on technical
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hours spent and does not account for creative work since the value of
creative design cannot be measured by the length of time the designer has
spent on his work. The computation is made by adding all costs of technical
services (man hours x rate) and then multiplying it by a multiplier to cover
overhead and profit.
The multiplier ranges from 1.5 to 2.5 depending on the office set-up,
overhead and experience of the Architect and the complexity of the Project.
Other items such as cost of transportation, living and housing allowances of
foreign consultants, out-of-town living and housing allowances of the local
consultants and the like, are all to be charged to the Client. At the start of the
commission, the Architect shall make known to the Client the rate of
professionals and personnel who will be assigned to the Project and the
multiplier that has to be applied before agreeing on this method of
compensation.
FORMULA
Assume:
A=
Architect’s rate / hour
C=
Consultant’s rate / hour
T=
Rate per hour of Technical Staff, Researchers and others involved in the Project
AN, CN, TN = No. of hours spent by Architect, Consultants and Technical Staff
M=
Multiplier to account for overhead and reasonable profit. The value may range
from 1.5 to 2.5 depending on the set-up of the Architect’s office and the
complexity of the Project.
R=
Reimbursable expenses such as transportation, housing and living allowance of
Consultant, transportation, per diem, housing and living allowance of local
consultants and technical staff if assigned to places over 100 km. from the area
of operation of the Architect.
Cost of printing of extra set of drawings, reports, maps, contract documents, etc.
over the five (5) copies submitted to the Client, overseas and long distance calls,
technical and laboratory tests, licenses, fees, taxes and similar cost items
needed by the Project.
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Direct cost = AN + CN + TN
Fee = Direct Cost x M
Total Cost of Service charged to Client = Fee + R
4.2
Professional Fee Plus Expenses
This method of compensation is frequently used where there is continuing
relationship involving a series of Projects. It establishes a fixed sum over and
above the reimbursement for the Architect’s technical time and overhead. An
agreement on the general scope of the work is necessary in order to set an
equitable fee.
4.3
Lump Sum or Fixed Fee
This method may be applied to government projects since they entail more
paper work and time-consuming efforts.
4.4
Per Diem, Honorarium Plus Reimbursable Expenses
In some cases a Client may request an Architect to do work which will require
his personal time such as:
4.4.1 attending project-related meetings, conferences or trips;
4.4.2 conducting ocular inspection of possible project sites; and
4.4.3 conferring with others regarding prospective investments or ventures
and the like.
For these particular activities, the Architect as agent of the Owner may be
paid on a per diem and honorarium basis plus out-of-pocket expenses such
as but not limited to travel, accommodations and subsistence.
4.5
Mixed Methods of Compensation
The SPP provides for more than one method of compensation on a project.
Each project should be examined to determine the most appropriate and
equitable method of compensation.
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STANDARDS OF PROFESSIONAL PRACTICE (SPP)
ON REGULAR DESIGN SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 202
(replacing the 1979 UAP Doc. 202)
1. INTRODUCTION
1.1
Applicability of this Document
1.1.1 While these implementing rules and regulations specifically refer to the
“individual” professional practice of the Architect as a natural person,
the same may also apply to the Architect’s “group practice” as part of
a juridical entity i.e. as a DTI-registered sole proprietorship or as a
SEC-registered partnership or corporation, subject to full compliances
with Sec. 37 of R.A. No. 9266 (The Architecture Act of 2004) and its
implementing rules and regulations and derivative regulations including
resolutions of the Board and the Commission.
1.1.2 Foreign architects offering services under this service are subject to
full compliances with Sec. 38 of R.A. No. 9266 and its implementing
rules and regulations (including resolutions of the Board which calls for
a “local counterpart Architect” for any foreign architect) and other
periodic issuances of the Board and the Commission as well as
procedures/requirements of the Department of Labor and Employment
and the Bureau of Immigration and Deportation governing such foreign
architects. Therefore, a foreign architect practicing architecture in the
Philippines for projects on Philippine soil must first secure a
Temporary/ Special Permit (TSP) and a work permit from the
Department of Labor and Employment (DoLE) and must work in
collaboration with a local counterpart Architect who is a Registered and
Licensed Architect (RLA) under Philippine law.
1.1.3 Business Process Outsourcing (BPO) and Knowledge Process
Outsourcing (KPO) firms which have been DTI- or SEC-registered in
the Philippines to provide services for overseas clients are not
authorized to provide architectural services for projects located on
Philippine soil unless they are PRC-registered architectural firms
satisfying Sec. 37 of R.A. No. 9266 and its implementing rules and
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regulations (IRR) and its derivative regulations including resolutions of
the Board and other periodic issuances of the Board and the
Commission.
1.1.4 The Architect’s outputs described / listed under this SPP may be
expanded or increased depending on the requirements of the project
or the Architect’s experience, capabilities and specialization/s.
1.2
Regular Design Services of an Architect
1.2.1 In regular practice, the Architect acts as the Owner’s/ Client's/
Proponent’s Adviser and/or Representative. He translates the Owner's
needs and requirements to spaces and forms in the best manner of
professional service.
1.2.2 The Architect’s work starts at the inception of the project when the
Owner outlines his requirements to the Architect. The work covers the
various aspects of the project, from analysis and study of the needs
and requirements, to the preparation of the necessary instruments of
service, and finally to the supervision during project implementation. It
ends only when the general contractor or builder turns over the
completed project to the Owner.
2. SCOPE OF SERVICES
2.1
Project Definition Phase
This phase involves the definition of the requirements of the project by the
Owner. The Architect in turn informs the Owner of the technical requirements
of the project and the concomitant professional fees. In this phase, the
Architect:
1.2.1. consults with the Owner to ascertain the conceptual framework and
related requirements of the project and confirms such requirements
with him.
1.2.2. gathers relevant information and data leading to the definition of the
requirements of the project, including the scope of the Architect’s
services.
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1.2.3. reviews and refines the owner’s space requirements and translates
them into an architectural program.
1.2.4. prepares an initial statement of probable construction cost.
2.2
Schematic Design Phase
This phase consists of the preparation of schematic design studies derived
from the Project Definition Phase, leading to conceptual plans. The Architect:
2.2.1 evaluates the Owner’s program, schedule, budget, project site and
proposes methods of project deliveries.
2.2.2 prepares the initial line drawings representing design studies leading to
a recommended solution, including a general description of the project
for approval by the Owner.
2.2.3 submits to the Owner a Statement of the Probable Project Construction
Cost (SPPCC) based on current cost parameters.
2.3
Design Development Phase
Based on approved schematics and conceptual plans, the Architect prepares:
2.3.1 the Design Development documents consisting of plans, elevations,
sections and other drawings,
2.3.2 outline specifications to fix and illustrate the size and character of the
entire project as to type of materials, type of structural, electrical,
mechanical, sanitary, electronic and communications systems.
2.3.3 diagrammatic layout of construction systems, and
2.3.4 an updated SPPCC for submission to the Owner.
2.4
Contract Document Phase
Based on the approved Design Development Documents, the Architect:
2.4.1 prepares the complete Contract Documents consisting of detailed
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designs and construction drawings, setting forth in detail the work
required for the architectural, structural, electrical, plumbing/ sanitary,
mechanical, electronic and communication works prepared by the
Architect and the respective professionals involved.
2.4.2 prepares Technical Specifications describing type and quality of
materials, finish, manner of construction and the general conditions
under which the project is to be constructed.
2.4.3 submits to the Owner seven (7) sets of all construction drawings and
technical specifications for purposes of obtaining a building permit.
2.4.4 updates the SPPCC based on changes in scope, requirements or
market conditions.
2.4.5 assists the Owner in filing the required documents to secure approval
of government authorities having jurisdiction over the design of the
Project.
2.5
Bidding or Negotiation Phase
2.5.1 In this phase, the Architect:
a. prepares the Bid Documents such as forms for contract letting,
documents for construction, forms for invitation and instruction to
bidders, forms for bidders’ proposals, general / specific conditions
of contract, etc.
b. assists the Owner from the early stage of establishing a list of
prospective Contractors to awarding of the construction contract.
2.5.2 For competitive bids / procurements, the Architect:
a. furnishes complete sets of the Bid Documents for purposes of
bidding in as many sets as may be required to conduct a successful
bidding. The said documents are loaned to bidders at an amount
sufficient to cover direct and indirect costs attendant to the
preparation, packaging, reproduction and delivery of the said
documents.
The Bid Documents are the intellectual property of the Architect
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(Sec. 33 of R.A. No. 9266), and must be returned by all entities
acquiring bid documents. A bond may be required to assure the
return of the Bid Documents.
The Architect retains the sole ownership and copyright to the said
documents (Sec. 33 of R.A. No. 9266). As such, bidders must not
reproduce nor use the documents for unauthorized purposes. The
Owner also must not use the documents for any other purpose
other than the project for which the Owner and Architect signed an
agreement.
b. helps in organizing and conducting pre-bid conferences,
c. responds to questions from bidders,
d. assists the Owner in obtaining proposals from Contractors,
analyzes bid results and prepares abstract of bids, notice of award,
notice to proceed and other construction contracts.
2.5.3 For negotiated contracts, the Architect performs similar functions as in
item 2.5.2 but negotiates with one Contractor instead of many bidders.
2.6
Construction Phase
In this phase, the Architect performs the following:
2.6.1 makes decisions on all claims of the Owner and Contractors on all
matters relating to the execution and progress of work or the
interpretation of the Contract Documents.
2.6.2 prepares change orders, gathers and turns over to the Owner written
guarantees required of the Contractor and Sub-Contractors.
2.6.3 makes periodic visits to the project site to familiarize himself with the
general progress and quality of work and to ascertain that the work is
proceeding in accordance with the Contract Documents. The Architect
shall not be required to make exhaustive or continuous 8-hour on-site
supervision to check on the quality of the work involved and shall not
be held responsible for the Contractor's failure to carry out the
Construction work in accordance with the Contract Documents. During
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such project site visits and on the basis of his observations, he shall
report to the Client defects and deficiencies noted in the work of
Contractors, and shall condemn work found failing to conform to the
Contract Documents.
2.6.4 determines the amount owing and due to the Contractor and issues
corresponding Certificates for Payment for such amounts based on his
observations and the Contractor's Applications for Payment. These
Certificates will constitute a certification to the Client that the work has
progressed to the state indicated and that to his best knowledge, the
quality of work performed by the Contractor is in accordance with the
Contract Documents. The Architect shall conduct the necessary
inspection to determine the date of substantial and final completion
and issue the final Certificate of Payment to the Contractor.
2.6.5 Should more extensive inspection or full-time (8-hour) construction
supervision be required by the Client, a separate full-time supervisor
shall be hired and agreed upon by the Owner and the Architect subject
to the conditions provided in the SPP Document on Full -Time
Supervision. When the Architect is requested by the Owner to do the
full time supervision, his services and fees shall be covered separately
in conformance with the applicable and appropriate SPP Document.
3. MANNER OF PROVIDING SERVICES
There are two ways by which the Architect may enter into contract with the Owner as
the Lead Professional working with other professionals in the engineering and allied
professions:
3.1
with a single contract between the Architect and Owner, and sub-consultancy
contracts between the Architect and the other professionals working with the
Architect.
3.2
with the Architect and the engineering and allied professionals executing
separate contracts with the Owner.
In both cases, the professional responsibilities and civil liabilities of each Stateregulated professional remains separate. The Architect does not assume any of the
responsibilities and liabilities of the other professionals (RLPs).
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4. PROJECT CLASSIFICATION
Professional architectural work is classified in accordance with the degree of
complexity and the creative skill required to meet the requirements of the Client
within technical, functional, economic and aesthetic constraints. Based on these
groupings, the corresponding scale of charges shall be prescribed in the Architect’s
Guidelines to determine the fair remuneration to the Architect.
4.1
Group 1
Buildings of the simplest utilization and character which shall include but not
be limited to the following:
Armories
Parking Structures
Bakeries
Printing Plants
Habitable Agricultural Buildings
Public Markets
Freight Facilities
Service Garages
Hangars
Simple Loft-Type Buildings
Industrial Buildings
Warehouses
Manufacturing/Industrial Plants
Packaging and Processing Plants
Other similar utilization type buildings
4.2
Group 2
Buildings of moderate complexity of plan / design which shall include but not
be limited to the following:
Art Galleries
Banks, Exchange and other
Buildings
Financial Institutions
Bowlodromes
Call Centers
Churches and Religious Facilities
City/Town Halls & Civic Centers
College Buildings
Convents, Monasteries &
Seminaries
Correctional & Detention Facilities
Court Houses/Halls of Justice
Nursing Homes
Office Buildings/ Office Condominium
Park, Playground and Open-Air
Recreational Facilities
Residential Condominiums
Police Stations
Postal Facilities
Private Clubs
Publishing Plants
Race Tracks
Restaurants / Fastfood Stores
Retail / Wholesale Stores
Schools
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Dormitories
Exhibition Halls & Display Structures
Fire Stations
Laundries & Cleaning Facilities
Libraries
Malls/Mall Complexes
Motels & Apartels
Multi-storey Apartments
Showrooms/Service Centers
4.3
Shopping Centers
Specialty Shops
Supermarkets/ Hyper-marts
Serviced Apartments
Welfare Buildings
Mixed Use Buildings
Other buildings of similar nature
or use
Group 3
Buildings of exceptional character and complexity of plan / design which shall
include but not be limited to the following:
Aquariums
Laboratories/ Testing Facilities
Nuclear Facilities
Marinas and Resort Complexes
Auditoriums
Medical Arts Offices & Clinics
Airports/Wet & Dry Ports & Terminals
Mental Institutions
Breweries
Mortuaries
Cold Storage Facilities
Observatories
Telecommunication Buildings
Public Health Centers
Convention Facilities
Research Facilities
Gymnasiums
Stadia
Hospitals & Medical Buildings
Theaters & Similar Facilities
Hotels
Veterinary Hospitals
Transportation Facilities & Systems Other buildings of similar nature or use
4.4
Group 4
Residences (single-detached, single-attached or duplex; row-houses or shophouses), small apartment houses and townhouses
4.5
Group 5
Monumental buildings and other facilities
Exposition & Fair Buildings
Mausoleums, Memorials,
& Monuments
Specialized decorative buildings
Museums
Buildings of similar nature or use
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4.6
Group 6
Projects where the plan / design and related Contract Documents are re-used
for the repetitive construction of similar buildings without amending the
drawing and the specifications
4.7
Group 7
Housing Project involving the construction of several residential units on a
single site with the use of one (1) set of plans / design, specifications and
related documents
4.8
Group 8
Projects involving extensive detail such as designs for built-in components or
elements, built-in equipment, special fittings, screens, counters, architectural
interiors (AI), and development planning and/or design
4.9
Group 9
Alterations, renovations, rehabilitations, retrofit and expansion / additions to
existing buildings belonging to Groups 1 to 5
4.10
Group 10
The Architect is engaged to render opinion or give advice, clarifications or
explanation on technical matters pertaining to architectural works.
5. METHOD OF COMPENSATION
The Architect’s compensation is based on the Architect’s / architectural firm’s
talents, skill, experience, imagination, and on the type and level of professional
services provided. Compensation for Regular Design Services may be based on one
or more of the following:
5.1
Percentage (%) of Project Construction Cost (PCC)
The Architect’s Fee based on the PPC shall be detailed in the Architect’s
Guidelines.
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5.2
Multiple of Direct Personnel Expenses
This cost-based method of compensation is applicable only to non-creative
work such as accounting, secretarial, research, data gathering, preparation of
reports and the like. This method of compensation is based on technical
hours spent and does not account for creative work since the value of
creative design cannot be measured by the length of time the designer has
spent on his work. The computation is made by adding all costs of technical
services (man hours x rate) and then multiplying it by a multiplier to cover
overhead and profit.
The multiplier ranges from 1.5 to 2.5 depending on the office set-up,
overhead and experience of the Architect and the complexity of the Project.
Other items such as cost of transportation, living and housing allowances of
foreign consultants, out-of-town living and housing allowances of the local
consultants and the like, are all to be charged to the Client. At the start of the
commission, the Architect shall make known to the Client the rate of
professionals and personnel who will be assigned to the Project and the
multiplier that has to be applied before agreeing on this method of
compensation.
FORMULA
Assume:
A=
Architect’s rate / hour
C=
Consultant’s rate / hour
T=
Rate per hour of Technical Staff, Researchers and others involved in the Project
AN, CN, TN = No. of hours spent by Architect, Consultants and Technical Staff
M=
Multiplier to account for overhead and reasonable profit. The value may range
from 1.5 to 2.5 depending on the set-up of the Architect’s office and the
complexity of the Project.
R=
Reimbursable expenses such as transportation, housing and living allowance of
Consultant, transportation, per diem, housing and living allowance of local
consultants and technical staff if assigned to places over 100km. from area of
operation of the Architect.
Cost of printing of extra set of drawings, reports, maps, contract documents, etc.
over the seven (7) copies submitted to the Client, overseas and long distance
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calls, technical and laboratory tests, licenses, fees, taxes and similar cost items
needed by the Project.
Direct cost = AN + CN + TN
Fee = Direct Cost x M
Total Cost of Service charged to Client = Fee + R
5.3
Professional Fee Plus Expenses
This method of compensation is frequently used where there is continuing
relationship involving a series of Projects. It establishes a fixed sum over and
above the reimbursement for the Architect’s technical time and overhead. An
agreement on the general scope of the work is necessary in order to set an
equitable fee.
5.4
Lump Sum or Fixed Fee
This method may be applied to government projects since they entail more
paper work and time-consuming efforts.
5.5
Per Diem, Honorarium Plus Reimbursable Expenses
In some cases a Client may request an Architect to do work which will require
his personal time such as:
5.5.1 attending project-related meetings, conferences or trips;
5.5.2 conducting ocular inspection of possible project sites; and
5.5.3 conferring with others regarding prospective investments or ventures
and the like.
For these particular activities, the Architect as agent of the Owner may be
paid on a per diem and honorarium basis plus out-of-pocket expenses such
as but not limited to travel, accommodations and subsistence.
5.6
Mixed Methods of Compensation
The SPP provides for more than one method of compensation on a project.
Each project should be examined to determine the most appropriate method
of compensation.
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6. OWNER’S RESPONSIBILITIES
6.1
Provide full information as to his requirements for the Project.
6.2
When necessary, designate a representative authorized to act on his behalf.
6.3
Promptly examine and render decisions pertaining to documents submitted by
the Architect to avoid unreasonable delay in the progress of the Architect’s
work. The Owner should issue orders to the General Contractor only through
the Architect.
6.4
Furnish or direct the Architect to obtain at his expense, a certified survey of
the site, giving, as may be required, topographical and/or relocation surveys
covering grades and lines of streets, alleys, easements, encroachments and
related information, boundaries, with dimensions and complete data
pertaining to existing buildings, structures, trees, plants, water bodies, wells,
excavations / pits, etc. and other improvements and full information as to the
available utility / service lines both public and private; zoning compliances,
clearances, deed/s of restrictions, encumbrances and annotations to titles,
association guidelines and standards, and soil investigations / tests, borings
and test pits necessary for determining soil and sub-soil conditions.
6.5
Promptly pay for architectural and all other engineering and allied services
required for the project.
6.6
Pay for the design and consulting services on acoustic, communication,
electronic, and other specialty systems which may be required for the project.
6.7
Arrange and pay for such legal, auditing, insurance, counseling and other
services as may be required for the project.
6.8
Pay for all reimbursable expenses incurred in the project as called for in
Section 7: “Other Conditions on Services” and all taxes including VAT (but not
including income tax) that the government may impose on the Architect as a
result of the services rendered by the Architect on the project, whether the
services were performed as a natural person i.e. an individual practitioner or
as a juridical entity i.e. as a sole proprietorship, partnership or corporation.
6.9
If the Owner observes or otherwise becomes aware of anything that may
impair the successful implementation of the project, he shall give prompt
written notice to the Architect.
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7. OTHER CONDITIONS ON SERVICES
7.1
Conditions for the Architect’s Fee
The Architect’s Fee is based on the Project Construction Cost. Where the
Architect has to render additional services, additional compensation shall be
required.
7.2
Other Services
Other services that may be needed in order to complete the project such as
services of acoustic and illumination engineers / specialists, mural painters,
sculptors, and other service providers are to be recommended by the
Architect for the Owner’s approval. Costs for these services are to be paid for
separately by the Owner and shall be subject to a coordination fee payable to
the Architect.
7.3
Scale Models, 3D Models and Walk-Thru Presentations
Should a scale model, 3D models and/or walk-thru presentation of the
architect’s design be necessary, they are to be recommended by the Architect
for the Owner’s approval. Costs for these services are to be paid for
separately by the Owner and shall be subject to a coordination fee payable to
the Architect.
7.4
Per Diem and Traveling Expenses
A per diem plus traveling and living expenses shall be chargeable to the
Owner whenever the Architect or his duly authorized representative is
required to perform services at a locality beyond 50.0 kilometers (air, straight
line or radial distance) from his established office as it appears in the
Architect’s letterhead.
7.5
Extra Sets of Contract Documents
The Owner shall pay the Architect for additional sets of Contract Documents.
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7.6
Change/s Ordered by the Owner
If the Architect renders additional professional services due to changes
ordered by the Owner after approval of the Architect’s outputs, the Owner
shall pay the Architect for extra time, resources/ drafting, or other office
expenses.
7.7
Work Suspended or Abandoned
If the work of the Architect is abandoned or suspended in whole or in part, the
Owner shall pay the Architect for the services rendered corresponding to the
amount due at the stage of suspension or abandonment of the work.
The primary service of the Architect is the preparation of architectural
plans/designs, specifications and other building construction documents.
These are sets of detailed instructions that shall serve as the basis for the
General Contractor to implement the project. Once the Architect has prepared
all these documents, the Architect has completed the Detailed Design and
Contract Documents Phase of his services, which is equivalent to Ninety
percent (90%) of his work.
When the Owner therefore fails to implement the plans and documents for
construction as prepared by the Architect, the Architect is entitled to receive
as compensation the sum corresponding to ninety percent (90%) of the
Architect’s fee.
7.8
Different Periods of Construction
If portions of the building/s are erected at different periods of time, thus
increasing the construction period and Architect’s burden of services, charges
pertaining to services rendered during the Construction Phase shall be
adjusted proportionately. When the suspension of construction exceeds a
period of six (6) months, the fee for the remaining works shall be doubled.
7.9
Services of Specialist Consultants
If the Owner requires the services of specialist consultants, they shall be
engaged with the consent of the Architect. The cost of their services shall be
paid for separately by the Owner and shall not be deducted from the
Architect’s fee.
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7.10
Separate Services
Should the Owner require the Architect to design movable or fixed pieces of
cabinets and other architectural interior (AI) elements, site development
plan (SDP) components, urban design elements, and other items of similar
nature, the Owner shall pay the Architect in addition to the Architect’s fee.
The compensation shall be based on the Project Construction Cost as
provided for under SPP Document 203.
7.11
Fulltime Construction Supervision
Upon recommendation of the Architect and with the approval of the Owner,
full-time construction supervisors as will be deemed necessary shall be
engaged and paid by the Owner. If no Project / Construction Manager is
present, the full-time construction supervisor shall be under the technical
control and supervision of the Architect and shall make periodic reports to the
Owner and to the Architect regarding the progress and quality of the work
done.
7.12
Estimates
Any SPPCC or any Cost Estimate submitted by the Architect can attain only a
certain degree of accuracy. As the Architect has no control over the cost of
labor and materials, or the many factors that go into competitive bidding, he
does not assume any professional responsibility for such cost estimates,
unless glaring errors or discrepancies are clearly evident.
7.13
Government Taxes and Services
The Architect’s Fee is a net amount. Any tax (exclusive of income tax) that
the national and/or local government/s may impose on the Architect as a
consequence of the services performed for the project shall be paid by the
Owner.
7.14
Ownership of Documents
All designs, drawings, models, specifications and other contract documents
and copies thereof, prepared, duly signed, stamped and sealed and furnished
as instruments of service, are the intellectual property and documents of the
Architect, whether the work for which they were made is executed or not, and
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are not to be reproduced or used on other work except with a written
agreement with the Architect (Sec. 33 of R.A. No. 9266).
7.15
Cost Records
During the progress of work, the Owner shall furnish the Architect a copy of
the records of expenses being incurred on the construction. Upon completion
of the project, the Owner shall furnish the Architect a copy of the summary of
all cost of labor, services, materials, equipment, fixtures and all items used at
and for the completion of the construction.
7.16
Design and Placement of Signs
All signboards of the General Contractor, sub-contractors, jobbers and
dealers that shall be placed at the project site during the progress of
construction shall be approved by the Architect as to size, design and
contents. After the completion of the project, the Owner or his building lessee
shall consult the Architect for the design, size of all signboards, letterings,
directories and display boards that will be placed on the exterior or public
areas attached to the building project in order to safeguard the Owner’s
interest. Nothing should be installed inside or outside of the building that
would compromise its safety and aesthetics.
7.17
Project Construction Cost (PCC)
Project Construction Cost (PCC) as herein referred to, means the cost of the
completed building to the Owner, including the structure, plumbing/sanitary
and electrical fixtures, mechanical equipment, elevators, escalators, airconditioning system, fire protection system, alarm and clock system,
communications and electronic system, elements attached to the building and
all items indicated in the plans, designs, drawings and specifications prepared
by the Architect and his consultants. The construction cost of other items
planned and designed by the Architect, such as architectural interiors (AI) and
site development plan elements and other items of similar nature, additionally
planned / designed by the Architect are also part of the PCC.
The cost of materials used and the labor for their installation are part of the
PCC. If these items are furnished by the Owner below its market cost, the
cost of the material and labor shall nonetheless be computed on the basis of
the current (and fair market value) costs.
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The PCC does not include any of the fees for the Architect, the Engineer, the
Specialist Consultants or the salaries of the construction inspectors.
7.18
Project Development Cost
Project Development Cost shall include cost of the construction as well as all
professional fees, permits, clearances and utilities and cost of acquiring the
project site / lot, cost of money, etc.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON SPECIALIZED ARCHITECTURAL SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 203
(replacing the 1979 UAP Doc. 203)
1. INTRODUCTION
1.1
Time and technology have evolved to a level where specialized architectural
services are needed to complete, complement or supplement the necessary
work for the totality of a project.
1.2
Apart from the legal definition/s supplied under R.A. No. 9266, Architecture
may also be defined as the blending of aesthetics, functions, space, materials
and its environment resulting from the application of various technologies and
skills in different fields.
1.3
Specialized Architectural Services deals with specific expertise for further
enhancement of the architectural interior and exterior components of a
project.
1.4
The Architect’s responsibility to man and society is to make sure that both the
building and its physical environment enhance the lives of people by strictly
adhering to national and international standards with regard to public health,
safety and welfare.
1.5
The architectural plan and design of the building properly falls under the
Architect’s Regular Design Services (SPP Document No. 202).
1.6
Design services needed within and outside the building which fall under
Specialized Architectural Services as listed under the pertinent provisions of
R.A. No. 9266 and its 2004 IRR, include but are not limited to the following:
1.6.1
Architectural Interiors (AI)
1.6.2
Acoustic Design
1.6.3
Architectural Lighting Layout and Design
1.6.4
Site Development Planning (SDP)
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1.6.5
Site and Physical Planning Services (including Master
Development Planning, Subdivision Planning and Urban Design)
1.6.6
Comprehensive Development Planning
1.6.7
Historic and Cultural Heritage Conservation and Planning
1.6.8
Security Evaluation and Planning
1.6.9
Building Systems Design
1.6.10
Facilities Maintenance Support
1.6.11
Building Testing and Commissioning
1.6.12
Building Environmental Certification
1.6.13
Forensic Architecture
1.6.14
Building Appraisal
1.6.15
Structural Conceptualization
1.6.16
Preliminary Services
1.6.17
Contract Documentation and Review
1.6.18
Post-Design Services (including Construction Management
Services)
1.6.19
Dispute Avoidance and Resolution
1.6.20
Architectural Research Methods
1.6.21
Special Building/ Facility Planning and Design
1.6.22
Building Components
1.6.23
Management of Architectural Practices
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1.7
The term Consulting Architect (CA) shall refer only to a RLA who may also be
a separately Registered and Licensed Professional (RLP) i.e. a natural
person under Philippine law and jurisprudence with a valid certificate of
registration and a valid professional identification card (representing the
renewable license) for the lawful practice of one or more State-regulated
profession other than architecture.
1.8
For this SPP, the term Architect refers to the Consulting Architect (CA) who
may be the holder of a valid Specialist Certificate that may be issued by the
Board and/or the Commission, upon due qualification or accreditation by the
IAPoA.
203.1
ARCHITECTURAL INTERIOR (AI) SERVICES
1. INTRODUCTION
1.1
Architectural Interiors (AI), specifically mentioned under Secs. 3 (4) (g) and
14 (3) of R.A. No. 9266, involves the detailed planning and design of the
indoor / enclosed areas of any proposed building / structure, including retrofit,
renovation, rehabilitation or expansion work which shall cover all architectural
and utility aspects, including the architectural lay-outing of all building
engineering systems found therein.
1.2
Depending on the complexity of the Project, the Architect undertaking
professional AI services must be sufficiently experienced in the planning,
design and detailing of AI elements.
2. SCOPE OF SERVICES
2.1
In the design of a building, the Architect works on a development concept. To
realize this, the Architect develops the design by determining the size and
interrelationship of interior spaces, laying out the furniture, movables,
equipment, built-ins and fixtures to support the required activities, thus
making both the exterior and interior spaces contribute to the total concept.
2.2
The Architect plans and designs the architectural interiors (AI) of buildings
such that they contribute to the physical, visual, intellectual and emotional
comforts of the intended end-users.
2.3
As such a specialist, the Architect:
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2.3.1 Prescribes space plans, stacking diagrams/ sections and computations
of areas for the different activities and spaces to be integrated in a
building Project.
2.3.2 Lays out and prescribes furniture/ built-ins/ equipment for the project
and prepares specifications of AI components including all floor / wall /
ceiling finishes, doors and partition systems, hardware, modular or
ready-assembled furniture pieces/ systems, equipment, furnishings,
built-ins, fixtures, signages and graphic devices, etc.
2.3.3 Assists the Client in conducting bids or negotiations with General
Contractors, sub-contractors and suppliers of building materials,
furniture, equipment, fixtures, etc.
2.3.4 Checks and approves samples of materials and shop drawings of AI
components.
2.3.5 Reviews and approves billings of AI components.
2.3.6 Conducts final inspection and approves installed AI components and
related items.
3. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
3.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for AI services.
3.2
Working as Consulting Architect for AI services only.
4. METHOD OF COMPENSATION
4.1
For projects involving extensive detailing of AI components such as custom
floor, wall, ceiling construction and finishes, cabinet design, built-in
components, equipment and special fittings, the Architect’s Fee shall be a
percentage of the cost of the AI work. This excludes the fee of any
Engineering and / or Specialist Consultants (SCs) working with the Architect.
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4.2
Should the Client separately hire the services of Specialist Consultants (SCs),
their professional fee shall be for the account of the Client.
4.3
For this Specialized Service, the payment of the Architect’s services shall be
as stated in the Architect’s Guidelines.
203.2
ACOUSTIC DESIGN SERVICES
1. INTRODUCTION
1.1
Acoustic design services involves the detailed planning and design to control
sound transmission for compatibility with the architectural design concept.
1.2
Throughout architectural history, one of the limiting criteria in building design
has been the need to control sound in an enclosed space. The continuing
evolution of products and techniques in sound management and control has
provided a wider flexibility in the design of the interior environment. This
allows the Architect to build an environment that answers the acoustical
demands of varied activities within an enclosed space.
2. SCOPE OF SERVICES
2.1
The Architect is the prime professional commissioned by the Owner/Client
to plan and design the building/structure and all its utilities and to coordinate
the works of all allied design professionals involved in the project including all
inter-disciplinary and specialized works. He shall make certain that these
inputs comply with the requirements of the project and are compatible with
the architectural design concept.
2.2
As a specialist for acoustic design, the Architect:
2.2.1 Prepares the drawings and specifications for acoustic design and
treatment, sound control and reinforcement, sound absorption,
reflectance, insulation, etc.
2.2.2 Assists the Owner/ Client in bidding out the work or in negotiating with
a specialty sub-contractor
2.2.3 Checks and approves samples of materials and equipment
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2.2.4 Conducts final inspection of work and equipment
2.2.5 Assists Owner/ Client in evaluating the amount due the sub-contractor.
3. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
3.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for acoustic design services.
3.2
Working as Consulting Architect for acoustic design services only.
4. METHOD OF COMPENSATION
4.1
The Architect’s Fee for acoustic design services shall depend on the
complexity of the works to be undertaken.
4.2
Should the Owner/Client hire separately the services of other Specialist
Consultants (SCs), their fee shall be for the account of the Owner/ Client and
shall be paid directly to the SC.
4.3
For this Specialized Service, the payment of the Architect’s services shall be
as stated in the Architect’s Guidelines.
203.3
ARCHITECTURAL LIGHTING LAYOUT AND DESIGN
1. INTRODUCTION
1.1
Architectural Lighting Layout and Design Services involves the detailed
planning and design of light transmission, timing and control for compatibility
with the architectural design concept.
1.2
One of the limiting criteria in building design has been the need to control light
in an enclosed or defined space. The continuing evolution of products and
techniques in lighting has provided a wider flexibility in the design of the
building’s interior and exterior environments. This allows the Architect to build
an environment that answers the lighting demands of varied activities within
and outside a building.
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2. SCOPE OF SERVICES
2.1
2.2
The Architect is the prime professional commissioned by the Owner/Client
to plan and design the building/ structure and all its utilities and to coordinate
the works of all allied design professionals involved in the project including all
inter-disciplinary and specialized works. He shall make certain that these
inputs comply with the requirements of the project and are compatible with
the architectural design concept.
As a specialist for lighting layout and design, the Architect :
2.2.1 Prepares the drawings and specifications for lighting design,
illumination, fixture placement, efficiency, energy considerations, etc.
2.2.2 Assists the Owner/ Client in bidding out the work or in negotiating with
a specialty sub-contractor
2.2.3 Checks and approve samples of materials and fixtures
2.2.4 Conducts final inspection of work and fixtures
2.2.5 Assists Owner/ Client to evaluate the amount due the sub-contractor
3. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
3.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for architectural lighting and layout design services.
3.2
Working as Consulting Architect for architectural lighting and layout design
services only.
4. METHOD OF COMPENSATION
4.1
The Architect’s Fee for lighting layout and design services shall depend on
the complexity of the works to be undertaken.
4.2
Should the Owner/Client hire separately the services of Specialist
Consultants, the fee shall be for the account of the Owner/Client and shall be
paid directly to the Consultant.
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4.3
“Cost of the Work” means the total cost of all fixtures and accessories, which
were either designed, specified or procured by the Specialist Architect and/or
his Specialist Consultants (SCs) for the Owner/ Client, and that were used or
installed in the project.
4.4
For this Special Service, the payment of the Architect’s services shall be as
stated in the Architect’s Guidelines
203.4
SITE DEVELOPMENT PLANNING (SDP) SERVICES
1. INTRODUCTION
1.1
The space planning, architectural lay-outing and utilization of spaces within
and surrounding a specific building/ structure in relation with the existing
natural and/or built environments have to be a well-coordinated effort so that
both the building/ structure and the host environment shall act as one. Arising
from his concept of the total environment, the Architect is not merely
concerned with the building/structure he creates but with the grounds and
surrounding space as well. He studies the existing environment in relation to
the building/structure and consequently lays out the areas/ grounds
immediately surrounding the building/ structure.
1.2
Ordinarily, the landscaping layout of small building projects could be done by
the Architect as part of the site development planning (SDP) effort. However,
if the project is large in scale, the Architect must hire other State-regulated
professionals (RLPs) as qualified Specialist Consultants (SCs).
2. SCOPE OF SERVICES
2.1
The Architect, upon designing a building/ structure, complements this with the
design of the surroundings that will make the space fit for a specific mood and
for the required activities. He lays out the open spaces in and around the
structure such that they contribute to the totality of the project.
2.2
In order to achieve a well-balanced design of the environment enveloping a
specific building/structure, the Specialist Architect:
2.2.1 Conceptualizes the entire site development plan (SDP) including the
generic scope of civil works and the general scope of softscape and
hardscape requirements.
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2.2.2 Conceptualizes the specifications for the needed civil works and utility
lines.
2.2.3 Assists the Owner/Client in bidding out the work or negotiating with
landscape, waterscape, rock formation contractors, etc., but mainly
when no SC is available.
3. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
3.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for site development planning services.
3.2
Working as Consulting Architect for site development services only.
4. MANNER OF COMPENSATION
4.1
The Architect’s Fee for site development planning (SDP) services shall
depend on the estimated cost of the civil works and landscaping works i.e.
hardscape and softscape, depending on the magnitude and complexity of the
work required by the project. If the Architect is also certified and licensed as a
separate RLP e.g. a Landscape Architect, and is suitably experienced, the
Architect’s fee shall increase correspondingly, depending on the magnitude
and complexity of the work required by the project.
4.2
Should the Owner/ Client separately engage the services of a Landscape
Architect, the fee of the said Specialist Consultant shall be for the account of
the Owner/Client and paid directly to the SC.
4.3
For this Specialized Service, the payment of the Architect’s services
shall be as stated in the Architect’s Guidelines.
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203.5
SITE AND PHYSICAL PLANNING (INCLUDING MASTER
DEVELOPMENT PLANNING, SUBDIVISION PLANNING AND
URBAN DESIGN) SERVICES
1. INTRODUCTION
1.1
Physical planning refers to the orderly arrangement within a piece of land or
property on which vertical structures such as buildings, monuments and the
like, as well as horizontal developments such as rights-of-way (ROWs), open
spaces and activity spaces are to be proposed.
1.2
Planning, as we know it today, started with physical planning, with Architects
performing the lead role. The great cities of the world have taken shape
mainly through the activities of visionary Architects who actively engaged in
physical planning.
1.3
The Architect is concerned not merely with a building/structure but with its
immediate surroundings as well. In planning for a building, he studies its
interrelationship with other structures, the surrounding environment, and their
effect and impact on the neighboring areas.
1.4
If the Architect is commissioned to do physical plans for specific site, he has
to go beyond the study of human behavior and activities and must undertake
an in-depth study of the host site’s economic systems, its laws and
regulations, tax structure, infrastructure, utilities, and all other components
that will have a bearing on the project.
2. SCOPE OF SERVICES
2.1
All ideas and concepts have to be translated into physical plans before they
can be implemented. It is the Specialist Architect who provides a multidimensional point-of-view to a 2-dimensional physical plan. By virtue of the
Architect’s training and experience in coordinating the works of a multidisciplinary team, the Architect becomes the logical Prime Professional
responsible for directing team efforts to deal with the required physical
planning work.
2.2
Physical planning is concerned with the general quality of the settings for
people and their activities, buildings and other natural and man-made
phenomenon.
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2.3
The Architect undertakes the site planning of a project that requires a
composite arrangement of several buildings/ structures and their requisite
amenities, facilities, services and utilities within a natural or built setting.
2.4
Should other services be required by the project, such as environmental
studies, feasibility studies, market analysis, access/movement systems,
impact analysis and others, said services should be performed by dulyqualified professionals with the Architect acting as the Lead Professional of
the physical planning team.
2.5
Depending on the complexity of the project, the Architect may hire additional
Specialist Consultants (SCs) whose expert advice may be needed to validate
certain features of the physical plan. The fee of any additional SC needed in
the project must be paid separately by the Owner/Client.
2.6
When the Architect is commissioned to do physical planning for building sites
such as Industrial Estates, Commercial, Religious, Institutional and
Government/Civic Centers, Sports Complexes, Tourist Centers/ Tourism
Estates/ Resorts, Amusement Parks, Educational Facilities, Residential and
Housing Subdivisions and the like, the Architect:
2.6.1 Confers with the Owner/ Client on project requirements, secures
sufficient primary and secondary data to generate reliable projections
and analyses which are to be used as basis for the preparation of
physical plans/designs.
2.6.2 Examines laws, ordinances, rules and regulations affecting the project
i.e. code searches, and considers the best industry practices
applicable.
2.6.3 Prepares framework and conceptual master development plans
(FRDPs and CMDPs) and report/s from relevant information gathered
by other disciplines.
2.6.4 Prepares Preliminary up to Detailed Master Development Plans
(PMDPs/ DMDPs) showing the physical layout/distribution of areas,
road network/s, vehicular and pedestrian movement/ access systems,
legal easements, basic utility layouts/ corridors, landscape layouts, lot
pad elevations, lot primacy matrices, deed of restrictions (DoR),
development standards and guidelines (DSG), lot counts and typology,
land use tabulations, building footprints, roof-prints, basement level-
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prints, view corridors, building cast shadow projections and/or reflected
light/heat projections from buildings, etc., and presents the same to the
Owner/Client, the Government and at public consultations as needed.
2.6.5 Prepares the SPPCC for the total physical development.
2.6.6 Undertakes modifications, revisions and changes as may be required
by the Owner/ Client and the project within the engagement period.
2.6.7 Prepares the finalized plans, reports and specifications needed for
approval by Owner/ Client or proper government agencies concerned.
2.6.8 Prepares the phasing of the construction with the concurrence of the
Owner/Client.
2.6.9 Prepares Project Cost Estimates (PCE) based on current cost
parameters.
1. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
1.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for site and physical planning services.
1.2
Working as Consulting Architect for site and physical planning services only.
2. MANNER OF COMPENSATION
The fee structure for Site and Physical Planning Services by the Architect shall be as
stated in the Architect’s Guidelines.
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203.6
COMPREHENSIVE DEVELOPMENT PLANNING (CDP)
SERVICES
1. INTRODUCTION
1.1
Comprehensive Development Planning (CDP) Services are based on the
concept of expanded physical planning services to include other activities
necessary for the proper handling of the numerous components considered in
the formulation, implementation and realization of a Master Development Plan
(MDP). Comprehensive Development Planning (CDP) covers the range of all
services from primary data gathering through the formulation of the MDP and
the parallel preparation of the environmental impact assessment/ statement
(EIA/S).
1.2
While the planning team is multi-disciplinary, the CDP Services may place
heavy emphasis on the non-physical/ non-engineering components of the
development plan i.e. financial, economic/market demand/forecast,
administrative-political-institutional-legal, socio-cultural, environmental, and
the like. In contrast, MDP Services puts a premium on the physical planning
and engineering components of the development plan, which are the direct or
sequential physical translations of the inputs from the initial stages of the CDP
effort.
1.3
If suitably trained and experienced, the Architect’s ability to synthesize and
organize into a whole, the various information relating to the user’s needs,
perception and expectations, site and climatic conditions, construction
technology, materials, cost and other information, qualifies him to take the
lead role in an undertaking that cuts across various disciplines.
1.4
The Consulting Architect is concerned with the management and use of land
as well as the conservation, preservation and upgrading of the human
environment. Since the Architect, particularly if a separate RLP i.e.
Environmental Planner (EnP) with suitable training and experience in physical
and land use planning, has the social commitment and technical experience
as coordinator of several disciplines, he is qualified to lead the multidisciplinary team in offering Comprehensive Development Planning (CDP)
Services.
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1. SCOPE OF SERVICES
1.1
If the Architect (an RLA) is separately qualified and suitably experienced as
an Environmental Planner, the range of all services offered by the Architect
from data base gathering, to the preparation of environmental impact
assessments/statements (EIA/S), up to the formulation of the Comprehensive
Development Plan (CDP), may include the following components:
1.1.1 Physical Component - land use and the changes which occur within
the physical environment (within the space where such activities take
place), represented mainly by the MDP.
1.1.2 Economic Component - the nation’s assets and its management.
1.1.3 Socio-Cultural Component - the people, their living conditions and the
seeking of ways to ameliorate it.
1.1.4 Transport Component - road and transit networks, land-sea-air
linkages, the movement of people and goods from one place to
another.
1.1.5 Legal and Administrative Component - the relationship of adopted
development proposals and policies to existing laws.
1.2
Comprehensive Development Planning (CDP) calls for the detailed study of
physical, social, economic and administrative components and as such
requires the expertise and knowledge of Specialist Consultants (SCs).
1.3
When the Consulting Architect is commissioned to do a Comprehensive
Development Planning effort, he performs the following:
1.3.1 Identifies existing land use, resources, social behavior and interaction;
1.3.2 Undertakes environmental analysis, demographic analysis and
feasibility studies;
1.3.3 Examines existing laws, ordinances, political/ social constraints;
1.3.4 Prepares the conceptual development plans, policies, implementing
strategies to arrive at the desired comprehensive and/or master
planning solution/s.
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2. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
2.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for comprehensive development planning services.
2.2
Working as Consulting Architect for comprehensive development planning
services only.
3. MANNER OF COMPENSATION
Compensation for the foregoing specialized architectural service shall be through
man-months i.e. 22 man-days multiplied by 8 man-hours, and multiplied by a factor
to cover other direct and indirect costs e.g. overhead, etc. or as prescribed by the
Architect’s Guidelines.
203.7
HISTORIC AND HERITAGE CONSERVATION AND PLANNING
The suitably trained and experienced Consulting Architect in this area of
architectural practice provides research, assessment, recording, management,
interpretation and conservation of historical heritage.
203.8
SECURITY EVALUATION AND PLANNING
The Consulting Architect in this area of practice arranges and formulates methods of
rating and ascertaining the value of structures or facilities which must be fully
secured, kept safe, protected, assured, guaranteed and provided sufficient
safeguards for the conduct of any work or activity.
203.9
BUILDING SYSTEMS DESIGN
The Architect in this area of practice engages in methods of producing building
components in a highly engineered, efficient and cost-effective manner, particularly
for residential and commercial applications.
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203.10 FACILITIES MAINTENANCE SUPPORT
The Consulting Architect in this area of practice provides the Owner/Client with
means and measures to ensure the proper function and maintenance of the
building/structure and site after final inspection.
203.11 BUILDING TESTING AND COMMISSIONING
The Architect in this area of practice recommends the systematic process of
ensuring that a building/structure’s array of systems is planned, designed, installed
and tested to perform according to the design intent and the building’s operational
needs. If the building materials, equipment and systems are not installed properly or
are not operating as intended, the effectiveness, efficiency, productivity and other
benefits of high performance plans/designs will not be achieved.
203.12 BUILDING ENVIRONMENT CERTIFICATION
A building environment rating system is needed to evaluate the environmental
performance of a building and to encourage market migration towards sustainable
design. The rating system must be:



credit-based, allowing projects to earn points for environment-friendly use of the
building / structure and actions taken during planning, design, construction and
occupancy.
flexible, such that projects need not meet identical requirements to qualify.
consensus-based and market-driven, in order to accelerate the development
and implementation of green building practices.
The Consulting Architect in this area of practice must have much more than the
basic knowledge of Green Architecture and Environmental and/or Sustainable
Design and sufficient knowledge of the governing environmental laws and
environmental investigation processes and procedures under international protocols
such as the Philippine Solid Waste, Clean Air and Clean Water Acts, DENR
administrative issuances and the like.
203.13 FORENSIC ARCHITECTURE
The Architect in this area of practice undertakes a scientific study on the built
environment’s well-being, which allows the Architect to focus on the ways in which
the building/structure can best maintain itself and prolong its life in a cost-efficient
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manner, and finally provide recommendations to the Owner/ Client. The forensic
study may include:




determination as to the causes of building, building component and/or building
material deterioration
the causes of observed building deficiencies e.g., non-compliance with planning
and building laws, deviations from original use or function of spaces
research on possible faulty activities and operations during the project
implementation phase
determination of faulty plan/ design and/or construction methodology.
203.14 BUILDING APPRAISAL
Appraisal is defined as an act or process of estimating value. The Consulting
Architect in this area of practice places value on the building/ structure condition and
defects, and on its repair and maintenance, including the required improvements.
203.15 STRUCTURAL CONCEPTUALIZATION
The Architect in this area of practice conceives, chooses and develops the type,
disposition, arrangement and proportioning of the structural elements of an
architectural work, giving due considerations to safety, cost-effectiveness,
functionality and aesthetics.
203.16 PRELIMINARY SERVICES
The Consulting Architect in this area of practice must have much more than the
basic knowledge of Site Analysis, Space Planning and Management, Architectural
Programming, and the other services under SPP Document 201.
203.17 CONTRACT DOCUMENTATION AND REVIEW SERVICES
The Architect in this area of practice must have much more than the basic
knowledge of Specification Writing, Estimation and Quantity Survey, Architectural
Production, Architectural Software, Architectural Support Services and Contract
Document Review.
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203.18 POST-DESIGN SERVICES
(INCLUDING CONSTRUCTION SERVICES)
The Consulting Architect in this area of practice must have much more than the
basic knowledge of Pre-Construction, Construction, Post-Construction and the other
services under SPP Documents 204, 206 and 207.
Included under this specialized practice is the preparation of the Fire Safety and Life
Assessment Report (FALAR) required by R.A. No. 9514, the 2008 Fire Code of the
Philippines and its 2009 IRR.
203.19 DISPUTE AVOIDANCE AND RESOLUTION
The Architect in this area of practice must have much more than the basic
knowledge of the various modes of Alternative Dispute Resolution (ADR) prescribed
under R.A. No. 9285, the ADR Act of 2004 and its IRR i.e. Construction Arbitration,
Mediation and Conciliation, Negotiation and of Contract Administration, Quality
Surveys, Appraisals and Adjustments and Expert Testimony. An Architect
specializing in ADR must preferably be State-accredited.
203.20 ARCHITECTURAL RESEARCH METHODS
The Consulting Architect in this area of practice must have much more than the
basic knowledge of Research Methods, Philippine Architecture and its History,
Architectural Materials and Finishes, Building Types and Standards, Architectural
Design Trends, Architectural Writing and Architectural Photography.
203.21 SPECIAL BUILDING/ FACILITY PLANNING AND DESIGN
The Architect in this area of practice must have much more than the basic
knowledge of the Planning and Design Processes required for Housing
Developments, Recreational and Tourism Estates, Health Care and Hospitality
Facilities, Transportation and Telecommunications Facilities, Production and
Extractive Facilities, Utility-related Developments, Secure Facilities, Business and
Industrial Parks, Economic Zones and Community Architecture and the like.
203.22 BUILDING COMPONENTS
The Consulting Architect in this area of practice must have much more than the
basic knowledge of Building Materials and Finishes, Construction Methodologies,
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Building Envelopes including cladding and roofing systems,
Fenestrations and Architectural Hardware, Fixtures and Fittings.
Architectural
203.23 MANAGEMENT OF ARCHITECTURAL PRACTICES
The Architect in this area of practice must have much more than the basic
knowledge of the Types of Architectural Office Operations, Architectural Office
Management, Accounting / Finance / Taxation / Audit, Labor Code, Architectural
Marketing and Project Development, Proposals/ Negotiations/ Contracts, Contract
Administration, File Management and Limitations of Business Process Outsourcing
(BPO) and Knowledge Process Outsourcing (KPO) Operations.
General Notes:
METHOD OF COMPENSATION FOR SPECIALIZED ARCHITECTURAL SERVICES
Compensation for the foregoing specialized architectural services, all of which may
be classified as additional or extra services, shall be through man-months i.e. 22
man-days multiplied by 8 man-hours, and multiplied by a factor to cover other direct
and indirect costs e.g. overhead, etc. or any other applicable mode of determination
of the Architect’s fee as stated in Doc. 201, Doc. 202 and the Architect’s
Guidelines.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON FULLTIME SUPERVISION SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 204-A
(replacing the 1979 UAP Doc. 204-A)
1. INTRODUCTION
1.1
For the past 50 years, four principal members were involved in the design
and building construction process:
1.1.1 The Owner who orders for the implementation of a project;
1.1.2 The Architect and his Specialist Consultants (SCs) who render
plan/design services and limited inspection work;
1.1.3 The Contractor who performs the construction work;
1.1.4 The individual or group of individuals who assist in the supervision and
delivery of the work.
1.2
The Architect-in-charge of construction (Aicc) is directly and professionally
responsible and liable for the construction supervision of the project.
1.3
When projects were still manageable in size, the Architect was then assisted
by a construction inspector, traditionally called Clerk-of-Works. As projects
become more complex, it becomes necessary for a construction supervision
group to do the full-time inspection at the project site.
1.4
The Construction Supervision Group (CSG) is normally recommended by the
Architect based on their performance, and hired by the Owner. They are
answerable to both the Owner and Architect.
2. SCOPE OF SERVICES
2.1
Quality Control
2.2
Evaluation of Construction Work
2.3
Preparation of Daily Inspection Reports
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2.4
Filing of documents
The detailed tasks shall be as specified under the Architect’s Guidelines.
3. MANNER OF PROVIDING SERVICES
There are two ways by which the Architect may enter into contract with the Owner:
3.1
Working in a dual capacity as Architect-of-record and as Consulting Architect
for fulltime supervision services or as the Construction Supervision Group
(CSG). As the Architect-of-record (Aor) of the project, the Aor is in a better
position to interpret his drawings and documents and to assure conformity by
the Contractor. He can assign his staff to undertake the fulltime supervisory
work to perform the works as enumerated in the Architect’s Guidelines.
3.2
Working as Consulting Architect for fulltime supervision services only or as
the CSG.
4. METHOD OF COMPENSATION
The Architect’s compensation is based on the Architect’s / architectural firm’s
talents, skill, experience, and on the type and level of professional services provided.
Compensation for Fulltime Supervision Services may be based on one or more of
the following:
4.1
Percentage (%) of Project Construction Cost (PCC)
The Architect’s Fee for Fulltime Supervision as based on the PPC shall be
detailed in the Architect’s Guidelines.
4.2
Multiple of Direct Personnel Expenses
This cost-based method of compensation is applicable only to non-creative
work such as accounting, secretarial, research, data gathering, preparation of
reports and the like. This method of compensation is based on technical
hours spent and does not account for creative work since the value of
creative design cannot be measured by the length of time the designer has
spent on his work. The computation is made by adding all costs of technical
services (man hours x rate) and then multiplying it by a multiplier to cover
overhead and profit.
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The multiplier ranges from 1.5 to 2.5 depending on the office set-up,
overhead and experience of the Architect and the complexity of the Project.
Other items such as cost of transportation, living and housing allowances of
foreign consultants, out-of-town living and housing allowances of the local
consultants and the like, are all to be charged to the Client. At the start of the
commission, the Architect shall make known to the Client the rate of
professionals and personnel who will be assigned to the Project and the
multiplier that has to be applied before agreeing on this method of
compensation.
FORMULA
Assume:
A=
Architect’s rate / hour
C=
Consultant’s rate / hour
T=
Rate per hour of Technical Staff, Inspectors and others involved in the Project
AN, CN, TN = No. of hours spent by Architect, Consultants and Technical Staff
M=
Multiplier to account for overhead and reasonable profit. The value may range
from 1.5 to 2.5 depending on the set-up of the Architect’s office and the
complexity of the Project.
R=
Reimbursable expenses such as transportation, housing and living allowance of
Consultant, transportation, per diem, housing and living allowance of local
consultants and technical staff if assigned to places over 100km. from area of
operation of the Architect.
Cost of printing of extra set of drawings, reports, maps, contract documents, etc.
over the seven (7) copies submitted to the Client, overseas and long distance
calls, technical and laboratory tests, licenses, fees, taxes and similar cost items
needed by the Project.
Direct cost = AN + CN + TN
Fee = Direct Cost x M
Total Cost of Service charged to Client = Fee + R
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4.3
Professional Fee Plus Expenses
This method of compensation is frequently used where there is continuing
relationship involving a series of Projects. It establishes a fixed sum over and
above the reimbursement for the Architect’s technical time and overhead. An
agreement on the general scope of the work is necessary in order to set an
equitable fee.
4.4
Lump Sum or Fixed Fee
This method may be applied to government projects since they entail more
paper work and time-consuming efforts.
4.5
Per Diem, Honorarium Plus Reimbursable Expenses
In some cases a Client may request an Architect to do work which will require
his personal time such as:
7.18.1 attending project-related meetings, conferences or trips;
7.18.2 conducting ocular inspection of possible project sites; and
7.18.3 conferring with others regarding prospective investments or ventures
and the like.
For these particular activities, the Architect as agent of the Owner may be
paid on a per diem and honorarium basis plus out-of-pocket expenses such
as but not limited to travel, accommodations and subsistence.
4.6
Mixed Methods of Compensation
The SPP provides for more than one method of compensation on a project.
Each project should be examined to determine the most appropriate method
of compensation.
5. LIMITATION OF AUTHORITY
5.1
The Construction Supervision Group (CSG), which may be a qualified
architectural firm, or which the Architect is only part of, shall not assume the
responsibility of the Contractor’s project superintendent.
5.2
The CSG shall not make decisions on matters that are the sole responsibility
of the Architect-of-record (Aor).
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6. LEGAL RESPONSIBILITY
6.1
The Construction Supervision Group (CSG) is responsible to the Owner only
for administrative matters. For technical matters, the CSG is responsible to
the Architect-of-record (Aor).
6.2
Under Article 1723 of the present Civil Code, the CSG may appear not to
have any legal responsibility since the Architect-of-record (Aor) and
Engineers-of-record (Eors) are responsible for the design while the Contractor
is responsible for the construction. However, a Service Contract / Agreement
between the CSG and the Owner may stipulate certain professional
responsibilities and civil liabilities of the CSG, particularly if the CSG is party
to the review of the Contract Documents and their subsequent evaluation and
interpretation during the course of construction.
6.3
If the Aor (and Eors) and the Contractor are sued by an Owner for civil
liabilities due to the performance or non-performance of certain acts traceable
to the CSG, the Aor and Eors may file cross claims against the CSG.
7. QUALIFICATIONS
Inspectors of the Construction Supervision Group (CSG) must have:
7.1
A Bachelor of Science in Architecture (B.S. Arch.) degree
7.2
Extensive experience in design and building construction and must be very
knowledgeable in building materials and construction detailing.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON CONSTRUCTION MANAGEMENT SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 204-B
(replacing the 1979 UAP Doc. 204-B)
1. INTRODUCTION
1.1
Due to the increasing complexity of construction projects, there is an upward
demand for more effective cost control and faster project implementation
consistent with high quality of work. Construction Management Services were
thus instituted to fill this need in the construction industry.
1.2
The Construction Manager (CM) could either be:
1.2.1 a member of the staff of the Owner,
1.2.2 an independent individual, or
1.2.3 a firm hired by the Owner to manage the construction of a particular
project.
1.3
The Architect can serve as the Construction Manager (CM). His training in the
coordination of various specialties allows him to supervise and assure proper
monitoring of all construction activities with regards to quality, workmanship
and cost.
2. FUNCTIONS AND DESCRIPTION OF TASKS
2.1
The responsibilities of the Construction Manager (CM) include the functions of
the Construction Supervision Group (CSG). (reference Doc. 204-A and
Architect’s Guidelines)
2.1.1
2.1.2
2.1.3
2.1.4
2.2
Coordination and Supervision
Cost and Time Control
Quality Control of Work and
Keeping of Records
The Construction Manager (CM) may hire the CSG to be under his employ or
may supervise the CSG hired directly by the Owner.
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3. LIMITATION OF AUTHORITY
The Architect as the Construction Manager shall not:
3.1
Involve himself directly with the work of the Contractor such that it may be
construed that he is assuming the Contractor’s liability as provided for in
Article 1723, etc. of the Civil Code.
3.2
Impose methods, systems or designs that will substantially affect the
construction schedule and impair the design concept of the Architect.
4. LEGAL RESPONSIBILITY
4.1
The Architect as the Construction Manager (CM) is directly responsible to the
Owner on all aspects of the construction work: programming, coordination,
quality and cost control and time management.
4.2
The CM assumes no liability in case equipment fail to function or if a portion
of the building collapses:
4.2.1 due to deficiencies in the plan / design, provided the CM did not
participate in the plan / design review and approval, or
4.2.2 due to the deficiencies in the manner of construction, provided the CM
faithfully discharged his function/s during the construction / project
implementation.
5. QUALIFICATIONS
The Construction Manager may be an individual or a firm.
5.1
The individual or the principal of the firm must be a State-regulated
professional, preferably an Architect with managerial capabilities and
extensive experience in the field of construction. The Architect must be a
Registered and Licensed Architects (RLA), with an updated professional
identification card and must be a member in good standing of the Integrated
and Accredited Professional Organization of Architects (IAPOA).
5.2
Architects who are Contractors or who have already been in responsible
charge of construction works are usually capable of becoming Construction
Managers (CMs).
6. METHOD OF COMPENSATION
Since construction management is not part of the regular services of the Architect,
the services rendered by the Architect as a Construction Manager (CM) shall be
separately compensated.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON POST-CONSTRUCTION SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 205
(replacing the 1979 UAP Doc. 205)
7. INTRODUCTION
7.3
Building administration and management goes beyond maintenance and
upkeep functions. It requires the services of a multi-disciplinary professional
who can perform a wide range or functions for the efficient and economical
operation and maintenance of a building, facility or a complex.
7.4
In Post-Construction Services, the channels of communication are kept open
among the building owners, operators, architects, engineers, builders,
manufacturers, building research groups, utility providers, furniture and
equipment vendors and building administrators/ property managers to provide
access to information regarding the performance and upkeep of buildings.
7.5
The Architect may be engaged as the Building Administrator and/or Property
Manager of a commercial, industrial, residential or institutional building, facility
or complex to maximize the lifespan of the building/s in order to produce the
maximum economic return.
8. SCOPE OF SERVICES
8.1
Building and Facilities Administration
8.1.1 Building Maintenance. The Architect shall:
a. See to it that the building and all the parts thereof (structure,
plumbing, electrical, partitions, finishes, etc.) are all in good
condition.
b. Formulate and enforce rules for the proper use of the building and
facility, particularly in the common areas and the emergency/
egress/ exit areas.
c. Monitor security services, and
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d. Monitor maintenance and upkeep services (cleanliness of corridors,
lobbies, stairs and other common areas, exits, parking areas,
garbage collection)
2.1.2 Grounds and Landscaping Supervision. The Architect shall:
a. Supervise landscape contractors and gardeners for the proper
watering, pruning, trimming and maintenance of the landscape
(both hardscapes and softscapes);
b. Maintain orderly entrances, exits and parking areas; and
c. Maintain streets i.e. road rights-of–way (RROWs), walkways, and
ramps.
2.1.3
Building Equipment Maintenance. The Architect shall:
a. Assist the proper third parties in seeing to it that all equipment (airconditioning, sprinkler system, generators, transformers, tele
communications equipment, etc.) are properly maintained and in
good working condition
2.1.4 Business Development and Management. The Architect shall:
a. Innovate schemes to attain maximum building occupancy
b. Bill the tenants for rentals and utilities (electricity, water, telephone,
cable, gas and other/ related dues)
2.2
Post-Construction Evaluation
2.2.2 Upon the request of the Owner, the Architect shall:
a. evaluate the initial design program vs. the actual use of the facility;
b. determine the effectiveness of the various building systems and the
materials systems in use;
c. assist the proper third parties in evaluating the functional
effectiveness of the design and construction process undertaken,
and
d. study, research, and give solutions to any discovered/ emerging/
evolving defects and failures such as shrinkage, water seepage
and other problems in the building. This is referred to as “forensic
investigation” of the building’s systems (Reference Doc 203).
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3. MANNER OF PROVIDING SERVICES
The Architect may enter into contract with the Owner in two possible ways:
3.1.
Working in a dual capacity as Architect-of-record and as Consulting Architect
for post-construction services.
3.2.
Working as Consulting Architect for post-construction services only.
4. METHOD OF COMPENSATION
4.1.
Percentage of gross rentals, maintenance and security fees; and/or
4.2.
Monthly salary/ fee.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON COMPREHENSIVE ARCHITECTURAL SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 206
(replacing the 1979 UAP Doc. 206)
1. INTRODUCTION
8.2
The concept of Comprehensive Architectural Services crystallized through the
years in response to the demands of emerging complex building projects. The
transition of the architectural profession from providing “basic” and
“additional” services to that of a comprehensive nature is due to the
realization that continuity of services related to design and construction is
necessary for the execution of a completely viable project.
8.3
Comprehensive Architectural Services refers to the range of professional
services that covers Pre-design Services, Regular Design Services,
Specialized Architectural Services, Construction Services and PostConstruction Services.
8.4
In this extended dimension, the Architect is the prime professional. He
functions as creator, author, and coordinator of the building design which
becomes the basis for the construction of a project. In order for him to be able
to properly assist and serve his Client, the Architect has to be knowledgeable
in other fields in addition to building design.
8.5
The Architect is not expected to perform all the services. Rather, he is to act
as the agent of the Client in procuring and coordinating the necessary
services required by a project.
9. SCOPE OF COMPREHENSIVE ARCHITECTURAL SERVICES
9.1
Pre-Design Services (SPP Document 201)
9.1.1
Consultation
9.1.2
Pre-Feasibility Studies
9.1.3
Feasibility Studies
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9.2
9.3
9.1.4
Site Selection and Analysis
9.1.5
9.1.6
Site Utilization and Land-Use Studies
Architectural Research
9.1.7
Architectural Programming
9.1.8
Space Planning
9.1.9
Space Management Studies
9.1.10
Value Management
9.1.11
Design Brief Preparation
9.1.12
Promotional Services
Regular Design Services (SPP Document 202)
9.2.1
Project Definition Phase
9.2.2
Schematic Design Phase
9.2.3
Design Development Phase
9.2.4
Contract Documents Phase
9.2.5
Bidding or Negotiation Phase
9.2.6
Construction Phase
Specialized Architectural Services (SPP Document 203)
9.3.1
Architectural Interiors (AI)
9.3.2
Acoustic Design
9.3.3
Architectural Lighting Layout and Design
9.3.4
Site Development Planning (SDP)
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9.4
9.3.5
Site and Physical Planning Services (including Master
Development Planning, Subdivision Planning and Urban Design)
9.3.6
Comprehensive Development Planning (CDP)
9.3.7
9.3.8
Historic and Cultural Heritage Conservation and Planning
Security Evaluation and Planning
9.3.9
Building Systems Design
9.3.10
Facilities Maintenance Support
9.3.11
Building Testing and Commissioning
9.3.12
Building Environmental Certification
9.3.13
Forensic Architecture
9.3.14
Building Appraisal
9.3.15
Preliminary Services
9.3.16
Contract Documentation and Review
9.3.17
Post-Design Services (including Construction Management
Services)
9.3.18
Dispute Avoidance and Resolution
9.3.19
Architectural Research Methods
9.3.20
Special Building/ Facility Planning and Design
9.3.21
Building Components
9.3.22
Management of Architectural Practices
Construction Services
9.4.1
Fulltime Supervision Services (SPP Document 204-A)
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9.4.2
9.5
Construction Management Services (SPP Document 204-B)
Post-Construction Services (SPP Document 205)
9.5.1
Building and Facilities Administration
9.5.2
Post-Construction Evaluation
10. PROJECT MANAGEMENT (PM)
10.1
By his education and training, the Architect may perform any or all of the
services as stipulated under Section 2 above. However, when the Owner
hires an Architect or a firm to coordinate the whole range of Comprehensive
Architectural Services (CAS), this constitutes Project Management (PM).
10.2
Project Management (PM) involves management activities over and above
the normal architectural and engineering (A&E) services carried out during
the pre-design, design and construction phase. The over-all objective is to
have control over time, cost and quality relative to the construction of a
project.
10.3
The presence of a PM does not relieve the designers and contractors of their
respective normal duties and responsibilities in the design and construction of
the project. The PM complements the functions of the Architects, Engineers
and Contractors in meeting the broad and complex requirements of projects.
11. THE PROJECT MANAGER (PM)
11.1
The Project Manager (PM, whether individual or firm) operates as a
member of an Owner-Architect-Engineer-Contractor Team. In the Team
Approach, each member of the team will have precedence in his own field of
operations or expertise. In accordance with this principle:
4.1.1 The Architect and the Specialist Consultants (SCs) will have prime
responsibility for the plan/design of the project.
4.1.2 The Engineers will be responsible for their respective engineering
plans.
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4.1.3 The Contractor shall be responsible for his men and equipment and
the delivery of the project.
4.1.4 The Owner makes decisions on the project and assures that funds are
available to complete the project.
4.1.5 The Project Manager (PM)’s primary responsibility is the exercise of
overall cost control. He will plan, program and monitor the various
activities, and will act as an adviser on material costs and construction
methods.
4.2
Scope of Services
4.2.1 Pre-Construction Phase
As early as during the design development phase, perhaps even
concurrently with the Architect’s commission, the Project Manager
(PM) should conduct regular consultations with the Owner and with the
Architects and Engineers (for A&E services) on all aspects of planning
for the project.
4.2.2 Construction Phase
If the Project Manager (PM) also serves as the Construction Manager
(CM) to oversee time, cost and quality control during the construction
of the project, he shall provide the services detailed under SPP
Documents 204-A and/or 204-B.
12. MANNER OF PROVIDING SERVICES
12.1
Normally, the Architect enters into a contract with the Owner to perform
comprehensive architectural services. By the very nature of the services, he
assumes the dual role of the Project Manager (PM) and the Construction
Manager (CM), or effectively the overall coordinator whose functions are
outlined under this SPP.
12.2
To perform the variety of services indicated under the Comprehensive
Architectural Services, the Architect must make full use of his own capability
as well as of services offered by other professionals. He may expand his staff
by hiring the experts needed, or he may form a team consisting of
professionals such as but not limited to:
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12.2.1 Architects
12.2.2 Engineers
12.2.3 Market Analysts
12.2.4 Accountants
12.2.5 General Contractors
12.2.6 Real Estate Consultants
12.2.7 Sociologists
12.2.8 Planners
12.2.9 Bankers
12.2.10 Lawyers
12.3
If a Project Manager (PM) is hired by the Owner, it may be the responsibility
of the PM to either hire the Construction Manager (CM) to be paid either by
him or directly by the Owner on salary, or on the basis of percentage of
construction cost or to serve as the CM himself. In like manner, the Fulltime
Supervisor can either be a staff member of the PM or hired directly by the
Owner.
13. METHOD OF COMPENSATION
13.1
The Project Manager is compensated on a percentage basis, as shall be
described in the Architect’s Guidelines.
13.2
If the Architect as Project Manager (PM) performs regular design services for
the same project, he shall be compensated separately for these services as
stipulated in SPP Document 202.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON DESIGN-BUILD SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 207
(replacing the 1979 UAP Doc. 207)
1. INTRODUCTION
1.1
In any building project, there is need to balance the elements of time, quality
and cost, which, in many cases, can best be achieved by the Architect
performing Design-Build Services.
1.2
The building industry and the architectural profession have devised several
methods of project delivery with the ultimate goal of handling projects in the
shortest possible time, at the lowest possible cost and at an acceptable
quality and performance.
1.3
An Architect with his education, training and expertise qualifies him to take a
direct role in the project, from conceptualization to implementation.
1.4
Design-Build Services simplifies and expedites the process of project delivery
while providing creative cost-effective solutions.
1.5
The Architect renders professional services in the implementation of his
design. In Design-Build Services, he assumes the professional responsibility
and civil liability for both the design and the construction of the project.
2. SCOPE OF DESIGN-BUILD SERVICES
2.1
Design-Build Services by Administration
The scope of Design-Build Services by Administration includes the Architect’s
Regular Design Services (reference SPP Document 202) namely:
2.1.1 Project Definition Phase
2.1.2 Schematic Design Phase
2.1.3 Design Development Phase
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2.1.4 Contract Document Phase
2.1.5 Construction Phase
When the various phases of design services are completed, the
Construction Phase goes beyond periodic inspection and assessment
to include the following:
a. Preparation of schedule of work, program and estimates of
materials, labor, transportation, equipment and services as
reference for the construction.
b. Organization and hiring of construction personnel, designation of
duties and remunerations
c. Negotiation and entering into contract with piecework contractors
and evaluation of work accomplishments
d. Procurement of materials, plants and equipment, licenses and
permits
e. Authorizing and undertaking payments of accounts
f. Keeping records and books of accounts
g. Negotiation with Government and private agencies having
jurisdiction over the project, and
h. Management of all other business transactions related to the
project construction / implementation.
2.2
Design-Build Services with Guaranteed Maximum Project Construction
Cost
2.2.1 This method is essentially the same as Design-Build Services by
Administration except that the Owner/ Client is provided a guaranteed
maximum project construction cost for the construction of the project.
2.2.2 The Owner/ Client is given an estimate of the project, and upon
completion, if there is realized savings from the estimated project
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construction cost; it is divided equally between the Owner/ Client and
the Architect.
2.2.3 The project construction cost is guaranteed by the Architect not to
exceed Ten Percent (10%) of the estimated project construction cost.
Should the actual cost exceed the estimated project construction cost
plus Ten Percent (10%), the Architect shall be liable for the excess
amount but only up to the amount of his administration Fee.
2.2.4 Should there be additional expenditures beyond the guaranteed
maximum project construction cost which are due to legitimate
change/variation orders (CVOs), extra work orders (EWOs),
substantial escalation of prices of the costs of materials or labor as
evidenced by data certified by a nationally recognized agency such as
the National Economic Development Authority (NEDA), or to other
causes not attributable to the fault of the Architect, the additional costs
shall be borne by the Owner/ Client.
14. MANNER OF PROVIDING SERVICES
4.5
The Architect may be involved in construction, including that of his own
design, by adopting an arrangement different from the general way of bidding
out projects to constructors, or from the different modes of Design-Build
Services (DBS). Such an arrangement may take the form of any of the
following:
4.5.1 The Architect is part of or a member of the entity constructing his
design. He works in tandem with or has authorized an entity to
construct his design.
4.5.2 The Architect is himself a State-licensed contractor implementing his
design (or that of others).
4.6
In adopting any of the above arrangements, or any acceptable variation
thereof, the Architect must strictly adhere to the following: :
4.6.1 The Architect must retain his separate / distinct professional identity,
prerogatives and integrity as an Architect, and is therefore subject to
the standards and tenets of the SPP, particularly Document 200,
otherwise known as the Code of Ethical Conduct and SPP Document
202.
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4.6.2 Whatever mode the Architect adopts in being involved in construction,
he must strictly adhere to the tenets of the Architects Credo with the
pledge that he “shall disclose whenever required, any business
investment or venture that may tend to create a conflict of interest, and
ensure that such conflict neither compromises the legitimate interest of
the Client nor interfere with his duty to render impartial judgment.”
5. METHOD OF COMPENSATION
5.1
The manner of payment to the Architect follows the progress of construction.
All costs for labor and materials are paid directly by the Client. The Architect
does not advance any money for payment of expenditures connected with the
work. Generally, a revolving fund is given to the Architect beforehand and is
accounted for and subject to periodic auditing by the Client.
5.2
Cost of all permits, licenses and other incidentals to the work are paid by the
Owner/ Client.
5.3
The Architect may appoint, subject to the Owner/ Client’s approval, a
construction superintendent, purchasing agent, timekeeper and property clerk
aside from the usual labor personnel required. Salaries of such persons are
paid by the Owner/ Client and not deductible from the Architect’s Fee under
this SPP.
5.4
The method of compensation may be modified by using the relevant
alternatives detailed in SPP Doc. 202.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
on ARCHITECTURAL DESIGN COMPETITION (ADC)
(Part of the IRR of R.A. No. 9266)
SPP Document 208
(replacing the UAP Doc. 209)
1.
INTRODUCTION
The purpose of this SPP for Architectural Design Competition (ADC) is to state the
principles upon which competitions are based and by which Promoters/ Owners
should be guided in organizing ADCs. It has been drawn up in the interest of both
Project Proponents/ Owners and Competitors.
2.
DEFINITIONS
2.1
Owner - The person or organization who undertakes or promotes an ADC with
the primary objective of obtaining excellence in design for a project or for a
development concept. The Owner issues the invitation to Architects to submit
plans/designs in accordance with a program and finances the ADC.
2.2
Jury - The people appointed by the Owner to assess the entries to the
competition. The members of the Jury are called Jurors. It consists of a
majority of registered and licensed architects (RLAs, hereinafter referred to as
“Architect/s”) assisted by a lay Juror to represent and voice the intention of
the Owner. They are nominated by the Owner and approved by the integrated
and accredited professional organization of architects (IAPOA).
2.3
Professional Advisor – An Architect nominated by the Owner and approved by
IAPoA to organize the ADC on behalf of the Owner.
2.4
Technical Advisors – Specialist personnel who may be consulted by the
Jurors during the conduct of the ADC to permit them to obtain all necessary
relevant information.
2.5
Competition Secretariat – The body formed by the Owner and approved by
the Professional Advisor, to assist the Professional Advisor and the Jury in the
administrative conduct of the ADC
2.6
Classification of Architectural Design Competitions (ADCs)
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2.6.1 ADCs shall be classified as follows:
a. Project ADCs for actual Projects proposed for implementation.
b. Ideas Competition or competition of ideas set as a design and
planning exercise to elucidate a problem.
2.6.2 Project ADCs may be conducted in a single stage or two (2)-stage
manner. It may either be open or limited by invitation.
2.6.3 Project ADCs shall be further classified according to degree of
complexity based on project classification i.e. under SPP Document
202.
3.
2.7
Conditions – The full conditions include the program, instructions on
submission of entries, site plans, entry forms and official envelopes and
labels. These are drawn up by the Professional Advisor.
2.8
SPP on ADC – refers to the Philippine Standard of Professional Practice
(SPP) on Architectural Design Competitions (ADC).
2.9
IAPOA ADC Committee – appointed by the IAPOA National President to
oversee all architectural design competitions (ADCs) referred to the IAPOA.
IAPOA APPROVAL
3.1
Before any official announcement is made by the Owner, a written approval of
the draft Conditions, including the timetable, The ADC registration fee (when
required) and membership of the Jury shall have been received in writing by
the Owner from the IAPOA through the ADC Committee.
3.2
Notice of a National Architectural Design Competition (ADC) shall be issued
by the Owner and/or the IAPOA ADC Committee Secretariat with a request
for publication in technical journals or through other media at their disposal,
simultaneously if possible to enable those interested to apply for the
competition. Such an announcement shall state where and how the ADC
documents may be obtained and that the ADC conditions have received the
requisite IAPOA approval.
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4.
DRAWING UP THE ADC CONDITIONS
4.1
It is essential that the ANONYMITY of competitors should be maintained until
the final judgment of the competition. In the interest of the competition
system, rigorous measures should be taken to ensure that this principle is
adhered to.
4.2
The ADC conditions, including the program of requirements of a National ADC
shall be identical for all competitors.
4.3
The conditions for National ADC, whether single or two (2)-stage, upon or
limited shall state clearly:
4.3.1 the purpose of the ADC and the intentions of the Owner.
4.3.2 the nature of the problem to be solved.
4.3.3 all the requirements to be met by Competitors.
5.
4.4
A clear distinction shall be made between the mandatory requirements of the
Conditions and those which permit the competitor freedom of interpretation,
which should be as wide as possible. All competition entries shall be
submitted in a manner to be prescribed in the Conditions.
4.5
The information supplied to competitors (social, economic, technical,
geographical and topographical, etc.) must be specific and not open to
misinterpretation. Supplementary information and instructions approved by
the Jury may be issued by the Owner to all Competitors selected to proceed
to the second (2nd) stage of a two (2)-stage competition.
4.6
The Conditions shall state the number, nature, scale and dimensions of the
documents, plans or models required and the terms of acceptance of such
documents or models. Where an estimate of cost is required this must be
presented in standard form as set out in the Condition.
PROFESSIONAL ADVISOR
5.1
A Professional Advisor should be appointed and paid by the Owner and
approved by the IAPOA National Board of Directors (NBD) thru its ADC
Committee. His role is the supervision of the conduct of the ADC and the
preparation of the Conditions. His function includes insuring that the ADC
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timetable is adhered to, supervising the receipt of Competitor’s questions, the
dispatch of reply to all Competitors and the receipt of competition entries, and
safeguarding the anonymity of Competitors at all times. He will assist the Jury
and will be present during its deliberations but he will have no vote. His
responsibilities will be limited to the organization and the conduct of the
competition.
6.
THE JURY
6.1
The Jury shall be set up before the official announcement of the competition.
Their names and those of the reserve members of the Jury shall be stated in
the Conditions.
6.2
The Jurors are appointed by the Owner and approved by the IAPOA, which
shall assist the Owner in the selection of the Jury members.
6.3
The Jury shall be composed of the smallest reasonable number of persons
and in any event should be an odd number and should not exceed seven (7).
The majority of them shall be Architects i.e. 4 out of 7.
6.4
To ensure correct conduct of the competition, at least one of the ArchitectJurors shall represent the IAPOA.
6.5
There should not be more than one (1) representative of the Owner included
in the Jury.
6.6
It is essential that all Jurors be present at all meetings of the Jury.
6.7
Each Juror shall see the Conditions before they are made available to
Competitors.
6.8
The decisions of the Jury shall be taken by a majority vote, with a separate
vote on each competition plan/design submitted. The list of ADC awards
including the Jury’s report to the Owner shall be signed by all Jurors before
the Jury is dissolved and one copy of this document shall be sent to the
IAPOA.
6.9
In a two (2)-stage competition, the same Jury should judge both stages of the
competition. In no case may a competition that has received IAPOA approval
as a single-stage competition proceed to a second (2nd) stage except with
IAPOA approval of the Conditions and the arrangements for payment of
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honoraria to the Competitors involved, over and above the prize money
provided for in the original ADC. In the event of a secondary competition
taking place, the Jury appointed for the original competition must be
reappointed by the Owner.
6.10 Any drawings, photographs, models or other documents not required under
the regulations shall be excluded by the Jury before it examines a
Competitor's entry.
6.11 The Jury shall disqualify any design which does not conform to the mandatory
requirements, instructions or Conditions for the ADC.
6.12 The Jury must make awards. The awards shall be final and made public by a
date agreed on with the IAPOA and stated in the competitions. The Jury,
when distributing the awards, shall make full use of the amount set aside for
prizes in the ADC Conditions.
6.13 The fees and travel and subsistence expenses of the Jury members shall be
paid by the Owner.
7.
8.
PERSONS NOT ELIGIBLE FOR ENTRY TO THE ADC
7.1
No member of the Jury will be allowed to take part in the competition, either
directly or indirectly, nor be commissioned with work connected with the prizewinning design either directly or indirectly.
7.2
No member of the promoting body nor any associate or employee, nor any
person concerned with the preparation or organization of the ADC will be
eligible to compete or assist a Competitor.
PRIZES, HONORARIA AND MENTIONS
8.1
The Conditions must state the amount and number of prizes. The prizes
awarded must be related to the size and complexity of the project, the amount
of work involved and the expense incurred by Competitors.
8.2
It is important for the Owner to allot adequate prize money to compensate all
the Competitors for their work. For Ideas Competition only, it may be the sole
remuneration received by the first (1st) prize winner.
8.3
The Owner undertakes to accept the decisions of the Jury and to pay the
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prizes allotted within one (1) month of the official announcement of the ADC
results.
8.4
Each participant in a limited ADC by invitation shall receive an honorarium in
addition to the prizes awarded.
8.5
In two (2)-stage competitions, a reasonable honorarium shall be paid to each
of the Competitors selected to take part in the second (2nd) stage. This sum,
which is intended to reimburse them for the additional work carried out in the
second (2nd) stage, shall be stated in the Conditions and shall be in addition
to the prizes awarded.
8.6
The Conditions shall state the use to which the Owner will put the winning
plan/design scheme/s. ADC-generated plans/designs may not be used or
altered in any way except by agreement with the author. The Owner or his
agents are not free to pick out portions of the entries to compose another
plan/ design due to applicable ownership and copyright provisions under
Secs. 20 (4) and 33 of R.A. No. 9266 (The Architecture Act of 2004) and of
R.A. No. 8293 (Intellectual property Code of the Philippines) and their
respective IRRs.
8.7
In Project ADCs, the award of first prize to a plan/design places the Owner
under an obligation to entrust the Author of the plan/design with the
commission for the Project. If the winning Competitor is unable to satisfy the
Jury of his ability to carry out the plan/ design work, the Jury may require the
winner to collaborate with another Architect of the winning Competitor’s
choice, duly approved by the Jury and Owner.
8.8
In Project ADCs, provisions shall be made in the ADC Conditions for the first
prize winner to receive compensation of a further sum equal to the amount of
the first prize, if no contract has been signed within twelve (12) months of the
announcement of the Jury’s award. In so compensating the first prize winner,
the Owner does not acquire the right to carry out the project except with the
collaboration of its Author.
8.9
In an Ideas Competition, if the Owner decides to make use of all or part of the
winning scheme, he should do so with the collaboration of the Author. The
terms of collaboration must be acceptable to the latter.
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9.
COPYRIGHT AND RIGHT OF OWNERSHIP
9.1
The Author of any plan/design shall retain the copyright of his work; no
alterations may be made without his written consent.
9.2
The design awarded first prize can only be used by the Owner upon his
commissioning the Author to carry out the plan/design preparation for the
project. No other plan/design may be used wholly or in part by the Owner
except by agreement with the Author concerned.
9.3
As a general rule, the Owner’s right to use the ADC-generated plan/design
covers one (1) execution only. However, the Conditions may provide for
repetitive work and specify the terms thereof
9.4
In all cases, unless otherwise stated in the Conditions, the Author of any
design shall retain the sole right of reproduction by virtue of sole copyright
under Secs. 20 (4) and 33 of R.A. No. 9266 (The Architecture Act of 2004)
and its IRR.
10. REGISTRATION OF COMPETITORS
10.1 As soon as they have received details of the architectural design competition
(ADC), all Competitors shall register with the Owner. Registration implies
acceptance of the Conditions of the ADC.
10.2 The Owner shall issue to all Competitors all the necessary documentation for
preparing their plans/designs. Where the furnishing of such documentation is
conditional on payment of a deposit, unless otherwise stated, such a deposit
shall be returned to Competitors who submit a bona fide plan/ design.
10.3 The names of those Competitors selected to proceed to the second (2nd)
stage of a two (2)-stage competition shall be made public only under
exceptional conditions to be agreed on by the Jury before the launching of the
ADC.
11. INSURANCE
11.1 The Owner shall insure the Competitors’ plans/ designs from the time when
he assumes responsibility for them and for the duration of his responsibility.
The amount of such insurance shall be stated in the Conditions.
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12. EXHIBITIONS AND ENTRIES
12.1 All designs, including those disqualified by the Jury, shall be exhibited, as a
general rule, for at least two (2) weeks, together with a copy of the signed
report of the Jury. The exhibition shall be open to the public free of charge.
12.2 The Owner shall notify in a timely manner, all registered Competitors of the
date and place of the public exhibition and the results of the ADC, and send
them a copy of the Jury's report. He shall similarly inform the IAPOA.
Photographs of the prize- winning designs shall be sent to the IAPOA with a
view to possible publication.
13. RETURN OF PROJECTS
13.1 All drawings and plans, other than those which have received prizes or have
been purchased and are retained by the Owner, shall be destroyed at the end
of the public exhibition, unless provisions are made to the contrary in the
Conditions for the ADC. Where models are required, these will be returned to
the Author/s at the expense of the Owner within a month of the close of the
public exhibition.
14. ALTERNATIVE DISPUTE RESOLUTION (ADR) OR LITIGATION
14.1 Since no regulations, however well drawn up, can preclude the possibility of
dispute, provisions for conciliation, mediation and arbitration i.e. ADR modes
under R.A. No. 9285, must be included in the ADC Conditions and must
precede any form of litigation.
14.2 The Jury members are the sole arbiters at all stages, up to the final prizegiving.
14.3 In the event of a dispute, not related to the adjudication process or awarding
of the prizes, the matter shall be settled by an arbitration process approved by
the IAPOA, and without initial recourse to any form of litigation.
14.4 The expenses resulting from any conciliation, mediation or arbitration,
procedure shall be shared by the two (2) interested parties to the ADR
proceeding.
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STANDARD OF PROFESSIONAL PRACTICE (SPP)
ON PROFESSIONAL ARCHITECTURAL CONSULTING
SERVICES (PACS)
(Part of the IRR of R.A. No. 9266)
SPP Document 209
(replacing the 1981 UAP Doc. 210)
15. FOREWORD
15.1 On March 20, 1980, then President Ferdinand E. Marcos, recognizing the
role of the members of accredited professional organizations (APOs) in
nation building and in the pursuit of national goals, issued Letter of Instruction
(LoI) No. 1000 which directs all government agencies and any of its
instrumentalities to give priority to members of the APOs in the hiring of its
employees and in the engagement of professional services. This amply
demonstrated the President’s confidence in the capabilities of Filipino
professionals i.e. registered and licensed professionals (RLPs)
15.2 Consequent to this, the Philippine Federation of Professional Associations
(PFPA), the umbrella organization of all professional associations accredited
by the Professional Regulation Commission (PRC, hereinafter the
“Commission”), and the Philippine Technological Council (PTC), whose
membership consisted of fourteen (14) accredited technological APOs at that
time, initiated the preparation of a document entitled “Standard Guidelines on
Consultancy/Consulting Services”.
15.3 The said document contained a comprehensive coverage of provisions in
consonance with national policies and compatible with norms of accepted
professional practices, was seen as a much needed vehicle by which the
Filipino professionals can accelerate their contribution to national
development.
15.4 Three decades hence, it has become urgent to re-visit this document in light
of the influx of foreign consultants (FCs) and the proliferation of entities
projecting themselves as “consultants” even without the adequate skills,
training, and experience required for rendering competent services. This
necessity does not spring only from narrow professional needs, but more
significantly it underscores the need for utilizing qualified Filipino
professionals in the comprehensive development of our country.
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15.5 Considering the foregoing, this amended version of the 1981 Standard
Guidelines on Consulting Services, based on the document jointly drafted by
PTC and Council for the Built and Natural Environments (CBNE) in
accordance with their Joint Resolution No. 2009-01 dated December 11,
2009, embodies relevant provisions of professional regulatory laws (PRLs)
governing the various APOs, national policies, principles and
rules/regulations/guidelines/manuals of procedure (MoP) governing Stateregulated professional practices, as well as the basic terms and conditions
for the engagement of Professional Consultants, such as Consulting
Architects defined under R.A. No. 9266 (The Architecture Act of 2004) and its
2004 implementing rules and regulations (IRR).
15.6 All national and local government agencies and instrumentalities,
government-owned or controlled corporations (GOCCs) and institutions, as
well as those in the private sector and other civil society organizations,
including the international community, are all encouraged to adopt these
“Philippine Standard of Professional Practice (SPP) for Professional
Architectural Consulting Services (PACS)” in the selection, commissioning
and engagement of Professional Consulting Architects (PCAs) and in the
conceptualization, development, implementation, monitoring and evaluation
of projects that lend and/or lead to the overall national, regional and local
development.
16. RATIONALE
16.1 The Government of the Republic of the Philippines, through its various
departments, agencies, instrumentalities, institutions and entities, as well as
the private sector and civil society organizations and representatives of the
international community (with projects on Philippine soil), regularly select,
commission or engage the services of professional consultants to achieve
maximum efficiency, economy and expediency in the preparation of
program/project concepts, pre-feasibility and feasibility studies, project
evaluations, design and plan preparation, management and other related
activities.
16.2 Moreover, one important strategy for strengthening national capability in the
various fields of consulting services is the full utilization of local expertise,
which in turn generates conditions for increased nationally-evolved scientific
and technological knowledge
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16.3 In recognition of the urgent need to set the general guidelines on professional
consultancy/ consulting services in the country, to enhance the participation
of Filipino professionals in national development and to protect their rights in
accordance with existing laws, policies, rules and regulations, the CBNE and
the PTC spearheaded the formulation of standard guidelines for the practice
of professional consulting services for State-regulated professions
represented by the said organizations.
16.4 The full utilization of the services of Filipino Professional Consultants (FPCs)
can minimize the importation of foreign expertise which entails considerable
expenditure of hard-earned foreign exchange. Such importation also erodes
the essence of maintaining an educational system geared towards the
expansion of the country’s professional capability. For this reason, the
displacement of FPCs by foreign consultants is irrational.
16.5 The inflow of foreign consultants, specifically foreign architects is often
justified on the ground of technology transfer. In this sense, technology
transfer is based on the assumption that the particular kind of technology
involved is not yet available in this country or is inadequate in relation to the
need for it. The problem presented by the dominant presence of foreign
architects in the Philippines, however, is precisely defined by the fact that the
technology they bring in is already available in such adequate proportion that
foreign consultants compete in terms adverse to Filipino registered and
licensed professionals (RLPs) and in fact displace Filipino Professional
Consultants (FPCs) from participation in significant development projects.
16.6 The disproportionate inflow versus outflow of expertise is becoming more
and more serious. This means a tremendous loss to the country in terms of
educational costs. More significantly, the country is deprived of returning
Filipino RLPs’ contributions to the country’s comprehensive development.
16.7 The professional competence of Filipino Professional Consultants (FPCs),
specifically Professional Consulting Architects (PCAs) is well established and
adequate to meet the country’s requirements. In fact, in many cases, foreign
consultants depend largely on the expertise and information furnished by
FPCs, specially of PCAs
16.8 The primary purpose of this SPP is to complement existing professional
regulatory laws (PRLs) governing the practice of State-regulated professions,
specifically architecture, as governed by R.A. No. 9266 (The Architecture Act
of 2004) and its derivative regulations, and other pertinent laws such as R. A.
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No. 8293 known as the “Intellectual Property Code of the Philippines” and its
IRR, R. A. No. 9184 known as “Government Procurement Reform Act
(GPRA) of 2003” and its IRR (latest as of 2009), or as defined by the Code of
Ethical Standard (CES), other Standards of Professional Practice (SPPs) and
other related laws, policies, rules and regulations approved and implemented
by the Commission and/or other concerned government entities. Therefore,
nothing in this SPP on Professional Architectural Consulting Services (PACS)
must unduly affect the said laws, policies, rules and regulations, and the CES
and SPPs.
17. OBJECTIVES
17.1 By law, Professional Consulting Architects (PCAs) must first be registered
and licensed Architects (RLAs). As such, the standards and parameters, to
which PCAs who offer and/or make their services available, are adhered to in
order to develop and nurture the competencies, credibility and integrity of
PCAs in their respective fields/areas of specialization;
17.2 Scope, type and nature of professional architectural consulting services
(PACS) that only RLA-PCAs shall be allowed to extend or perform for the
Government, for the private sector and CSOs and for members of the
international community (with projects on Philippine soil), relative to or in
connection with any aspect of comprehensive development at all levels –
national, regional and/or local, are defined;
17.3 Full compliance with the applicable advisories and guidelines on the slection,
commissioning and engagement of foreign architects and/or foreign
consultants (FCs) for projects and services on Philippine soil, promulgated
and/or prescribed by the Commission and/or the Professional Regulatory
Board of Architecture (PRBoA), through the integrated and accredited
professional organization of Architects (IAPoA), as a measure to stimulate the
local market for Filipino professional consultants (i.e. RLA-PCAs) and to
protect and level the field of professional practice between and among RLAs
and FAs/FCs;
17.4 Application by Filipino Architects (i.e. RLA-PCAs) of their familiarity with local
physical, social (e.g. educational, health, historical and cultural), economic,
business, and institutional (e.g. political, governance, administrative and
legal) and environmental conditions in relation to the practice of their
profession towards the attainment of a sustainable and comprehensive
development; and
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17.5 A nurturing environment that will encourage Filipino professional consultants
(i.e. RLA-PCAs) to practice, further develop and/or extend their services in
the country rather than abroad, and propel them to the same level as, if not to
greater heights than, their counterparts in the global market;
18. DECLARATION OF POLICY
18.1 All accredited professional organizations (APOs) are committed to abide by,
advocate, and steadfastly uphold the ideals enunciated under Section 14,
Article XII of the 1987 Constitution of the Philippines which states that, “The
sustained development of a reservoir of national talents consisting of Filipino
scientists, entrepreneurs, professionals, managers, high-level technical
manpower and skilled workers and craftsmen in all fields shall be promoted
by the State. The State shall encourage appropriate technology and regulate
its transfer for the national benefit. The practice of all professions in the
Philippines shall be limited to Filipino citizens, save in cases prescribed
by law xxx”. (emphases and underscoring supplied)
18.2 It shall be mandatory upon all State-registered and licensed professionals
(RLPs) such as RLAs, to strictly adhere to their respective policies and
standards of professional practice (SPPs) within the framework and in support
of the constitutional provision stated therein, including and most especially
within the bounds of the scope of practice of each profession as defined by
their respective professional regulatory laws (PRLs) such as R.A. No. 9266
and its derivative regulations.
19. DEFINITION OF TERMS
19.1 Comprehensive Development
refers to the holistic and progressive growth and advancement of a
community, province, region and nation inclusive of their respective
economic, social, physical, environmental and institutional sectors.
19.2 Consortium or Association
refers to a coalition of purely Filipino professional consultants (i.e. RLA-PCAs)
or consulting firm/s (i.e. SEC- and/or PRC-registered architectural firms/
RAFs); or Filipino professional consultants (i.e. RLA-PCAs) or consulting
firm/s (i.e. RAFs) in collaboration with foreign professional consultant/s and/or
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foreign consulting firm/s authorized to render consulting/ consultancy
services, as herein defined; in the Philippine setting, the use of the terms
Consortium and Association may carry certain tax and legal implications;
19.3 Consulting Architect (FPCA), Filipino Professional
(see Filipino Professional Consulting Architect or FPCA)
19.4 Consultant, Foreign
(see Foreign Consultant or FC)
19.5 Consulting Architect (PCA), Professional
(see Professional Consulting Architect or PCA)
19.6 Consulting Agreement
means a binding covenant or understanding entered into by a professional
consulting architect (PCA) and/or consulting firm (i.e. RAF only) with an
Owner/ Client, whether in Government, private sector or CSO or the
international community (with projects on Philippine soil), that provides such
terms and conditions mutually agreed upon by the parties, under which
specific work, study or joint venture requiring special or technical skills and
expertise, shall be undertaken
19.7 Consulting Architectural Firm (CAF)
refers to an architectural corporation, association, group or partnership duly
registered with the Securities and Exchange Commission (SEC) or other
concerned government regulatory agency or instrumentality or to a single
proprietorship duly registered with the Department of Trade and Industry
(DTI), and likewise registered with the Commission/ Board to perform Stateregulated architectural services such as professional architectural consulting
services (PACS) as herein defined.
19.8 Cost, Total Project (see Project Cost)
19.9 Cost, Salary (see Salary Cost)
19.10 Direct Costs or Reimbursable Expenses
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refer to expenses in connection or related to the project that may include but
not limited to the following:
19.10.1 living and travelling expenses of employees, partners, and principals
when away from the home office on business
19.10.2 identifiable communication expenses, such as long-distance
telephone, telegraph, internet, short messaging system (SMS), cable,
express charge, postage, etc.;
19.10.3 services directly applicable to the contracted architectural consulting
work, such as special legal and accounting expenses, computer
rental and programming costs, special consultants, borings,
laboratory charges, commercial printing and bindings and similar
costs that are not applicable to general overhead;
19.10.4 identifiable expenses for supplies and materials charged to the project
at hand, as distinguished from such supplies and expenses applicable
to two or more projects;
19.10.5 Identifiable reproduction costs applicable to the work, such as blueprinting, mimeographing, printing, etc.;
These also include expenses, which seldom can be determined in advance
with any invoice costs, plus a service charge as may be mutually agreed upon
by the professional consulting architect (PCA) and his Client, and in
accordance with the Architect’s Guidelines.
19.11 Filipino Professional Consulting Architect (FPCA)
refers to a Filipino citizen, a natural person who possesses the qualifications
of a Filipino Professional Consultant (FPC) as hereafter defined; the FPCA
must be a Philippine-registered and licensed architect (RLA) and must be a
member in good standing of the IAPoA; the FPCA must also be a RLA
specializing in any or several branch/es of the State-regulated profession of
architecture as defined under R.A. No. 9266 and its derivative regulations; if
the FPCA signs and seals architectural documents, he then becomes an
Architect-of-record (Aor) for a project and thereby assumes the attendant
professional responsibilities and civil liabilities consistent with the provisions
under valid and subsisting laws.
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19.12 Foreign Consultant (FC) or Foreign Architect (FA)
refers to an individual, not a citizen of the Philippines, who:
19.12.1 satisfies the definition of a Professional Consulting Architect (PCA) as
hereafter provided;
19.12.2 has acquired a permit to work and/ or do business in the Philippines
in accordance with the rules and regulations of the Commission
Guidelines for the Registration of Foreign Professionals (Res. No. 98547); has acquired a temporary/special permit (TSP) to engage in the
practice of any branch of architecture for any project on Philippine soil
in full accordance with the pertinent Board Resolutions implementing
Secs. 37 and 38 of R.A. No. 9266;
19.12.3 is allowed by the Department of Labor and Employment (DoLE),
Bureau of Immigration and Deportation (BID) and other concerned
regulatory agencies and/or instrumentalities of government to practice
the State-regulated profession of architecture in the Philippines, under
pertinent laws, rules and regulations; and
19.12.4 is a registered and/or licensed professional architect in his own
country of origin (and/or country of residence/practice, as applicable).
19.13 Multiplier
refers to a factor which compensates the Professional Consulting Architect
(PCA) for the following items:
19.13.1 overhead costs of the office;
19.13.2 fringe benefits and social charges;
19.13.3 fee for contingencies;
19.13.4 interest on capital reserves; and
19.13.5 profit
The “multiplier” varies according to the types of architectural consulting work,
the organization and experience of the Professional Consulting Architect
(PCA) and the geographic area in which his office is located.
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19.14 Overhead refers to the following:
19.14.1 provisions for office, light, air-conditioning, and similar items for
working space;
19.14.2 depreciation allowances or rental of furniture, equipment and
instruments;
19.14.3 vehicle and travel-related expenses;
19.14.4 office supplies;
19.14.5 taxes and insurances other than those included as salary cost;
19.14.6 library and periodical expenses and other means of keeping abreast
with new developments and/or technologies;
19.14.7 executive, administrative, accounting, legal, stenographic, and clerical
salaries and expenses, other than those that are identifiable as
salaries including reimbursable non-salary expenses, plus salaries or
imputed salaries of partners and principals to the extent that they
perform general executive and administrative services as
distinguished from technical or advisory services directly applicable to
particular projects; these services and expenses, essential to the
conduct of the business, includes preliminary arrangements for new
projects or assignments, and interest on borrowed capital;
19.14.8 business development expenses, including salaries of principals and
salary costs of employees so engaged; and
19.14.9 provision for loss of productive time of technical employees between
assignments, and for time of principals and employees on public
interest assignments
19.15 Professional Consulting Architect (PCA)
refers to any person, whether natural or juridical, duly licensed, registered
and/or duly accredited by the Commission. This also refers to a person,
whether natural or juridical, duly certified/recognized by the concerned APO
under the PTC or CBNE as one who possesses the appropriate knowledge
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and, skills, training, and relevant experience i.e. specialization/s required to
perform and/or render the service/s required; the PCA must be a Philippineregistered and licensed Architect (RLA), with a valid registration certification
and Commission identification (ID) card and must be a member in good
standing of the IAPoA.
19.16 Professional Organization, Accredited (APO)
generally refers to any organization under the umbrellas of the CBNE and
PTC; in the case of professional architectural consulting services (PACS), the
term shall specifically refer to the IAPOA;
19.17 Professional Architectural Consulting Services (PACS)
means the rendering by a professional consulting architect (PCA) or by a
consulting firm (i.e. a RAF), of independent advice, extension of technical
assistance and services, as well as undertaking of activities, requiring
appropriate knowledge, skills, training and experience, recognized
competence, integrity, and/or financial and logistical capability.
19.18 Project Cost
means the total cost of the project which includes but is not limited to
construction cost, fees for professional services, the cost of land, right-of-way
(ROW), legal, administrative and other related expenses of the client.
19.19 Reimbursable Expenses (see Direct Costs)
19.20 Salary Cost
means the cost of salaries (including sick leave, vacation, holiday and
incentive pay applicable thereto) of professional consultants for the time
directly chargeable to the projects; plus excise, and payroll taxes as well as
all other imposable taxes/duties; and contributions for social security and
insurance benefits.
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20. SCOPE OF PROFESSIONAL ARCHITECTURAL CONSULTING SERVICES
(PACS)
The scope of professional architectural consulting services (PACS) shall be defined
and determined in accordance with the charter, by-laws, policies, rules and
regulations of the Commission and the Board through the IAPOA to which a
professional consulting architect (PCA) belongs as a member in good standing. It
includes, but shall not be limited to the following:
20.1 program / project conceptualization and development;.
20.2 rendering of technical advice, consultation and/or counselling ;
20.3 preparation of schematic/concept-level through preliminary plans, drawings,
designs and technical specifications;
20.4 teaching, lecturing, coaching, mentoring;
20.5 research and development (R&D);
20.6 documentation;
20.7 conduct of pre-investment/pre-feasibility and feasibility studies;
20.8 marketing and promotional studies;
20.9 land use and multi-sectoral development planning, development and
management;
20.10 site selection, analyses, evaluation, ranking and development;
20.11 construction;
20.12 Project/ Construction Management and/or Administration;
20.13 post-construction evaluation
20.14 monitoring and evaluation;
20.15 training, capability building and Continuing Professional Education (CPE);
and
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20.16 Capital Investment Programming
21. QUALIFICATIONS OF PROFESSIONAL CONSULTING ARCHITECTS (PCAs)
A Professional Consulting Architect (PCA) must possess all of the following
qualifications:
21.1 if a natural person, must be a citizen of the Philippines who is a duly
registered and licensed Architect (RLA), a holder of a valid identification (ID)
card-license issued by the Commission and a member in good standing of the
IAPOA;
21.2 if a juridical person, a consulting firm that must be a partnership or
corporation duly registered with the Securities and Exchange Commission
(SEC) or a sole proprietorship that is a duly registered with the Department of
Trade and Industry (DTI), respectively and/or any other concerned regulatory
agency/ies of government; in addition, the consulting firm must possess a
valid Commission certificate to operate as a registered architectural firm
(RAF) in full accordanance with R.A. No. 9266 and its derivative regulations;
21.3 Must have the minimum years of active and relevant professional training and
experience in the chosen field/s of specialization as may be determined by
the IAPOA and the PRBoA/ Commission;
21.4 Endorsed and certified by the IAPOA as a member in good standing; and
21.5 Has never been convicted of any criminal or administrative offense related to
deliberate wrongdoing.
22. SELECTION OF PROFESSIONAL CONSULTING ARCHITECTS (PCAs)
Clients shall consider the following criteria or general guidelines in the selection of
Professional Consulting Architects (PCAs):
22.1 The major consideration in hiring the services of a Professional Consulting
Architect (PCA) is his/her qualifications as herein provided such as
competence, capabilities and integrity;
22.2 Only duly-qualified Filipino professional consulting Architects (FPCAs) shall
render architectural consulting services in areas or fields of architectural
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specialization performed by members of the CBNE, except where no qualified
FPCA is available. Under the said circumstances, where a non-FPCA i.e. a
FA or FC is engaged, a minimum of two (2) Filipino RLAs in the same area or
field of architectural specialization shall be employed as understudies; and
22.3 For Government projects, the selection of PCAs shall be in accordance with
the relevant provisions of R. A. No. 9184, otherwise known as the
Government Procurement Reform Act (GPRA) of 2003.
23. MANNER OF PROVIDING PROFESSIONAL ARCHITECTURAL CONSULTING
SERVICES (PACS)
A Professional Consulting Architect (PCA) may provide services directly or
indirectly to the Client in the manner prescribed, suggested or promulgated by the
Commission/Board through the IAPOA.
24. COMPENSATION OF PACS
24.1
The computation of the compensation of fees for professional architectural
consulting services (PACS) shall depend on the type of services to be
rendered and the conditions under which they are to be performed;
24.2
Compensation for PACS that require only one kind of
expertise/specialization or related types of expertise shall be treated
differently from those services that require the use of more than one type of
expertise;
24.3
Compensation and allowances shall be comparable with foreign consulting
service compensation standards;
24.4
For the same scope of work, there shall be no disparity in the compensation
between Filipino professional consulting Architects (FPCAs) and their foreign
consultant (FC) counterparts;
24.5
Professional Consulting Architects (PCAs) shall adhere to and be governed
by the relevant provisions pertaining to compensation as provided for under
the Codes of Ethical Conduct (CEC) and the other Standards of Professional
Practice (SPP);
24.6
All entities, whether in the Government, private sector or CSOs and the
international community (with projects on Philippine soil) shall respect and
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take cognizance of said CEC and SPPs;
24.7
Compensation of a professional consulting Architect (PCA) may be
computed based on one or a combination of the following methods, with
modifications applicable to the types of services and/ or specific cases, if
and when needed:
24.7.1 Per Diem or Hourly Basis
This method is particularly suited to engagements involving
intermittent personal service. When such consulting services are
furnished, the Professional Consulting Architect (PCA) is
compensated for all the time he devotes to the work, including travel
time. The per diem charge should be based on the complexity of the
work involved and the extent of his experience/specialization. In
addition to the compensation based on per diem, his expenses for
travel, subsistence, and other out-of-pocket expenses incurred while
away from his home/office shall be reimbursed by the Client .
24.7.2 Retainer
This method of remuneration is used when the services of a
Professional Consulting Architect (PCA) is expected to be required at
intervals over a period of time. It is a means of ensuring in advance
that his services will be available to the Client when required. Under
this method, a stipulated amount is paid at regular intervals for which
the PCA is obligated to render a certain service or to spend a certain
amount of time on Client’s requirements. The compensation is
usually enough to pay for the minimum services required by the
Client. All additional services are paid separately. In addition to the
retainer, the PCA may be reimbursed for travel, subsistence and
other out-of-pocket expenses incurred while away from his
home/office.
24.7.3 Salary cost times a multiplier, plus direct cost or reimbursable
expenses
This method is based on the total basic salaries of all PCAs and their
staff multiplied by a factor from 3.0 as a multiplier plus cost of certain
items that are reimbursable to the PCA classified under “Direct Cost”
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The 2010 Standards of Professional Practice (SPP)
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or “Reimbursable Expenses”.
compute the fee:
The following formula is used to
Fee = Salary Cost x Multiplier + Reimbursable Expenses
This method of remuneration is best suited for Projects for which the
costs are difficult to pre-determine, or in cases where it may become
necessary to undertake additional experimental or investigative work,
the result of which may further alter the scope of the project.
The method however, cannot be used as a measure of compensation
for services which cannot be measured by the length of time spent on
his work.
The other part of the remuneration by this method is made up of the
reimbursable direct costs. These costs are billed to the Client
supported, if required by receipts and other documents.
24.7.4 Fixed/ Lump Sum payment
This method of compensation may be used when the scope of PACS
required can be clearly and fully defined. Two methods may generally
be used to arrive at a lump-sum compensation for the basic PACS.
These two methods are frequently used concurrently with one serving
as a check on the other.
a. computation of a lump-sum as an appropriate percentage of the
estimated total cost of the project
b. direct development of a fixed amount of compensation by
estimating the individual elements of the cost outlines, plus a
reasonable margin of profit, all expressed as a single lump-sum
Where compensation is given on a lump-sum basis, the agreements
should contain a clearly stated time limit during which the service/s
will be performed, and a provision for additional compensation for
extra time used. In design assignments, these should be a provision
for charges required after the approval of preliminary designs, with a
clear understanding as to where the final approval authority lies.
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24.7.5 Percentage of total project cost
The remuneration under this method is calculated as an agreed
percentage of the ultimate cost of the project/service. The validity of
the Percentage of Total Project Cost Method rests upon the
assumption that consultancy costs vary in proportion to the total
project cost regardless of the type or location of the project.
Therefore, this method should be applied only where experience has
established some approximate correlations between consultancy
costs and project costs.
24.8
Fees for services that require inputs of an artistic, innovative and creative
endeavor shall not be determined in the same manner as services that
involve purely technical and scientific undertakings
24.9 Criteria for Establishing Method of Compensation
The criteria for establishing method/s of compensation shall be promulgated,
approved and adopted by the IAPoA.
24.10 Interest Due on Late Payment of Fees
The Professional Consulting Architect (PCA) shall be entitled to interest at
the prevailing rate set by the Bangko Sentral ng Pilipinas (BSP) in additional
to a percentage as may be determine by the IAPOA unless otherwise
mutually agreed upon by the PCA and his Client, on all fees, other charges
and reimbursements due and not paid within 30 days from receipt of billing.
25. SEAL AND USE OF SEAL UNDER PACS
Where applicable and in full accord with R.A. No. 9266 and its derivative
regulations, a Professional Consulting Architect (PCA) shall sign and affix his
professional license number and the seal duly-approved by the Commission/
PRBoA and/or the IAPOA on all architectural documents as outputs and other
deliverables/materials such as, but not limited to plans, designs, technical drawings
and specifications, feasibility studies as well as instruments of service, prepared by
him, or under his/her direct supervision, if and only if the CA shall also act as the
Architect-of-record (Aor), in which case he must assume all the attendant/pertinent
professional responsibilities and civil liabilities for the project.
26. INTELLECTUAL PROPERTY RIGHTS FOR PACS
All architectural documentary outputs and materials delivered or rendered by a
professional consulting Architect (PCA), such as, but not limited to plans, designs,
technical drawings and specifications, pre-feasibility and feasibility studies and
other instruments of service, shall be protected under Secs. 20 (4) and 33 of R.A.
No. 9266 and its 2004 IRR, whether such outputs and materials are executed or
not. No person without the written consent of the professional consulting Architect
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(PCA) or author of said architectural documents and/or materials shall duplicate or
make copies of said documents for use in the repetition of and for other projects,
whether executed partly or in its entirety.
27. PROFESSIONAL RESPONSIBILITY AND CIVIL LIABILITY FOR PACS
27.1 Any individual, partner, firm/corporation/consortium or joint ventures which
engage in the practice of professional architectural consulting services
(PACS) is legally responsible i.e. professionally responsible before the State
and civilly liable before the State, the general public and the Client, for the
conduct and performance of his/her services to their Clients, whether in the
Government, private sector or civil society or then international community
(with projects on Philippine soil).
27.2 Where applicable, it is imperative that a Professional Consulting Architect
(PCA) secures a Professional Liability Insurance Policy, professional
indemnity insurance or equivalent in bond form commensurate with the
magnitude and scope of project involvement with the corresponding
compensation. Such cost shall form part of the total project cost chargeable
to the Client.
28. APPLICABILITY
This Standard of Professional Practice (SPP) for Professional Architectural
Consulting Services (PACS) shall be adopted by the IAPOA, which shall thereafter
formulate the covering guidelines and Manual of Procedure (MoP).
29. ALTERNATIVE DISPUTE RESOLUTION (ADR)
In case of any dispute arising from the implementation of these IRR and related
derivative regulations, the same shall be resolved by modes of alternative dispute
resolution (ADR) mandated under R.A. No. 9285 (the ADR Act of 2004 and its IRR)
before it is referred to a competent court. The ADR modes must necessarily include
negotiation, conciliation, mediation and arbitration. An ADR clause must therefore
form part of all PCAS agreements.
30. PENALTY CLAUSE AND SANCTION
Any individual, partner, firm/corporation/ consortium who/which engages in
professional architectural consulting services (PACS), but are not qualified in
accordance with the provisions prescribed by law, particularly under R.A. No. 9266
(The Architecture Act of 2004) and its IRR, shall be subject to sanction/s by the
appropriate public or private entities, without prejudice to the filing of appropriate
criminal, civil administrative or special complaints pursuant to existing laws.
Nothing follows
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1.4-2010 SPP for PH Architects
PROFESSIONAL REHULATOR BOARD OF ARCHITECTURE
Resolution No. 03
Series of 2010
PRESCRIBING THE STANDARD OF PROFESSIONAL PRACTICE FOR ARCHITECTS AS
SUPPLEMENTAL IMPLEMENTING RULES AND REGULATIONS (IRR) OF REPUBLIC
ACT NO. 9266, KNOWN AS “THE ARCHITECTURAL ACT OF 2004”
WHEREAS, Section 7 (g), Art. II of R.A. No. 9266, known as “The Architecture Act pf 2004”,
mandates that the Professional Regulatory Board of Architecture (the “Board”) shall
“Prescribe and/or adopt the Code of Ethical Conduct and Standard of Professional Practice
for Registered and licensed Architect (“Architects”);
WHEREAS, the Board has already adopted and promulgated the Code of Ethical Conduct
through Resolution No. 02, series of 2006, leaving the matter of the Standards Professional
Practice pending:
WHEREAS, in mid-2004, the Integrated and Accredited Professional Organization of
Architects (IAPOA), with the full assistance of the Board, embarked on an effort to update and
amend/repeal the 1979 Standards of Professional Practice, which was known as “UAP
Documents 201 through 208”;
WHEREAS, under a separate Board Resolution, the said 1979 Standards of Professional
Practice became part of the implementing rules and regulations of the repealed architecture
law, R.A. No. 545, as amended by R.A. No. 1581;
WHEREAS, over the last six (6) years, both the Board and the IAPOA have continued to
interdependently, symbiotically, and synergistically collaborate with each other their
progressive efforts to amend/repeal the 1979 Standards of Professional Practice, conducting
many meetings, conferences, and broad-based consultations in the process, and culminating
to the issuance of this resolution with its annex; the new/updated Standards of Professional
Practice; and
WHEREAS, after 31 years, there is now an urgent and important need to finally prescribe and
promulgate the new/updated Standards of Professional Practice for Architects;
NOW, THEREFORE; The Boards Resolves, as it is hereby Resolved, by virtue of the powers
vested upon the Board to prescribe the new/updated Standards of Professional Practice for
Architects as supplemental implementing rules and regulations of R.A. No. 9266 and as
integral part of herein resolution as Annex “A” thereto;
FURTHER, RESOLVED, that the determination of the corresponding Architect’s Fees be
stated in the detail under the Architect’s Guidelines for SPP Compliances (The Architect’s
Guidelines), which shall be crafted by the IAPOA, with the Board’s Assistance, and that the
said Architect’s Guidelines be an official IAPOA Issuance to be observed by all IAPOS
Members;
FURTHERMORE, RESOLVED, that, immediately upon completion and subsequent
dissemination of the said Architect’s Guidelines, the IAPOA must embark on the crafting of
the Manual of Procedure for SPP Compliance (the Manual of Procedure), which shall similarly
be an official IAPOA issuance to be observed by all IAPOA Members,
FINALLY, RESOLVED, that this Resolution shall take effect after fifteen (15) days following
the full and complete publication thereof in the Official Gazette or any major daily newspaper
of national circulation in the Philippines.
Done in the City of Manila, this 27th day of July 2010.
Professional Practice II
• Administering the Regular Services of the Architect
• Architecture as a profession, ethical norms and office procedures
• Designed to provide the basic understanding of the practice of architecture pertaining to the
basic services the architect renders within the context of professionalism, ethical conduct and
quality service delivery.
The Architect (According to RA9266)
The Architect and Architecture Profession
An architect is a person trained in the planning, design and oversight of the
construction of buildings, and licensed to practice architecture
To practice architecture means to provide services in connection with the design and
construction of a building, a group of buildings and the space within the site surrounding the
buildings, that have human occupancy or use as their principal purpose.
-Wikipedia Encyclopedia
 “Architect” means a person professionally and academically qualified, registered
and licensed under this Act, with a Certificate of Registration and Professional
Identification Card issued by the Professional Regulatory Board of Architecture and
Professional Regulation Commission, and who is responsible for advocating the fair and
sustainable development, welfare and cultural expression of society’s habitat in terms of
space, forms, and historical context.
a)
b)
c)
“Architect-of-Record” – responsible for the total design of the project and who shall
assume civil liability for the plans, specifications and contract documents he/she has
signed and sealed.
“Architect-in-Charge of Construction” – responsible and liable for the construction
supervision of the project.
“Consulting Architect” – with exceptional or recognized expertise or specialization
in any branch of architecture.
General Practice of Architecture
 The act of planning and architectural designing, structural conceptualization, specifying,
supervising and giving general administration and responsible direction to the erection,
enlargement or alterations of buildings and building environments and architectural
design in engineering structures or any part thereof;
 The scientific, aesthetic and orderly coordination of all processes which enter into
the production of a complete building or structure performed through the medium of
unbiased preliminary studies of plans, consultation, specifications, conferences,
evaluations, investigation, contract documents and oral advice and directions…
Number of Registered Architects (RAs) and Registered & Licensed Architects (RLAs) as of 2011:
➢ 26,608 RAs
➢ 10, 103 RAs and RLAs (37.97%)
To lawfully practice architecture in the Philippines, a RA must be an RLA. (i.e. possessing both the valid
PRC Certificate of Registration and the PRC ID card)
Brief History
Felix Roxas y Arroyo
- The first Filipino architect with an academic title to practice in the country.
- Studied in London and returned in 1858
- Served as the municipal architect of Manila from 1877-1880
Escuela Practica y Profesional de Artes y Oficios de Manila
- The first academic school to train maestros de Obras (master
builders), 1890
Academia de Arquitectura y Agrimensura de Filipinas
- the first organization for Filipino Maestro de Obras during early 1900
• 1921 – National Assembly passed a law to recognize engineers and architects. 32 architects were
officially registered.
Tomas Mapua – first Registered Architect
• The organization changed into the Philippine Institute of Architects or PIA
(post-war)
• The PIA once served as the Philippine Section and founding member of the Union
Internationale des Architects (International Union of Architects), the international
organization for architects from 1950 until 1991 until its membership was then passed
on to the United Architects of the Philippines.
Important Issues & Concerns
• RA 9266 prescribes that ONLY registered and licensed architects (RLAs) shall practice architecture
for ALL buildings on the Philippine soil.
• In May 2005, the 2004 revised IRR of NBCP (with echoed RA 9266’s requirements that only RLAs
can sign and seal architectural documents) took full effect.
The ARCHITECT & the LAW
The Virtues of an Architect
“May the Architect be high-minded; not arrogant, but faithful; just and easy to deal with or without
avarice; not let his mind be occupied in receiving gifts, but let him preserve his good name with
dignity...”
- Marcus Vitruvius Polio
The Value of an Architect (from UAP Document Architect’s National Code)
• The Architect creates man’s environment
through his awareness and sensitive
handling of spaces that fit the scale of
human experience. The resulting quality of
the forming envelope manifested as a structure or building gives rise to man’s appreciation of beauty
and order in his physical world.
• The Architect’s deliberations determine how people will be placed in relationships with one
another, how whole societies will work, play, eat, sleep, recreate, travel, worship, or in short, how
people will live following their culture and national aspirations.
• His objective is to bring order to man’s
environment to cause it to function properly within a safe structure and healthful and to impart to
the whole world a beauty and distinction that is appropriate to our time.
The Spectrum of the Architect’s Services
The Architect's services extend over the entire range of activities that proceed from the time
the idea is conceived, transformed into sets of space/ design requirements, translated into the structure
through design, building, used and become a permanent feature of the man-made environment.
• The Architect's services consist of the
necessary conferences, deliberations,
discussions, evaluations, investigations, consultations, and advice on matters affecting the
scientific, aesthetic, and orderly coordination of all the processes of safeguarding life, health, and
property which enter into the production of different levels and sophistication of manmade structures
and environment.
• The Architect, in the process of translating abstract ideas into meaningful concrete terms, produces
documents in the form of a database the report, an architectural program, a feasibility study, a market
study, an appraisal report, an impact analysis report, a space organizational set-up the report, a site
planning analysis, and evaluation the report, an operational programming report, building programming,
and scheduling reports.
• A complete and detailed documentation of construction or erection drawings prepared to consist
of the architectural plans, the structural plans, the electrical plans, the plumbing/sanitary plans, the
mechanical/air-conditioning plans, the civil
work plans, the technical specifications, the other bid documents.
• Aside from these, the Architect can prepare the post-construction management documents, the
operating
manual, the maintenance manual, and other forms of written and graphical documentation necessary
for the effective and efficient functioning of the man-made structures and environment.
An appreciation of this scope of services of the Architect will bring into focus the crucial role
that the Architect assumes in the realization of abstract ideas into tangible and meaningful terms.
Between abstract ideas and the physical, the world stands the Architect.
Philippine Laws on the Preparation of
Architectural Documents
➢RA 9266 (The Architecture Act of 2004) & its 2004 IRR
➢PD 1096 (The 1997 National Building Code of the Philippines / NBC) & its 2004 Revised IRR
➢RA 9514 (Fire Code of the Philippines) & its 2009 IRR
➢BP 344 (Law on Accessibility for Disabled Persons) & its IRR
➢RA 386 Civil Code of the Philippines 1949
Wheel of a Building Project
Philippine Laws on the Preparation of
Architectural Documents
Article 1723 of the Civil Code
o The engineer or architect who drew up the plans and specifications for the building is liable for
damages if, within fifteen (15) years from the completion of the structure, the same should collapse
because of a defect in those plans and specifications, or due to the defects in the
Ground.
o The contractor is likewise responsible for the damages if the edifice falls, within the same period, on
account of defects in the construction or the use of materials of inferior quality furnished by him, or due
to any violation of the terms of the contract.
o If the engineer or architect supervises the construction, he shall be solidarity liable to the contractor.
o Acceptance of the building, after completion, which does not imply a waiver of any action because of
any defect mentioned in the preceding paragraph.
o the action must be brought within ten years following the collapse of the buildings.
Architectural Documents
✓Architectural documents pertain to the architect’s specifications and other outputs of an Architect, that
only an Architect can consist.
➢ Vicinity Maps
➢ Site Development Plans
➢ Architectural Perspectives
➢ Architectural Floor plans
➢ Elevations
➢ Sections
➢ Ceiling plans
➢ Detailed drawings
➢ Technical specifications
➢ Cost Estimates
✓Architectural documents include architectural research documents and architectural and space
programs which are sole bases for the following:
➢ Architectural specifications and estimates
➢ Architectural bid documents
➢ Periodic construction supervision reports
ARCHITECT & Society
Roles of Architect in the Society
✓To make sure that not the structure alone but also its physical environment can enhance the lives of
all people.
✓ Relate not only to purely design and build professions but to allied professions as well, to achieve
totality in the design
✓Design buildings that address social
needs and attempt to resolve environmental and humanitarian problems through architecture.
✓ Must be a psychologist, sociologist, economist, artist, and engineer
✓Must take into account four basic and
closely interrelated necessities:
➢ Technical requirements
➢ Use
➢ Spatial relationship
➢ Content
An architect helps to build the evolution of society by physically manifesting items of culture in
the form of spatial concepts where representations of culture meet the human mind in a multi-sensory
locality.
An architect has a physical sensory responsibility to the people who experience the
constructed space while also acting as an artist and painting the picture that we call society.
Why Hire an Architect?
✓Architects have a lot to offer to a changing world
✓Architects can apply their creative problem-solving skills for wider development benefits in concert
with other built environment professionals.
✓ An architect must look at all scales of human interaction, understanding the smallest details to the
big picture.
✓Architects take the client’s vision and give it form, explore its possibilities, raise it to new levels, and
then integrate it into the building site and the community.
✓Architects bring not only design but solutions.
Public Interest and Safety
✓ Architects must ensure the occupants’ health and well-being
✓ Architects should mitigate the effects of natural phenomena
✓ Architects must ensure occupants' safety in case of fire
✓ An Architect’s decisions affect public
safety
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Professional Education and Training of an Architect
The Architect’s Education
Architectural education should ensure that all graduates have knowledge and ability in
architectural design, including technical systems and requirements as well as consideration of health,
safety, and ecological balance; that they understand the culture, intellectual, historical, social,
economic, and environmental context for architecture; and that they comprehend thoroughly the
architect’s role and responsibilities in society, which depend on a cultivated, analytical and creative
mind.
Apprenticeship and Diversified Training
Practical experience / training / internship is a directed and structured activity in the practice of
architecture during architectural education and / or following receipt of a professional degree but prior
to registration / licensing / certification.
To complement academic preparation in order to protect the public, applicants for registration /
licensing / certification must integrate their formal education through practical training.
Examination, Registration, & Licensure
A post-baccalaureate, pre-licensure experienced of two (2) years required of graduate of
architecture prior to taking the licensure examination; consisting of variation of experiences in the
different phases of architectural services.
Qualifications
- At least 21 years of age
- Filipino citizen or qualified foreigner
- Good reputation and moral character
- Holder of BS Architecture
- Has two years of diversified experience
- Not been convicted of any criminal offence involving moral turpitude
Subjects of Exam
Day 1 Part 1 (30%)
- History of Architecture
- Theory of Architecture
- Architectural Practice
- Theory and Principles of Planning
Day 1 Part 2 (30%)
- Structural Design
- Building Materials and Methods of Construction
- Building Utilities
Day 2 (40%)
- Architectural Design and Site Planning
Rating
GWA of 70%, with no grade lower than 50% in any given subject.
- Results out in 30 days
- Oath-taking required
Role of Professional Bodies
Architects, whether self-employed or employees, are generally controlled by a regulating body
in charge of ensuring that laws, decrees, and professional standards are applied and observed by all
members of the profession.
In many countries, professional bodies have also been established for the advancement of
architecture, for the promotion of knowledge, and to protect the public interest ensuring that their
members perform to a known standard.
• Professional Regulatory Commission Professional Board of Architecture
(PRBoA): created under to regulate the practice & enhance the architecture profession; and the
upgrading, development, and growth of architecture education.
• Integrated & Accredited Professional Organization of Architects: mandated the integration of the
architecture profession into one national organization. When took effect in 2004, the United Architects
of the Philippines (UAP) was the existing duly accredited organization & remains so until today.
Obligations:
- Annual membership obligations on the Organization or Chapter accredited of UAP
- Annual membership accreditation through UAP-IAPOA
- Annual fee for Professional Tax Receipt (PTR)
Revocation of Certificate
- Signed and sealed documents not prepared or supervised by him/her
- Paid extra money to secure certificate
- Falsely impersonated a practitioner; practiced under fictitious name
- Aided in the practice of unauthorized persons
- Solicited projects by rendering services without agreements
Continuing Professional Development
“Continuing Professional Development” or CPD refers to a sustaining and progressive learning
process that maintains, enhances, or increases the knowledge and the continuing ability of architects.
RA9266 Sec. 28 requires all practicing architects shall maintain a program of continuing
professional development to promote public interest and to safeguard life, health, and property
Architects must devote time to maintain existing skills, broaden knowledge, and explore new
areas. This is increasingly important to keep abreast with new technologies, methods of practice, and
changing social and ecological conditions
The IAPOA – UAP requires continuing professional development for renewal and continuation
of membership.
Professional Life & Ethics
CODE OF ETHICAL CONDUCT
• An architect acts as professional adviser to his/her client and his/her advice must be unprejudiced.
• An architect also acts as the middleman between Client and Contractor and must act with entire
impartiality
• An architect has moral responsibilities to his/her professional associates and subordinates, to
his/her contractor, to his/her manufacturers, dealers and supplier, and to the public
Architect’s Responsibilities in Relation to People
- Responsibilities to Public
- Responsibilities to Client
- Responsibilities to Contractor
- Responsibilities to Manufacturers, Dealers, and Agents
- Relation to Colleagues and Subordinates
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GENERAL NOTES ON THE SELECTION OF THE ARCHITECT
METHODS OF SELECTION
A. Direct Selection
▪ Used when undertaking a relatively small project
▪ The client selects his Architect on the basis of:
1. Reputation
2. Personal or Business Acquaintance (Connections)
3. Recommendation of the Architect’s former Client
4. Recommendation of another Architect
B. Comparative Selection
▪ May be conducted by committees representing institutions, corporations, or public agencies.
▪ The selection process involves:
a. Invitation
b. Pre-qualification
c. Interview
d. Verification
e. Evaluation & Ranking
f. Negotiation
C. Architectural Design Competition (ADC)
▪ Used for civic or monumental projects.
▪ Advantages:
a. Opportunities will be open only to all PRC-RLAs or PRC-Registered Architectural Firms (AFs)
b. The Client / Committee will have a wider range of options
▪ Disadvantages:
a. Process may be expensive and time-consuming
b. The time and effort required may discourage qualified firms from participating
METHOD OF COMPENSATION
▪ Method of Compensation will be covered by the respective types of services
STANDARD OF PROFESSIONAL PRACTICE (SPP)
What are the STANDARD OF PROFESSIONAL PRACTICE?
Former UAP Documents, are part of the body laws, governing the practice of architecture in
the Philippines SSP are required documents under (The Architecture Act of 2004) and its IRR, which
states to adopt and promulgate such rules and regulations, Code of Ethical Conduct and Standard of
Professional Practice.
❖ SPP 201 : Pre-design Services
❖ SPP 202 : Regular Design Services
❖ SPP 203 : Specialized Allied Services
❖ SPP 204a : Full Time Construction Services
❖ SPP 204b : Construction Management Services
❖ SPP 205 : Post Construction Services
❖ SPP 206 : Comprehensive Architectural Services
❖ SPP 207 : Design-Build Services
❖ SPP 208 : Architectural Design Competition
❖ SPP 209 : Professional Architectural Consulting Services
SPP Doc. 201 – PRE-DESIGN SERVICES
• Cover a broad line of architectural services ranging from initial problem
identification to activities that would allow the Architect to initially conceptualise an array of
architectural and allied solutions
✓ Consultation
✓ Pre-Feasibility Studies
✓ Feasibility Studies
✓ Site Selection and Analysis
✓ Site Utilisation and Land-Use Studies
✓ Architectural Research
✓ Architectural Programming
✓ Space Planning
✓ Space Management Studies
✓ Value Management
✓ Design Brief Preparation
✓ Promotional Services
Manner of Providing Services
• After the initial meeting / conversation / corresponding with the Client, the Architect must submit his
proposal for pre-design services:
✓ Scope of Works
✓ Manner of Payment
✓ Owner’s Responsibilities
✓ Other Conditions of Services
• The Architect can render services in any ways:
✓ Individual
✓ Architect’s Own Staff
✓ By Association, Consultations, or Networking
Method of Compensation
a. Multiple of Direct Personnel Expenses
• Based on technical hours spent and does not account for creative works
• The computation is made by adding all costs of technical services (manhours x rate) and then multiplying it by a multiplier to cover overhead and profit. The multiplier ranges
from 1.5-2.5
• Other items such as cost of transportation, living and housing allowances of foreign consultants, outof-town living and housing allowances of the consultants and the like, are all to be charged to the
Client.
b. Professional Fee Plus Expenses
• It establishes a fixed sum over and above the reimbursement for the Architect’s technical time and
overhead.
c. Lump Sum or Fixed Fee
• This method may be applied to government projects since they entail more paperwork and timeconsuming efforts.
d. Per Diem, Honorarium Plus Reimbursable Expenses
• In some cases, a client may request an Architect to do work which will require his personal time
such as:
● Attending project-related meetings, conferences or trips;
● Conducting ocular inspection of possible project sites; and
● Conferring with others regarding prospective investments or ventures and the like
• Paid on a Per diem and Honorarium basis + out-of-pocket expenses.
e. Mixed Methods of Compensation
• This SPP provides for more than one method of compensation on a
project.
• Each project should be examined to determine the most appropriate and equitable method of
compensation
Professional Fee
• The Architect’s compensation is based on the Architect’s / AFs talents, skill, experience,
imagination, and the type and level of professional services provided.
• A professional service agreement between the Owner/Client and the Architect
is necessary.
• The architect should request a five percent (5%) acceptance fee based on the agreed PF upon
signing the agreement.
• Client shall make progress payments upon request of the Architect within seven (7) calendar days.
SPP Doc. 202 – REGULAR DESIGN SERVICES
• Applicability of this Document
• Individual practice
• Group practice
• Foreign Architects
• The works covers the various aspects of the project
• It only ends when the general contractor or builder turns over the completed project to the Owner.
• Phases of Services
✓ Project Definition Phase
✓ Schematic Design Phase
✓ Design Development Phase
✓ Contract Document Phase
✓ Bidding or Negotiation Phase
✓ Construction Phase
1. Project Definition Phase
✓ Consults for concepts and related
requirements
✓ Gathers information
✓ Reviews owner’s space requirements
✓ Prepares initial statement of probable
construction cost
2. Schematic Design Phase
✓ Evaluates project requirements
✓ Prepare schematic studies leading to a
recommended solution
✓ Submit probable construction cost based on the current cost parameters
3. Design Development Phase
✓ Prepares DD documents/drawings – plans, elevations, sections, etc.
✓ Outline specification
✓ Diagrammatic layout of
construction system
✓ Updated probable construction cost
4. Contract Document Phase
✓ Prepares and furnishes seven (7) sets of contract documents:
a. Construction Drawings
b. Specifications
c. General Conditions
d. Informs owner of any adjustment in probable construction cost
e. Assists the owner in filling the required documents for permits
5. Bidding or Negotiation Phase
✓ Prepares bid documents
✓ Assists the Owner in establishing list of Contractors
6. Construction Phase
✓ Makes decision on all claims relating to
execution of work
✓ Prepares change orders, gives written
guarantees
✓ Make periodic visit to site
✓ Issues certificates to contractor
MANNER OF PROVIDING SERVICES
Two-ways by which the Architect may enter contract with the Owner as the Lead Professional
working with other professionals in the engineering and allied professions:
▪ Detailed Architectural and Engineering Design Services (DAEDS)
-Single contract between the Architect and Owner, and sub-consultancy contracts between the
Architect and the other professionals working with the Architect
▪ Detailed Architectural Design Services (DADS)
-Architect and the engineering and allied professionals executing separate contracts with the Owner
PROJECT CLASSIFICATION
Based on these groupings, the corresponding scale of charges shall be prescribed in the
Architect’s Guidelines to determine the fair remuneration to the Architect.
Minimum Basic Fee:
5% of cost for P50M or less project cost
Group 1
Buildings of the simplest utilization and character which shall include but not be limited to the
following:
● Armories
● Bakeries
● Habitable Agricultural Buildings
● Freight Facilities
● Hangars
● Industrial Buildings
● Manufacturing/ Industrial Plants
Other Similar utilization type buildings:
● Packaging and Processing Plants
● Parking Structures
● Printing Plants
● Public Markets
● Service Garages
● Simple Loft- Type Buildings
● Warehouses
Minimum Basic Fee:
6% of cost for P50M or less project cost
Group 2
Buildings of moderate complexity of plan / design which shall include but not be limited to the
following:
● Art Galleries
● Banks, Exchange and other Buildings Financial Institution
● Bowlodromes
● Call Centers
● Churches and Religious Facilities
● City/Town Halls & Civics Centers
● College Buildings
● Convents, Monasteries & Seminaries
● Correctional & Detention Facilities
● Dormitories
● Exhibition Halls & Display Structures
● Fire Stations
● Malls / Mall Complexes
● Motels & Apartels
● Multi-storey Apartments
● Nursing Homes
● Office Building / Office Condominium Park, Playground and Open-Air Recreational Facilities
● Residential Condominiums
● Police Stations
● Postal Facilities
● Private Clubs
● Publishing Plants
● Race Tracks
● Restaurants / Fastfood Stores
● Retail / Wholesale Stores
● Schools
● Serviced Apartments
● Shopping Centers
● Showroom / Service Centers
● Specialty Shops
● Supermarkets / Hyper-marts
● Welfare Buildings
● Mixed use Buildings
● Other buildings of similar nature or use
Minimum Basic Fee:
7% of cost for P50M or less project cost
Group 3
Buildings of exceptional character and complexity of plan. Design which shall include but not limited
to the following:
● Airports / Wet & dry ports & terminals
● Aquariums
● Breweries
● Cold storage facilities
● Convention facilities
● Gymnasiums
● Hospitals and medical buildings
● Hotels
● laboratories/ testing facilities
● Marinas and resort complexes
● Medical arts offices and clinic
● Mental institutions
● Mortuaries
● Nuclear facilities
● Observatories
● Public health centers
● Research facilities
● Stadia
● Telecommunication buildings
● Theaters and similar facilities
● Transportation facilities and systems
● Veterinary hospitals
● Other buildings of similar nature or use
Minimum Basic Fee:
10% of cost for P50M or less project cost
Group 4
Residences (Single-detached, single-attached or duplex; row houses or shop houses), small
apartment houses and townhouses
Minimum Basic Fee:
12% of cost for P50M or less project cost
Group 5
Monumental Buildings and other facilities
● Exposition and fair buildings
● Mausoleums, memorialss and monuments
● Museums
● Specialized decorative buildings
● Buildings of similar nature or use
Group 6
Projects where the plan/design and related contract documents are re-used for the repetitive
construction of similar buildings without amending the drawing and the specifications
Recommended Professional Fee (RPF)
First (1st) Building
100 % RPF for type of Building
Second (2nd) Building
50 % RPF for type of Building
Third (3rd) building
40 % RPF for type of Building
Fourth (4th) and succeeding
buildings
30 % RPF for type of Building
Group 7
Housing Project involving the construction of several residential units on a single site with the use of
one (1) set of plans/ design, specifications and related documents
First (1st) unit
10% of PCC
From 2 to 10 units
Fee for one unit plus 50% RPF for each additional unit
11 to 30 units
Fee for 10 unit plus 40% RPF for each additional unit
31 to 50 units
Fee for 30 unit plus 25% RPF for each additional unit
51 above
Fee for 50 unit plus 15% RPF for each additional unit
Minimum Basic Fee:
15% of cost for P50M or less project cost
Group 8
Projects involving extensive detail such as designs for built-in components or eletnes, built-in
equipment, special fittings, screens, counters, architectural interior (AI), and development planning
and/or design.
Minimum Basic Fee:
Increased to 50% or a total of 150% of the RPF
Group 9
Alterations, renovations, rehabilitations, retrofit and expansion/ additions to existing buildings
belonging to group 1 to 5
Group 10
The Architect is engaged to render opinion or give advice, clarifications or explanation on technical
matters pertaining to Architectural works.
Minimum Basic Fee:
Not less than 1K per hour
Minimum Basic Fee:
Not less than 5K per appearance
Manner of Payment
• Upon signing of the Service Agreement
✓ An amount equivalent to 5% of the agreed Professional Fee shall be paid by the Owner
• Upon completion of the Schematic Design Phase
✓ The Owner shall pay the Architect a sum equal to 15%-20% of the Professional Fee
• Upon completion of the Design Development Phase
✓ The Owner shall pay the Architect a sum equal to 20%-40% of the Professional Fee
• Upon completion of the Contract Document Phase
✓ The Owner shall pay the Architect a sum equal to 50%-90% of the Professional Fee
• Bidding and Negotiation Phase
✓ The payment to the Architect shall be adjusted so that it will amount to a sum equivalent to 90% of
the Professional Fee, within 15 days after the award to the winning bidder/s
• Construction Phase
✓ The remaining 10% of the Professional Fee is broken down as follows:
a) 5% of Architect’s Liability under the Civil Code
b) 5% for the Periodic Construction Supervision
The balance of the Architect shall be paid upon completion of the work (when Certificate of
Completion is issued to Contractor)
Work Phase
Breakdown of PF
Cumulative
Payments
Upon signing of agreement as the
mobilization component
5% of the PF
5% of the PF
Upon the completion of the
schematic design development
services
15% of the PF
20% of the PF
Upon the development of Design
development services
20% of the PF
40% of the PF
Upon the completion of the contract
document services
50% of the PF
90% of the PF
Within 15 days after the awards to
the winning constructor
Upon completion of the work
90% of the PF
10% of the PF
100% of the PF
Sample Computation
Approved Architect’s Professional Fee = Php 300,000.00
Work phase
eq%
payment
Upon agreement (down payment)
5%
Php 15,000.00
Schematic design services
20%
45,000.00
Design development phase
40%
60,000.00
Contract document phase
90%
150,000.00
retention / completion of work
100%
30,000.00
total
Php 300,000.00
PP2_E_SPP 210
Recap:
• SPP Docs. 200 – Code of Ethics
• SPP Docs. 201 – Pre-Design Services
• SPP Docs. 202 – Regular Design Services
• SPP Docs. 203 – Specialized Architectural Services
• SPP Docs. 204a – Full Time Construction Services
• SPP Docs. 204b – Construction Management Services
• SPP Docs. 205 – Post Construction Services
• SPP Docs. 206 – Comprehensive
• SPP Docs. 207 – Design – Build Services
• SPP Docs. 208 – Architectural Design Competition
• SPP Docs. 209 – Professional Consulting Services
SPP Docs. 210
Criteria
• The criteria for computing the Architect’s compensation should be based on mutual evaluation
of the amount of the Architect’s/Architectural Firm’s talents, skill, experience, effort and time
available for, and required by the project.
SPP Docs. 210
The following criteria should also be considered:
• Time schedule
• Studies, programs, and other professional input
• Client’s procedure and timing for review and approval of the Architect’s
recommendations/designs
• Cost administration
• Probability of contingencies
• Number of third parties or agencies required to be consulted.
SPP Docs. 210
• SPP Docs. 210 – Methods of Compensation and Schedule of Fees
1. Percentage-based Fee
a. Percentage based on Project Construction Cost
b. Unit Cost Method
c. Value-based Pricing/Percentage of Gross Rentals
2. Lump-sum or Fixed Fee
3. Time Basis
a. Multiple of Direct Personnel Expenses
b. Professional Fee Plus Expenses
c. Per Diem, Honorarium plus Reimbursable Expenses
d. Salary cost times a multiplier, plus direct cost or reimbursable expenses.
e. Per diem
f. Retainer
g. Mixed Methods of Compensation
SPP Docs. 210
1. Percentage-based Fee
a. Percentage based on Project Construction Cost
• The most common worldwide
• The amount of percentage is related to the size and type of the project
• This method is fair to both the Client and the Architect
Detailed Architectural and Engineering Design (DAEDS)
• The most common type of contract for architectural and engineering design.
b. Unit Cost Method
• Based on cost per square meter of the project
• The computed cost per area may be derived from historical data on the average
construction cost per sq.m. of a similar project and using the appropriate percentage for
the professional fee based on project construction cost
BARE
20,000/SQM
FLOOR
STANDARD
30,000SQM
FLOOR
LUXURY
40,000
FLOOR
ICONIC
60,000
FLOOR
POLISHED
CONCRETE
WALL
TILES
WALL
TILES TO
NATURAL STONE
WALL
NATURAL
STONES
WALL
CONCRETE
PAINT
WINDOW
WINDOW
IMPORTED WALL
TILES TO
CLADDING
WINDOW
CLADDING TO
NATURAL
STONES
WINDOW
MINIMAL TO
STANDARD
CEILING
STANDARD
CEILING
BIGGER TO FULL
WINDOW
CEILING
FULL TO DOUBLE
GLAZED
CEILING
NONE/SOFFIT IS
OPTIONAL
GYPSUM
PVC
WOOD PANELING
c. Value-based Pricing/Percentage of Gross Rentals
• Based on the outcome of revenue, cost, and profitability result of a project engagement
or based on a measurable profit on specific revenues by the Client.
• Renumeration may be based on a certain percentage of gross rentals
2. Lump Sum or Fixed Fee
• Used when the scope of services required can be clearly and fully defined at the outset
of the project.
• The Client and the Architect agree on the details of the scope of the project, schedule
for design and approvals, construction schedules, and other variables
• Methods:
– Lump-sum as an appropriate percentage of the probable project construction cost
– Fixed amount of compensation by estimating the individual elements of the cost outline
3. Time Basis
• Fees which are charged on an agreed-to-hourly (man-hours) or daily (per diem) or per
month rate
• Useful when the services are difficult to determine in advance or they are intern in nature
and often short in duration.
• Typically used for the following:
– Services which are not well defined
- additional services
– Pre-design services
- for services as an expert witness
– Partial services
- specialist expertise
(Cont.) 3. Time Basis
•
Time-based fees are typically used for the following:
– Services which are not well defined
– Pre-design services
– Partial services
– Additional services
– For services as an expert witness
– Specialist expertise or professional architectural consultancy services
•
Multiple of Direct Personnel Expenses
– Applicable to non-creative work such as accounting, secretarial, research, data
gathering, preparation of reports and the like
– Based on technical hours spent and doesn’t account for creative work
– The computation is made by adding all costs of technical services (man-hour x rate)
and then multiplying it by a multiplier (1.5 to 2.5) to cover overhead and profit
•
Professional Fee Plus Expenses
– Frequently used where there is continuing relationship on a series of projects.
– Establishes and agreed fixed rate or lump sum over and above the reimbursement
for the Architect’s technical time and overhead.
•
Per Diem, Honorarium plus Reimbursable Expenses
– In some cases, a client may request an Architect to do work which will require his
personal time
– The Architect as agent of the Owner may be paid on a per diem and honorarium
basis plus out-of-pocket expenses
•
Salary cost times a multiplier, plus direct cost or reimbursable expenses
– Based on the total basic salaries (Direct Salary Expenses) of all Professional
Consulting Architects (PCA) and their staff, multiplied by a factor from 3.0 as a
multiplier plus reimbursable cost
– Best suited for projects for which the cost are difficult to predetermine
Fee = (Salary Cost x Multiplier) + Reimbursable Expenses
•
Per Diem or Hourly Basis
– Suited to engagements involving intermittent personal services
– Hourly fees are well suited for consultation services, testimony in court, or similar
work involving miscellaneous personal service
•
Retainer
– Used when the services of a PCA is expected to be required at intervals over a
period; means of ensuring in advance that his services will be available to the Client
when required.
– The employment of Architect on this fee basis is a common practice of clients who
wish to be assured to always having available services of an individual architect or
architect services
SPP Docs. 210 Rule IV
GENERAL PROVISION
Sec. 15: Collection of Professional Fee
Sec. 16: Interest due on late payment of fees
Sec. 17: Government Taxes on Services
Sec. 18: Professional and Civil Responsibility
Sec. 19: Arbitration
Sec. 20: Penalty Clause and Sanction
Recap: SPP Docs. 202
• Phases of Services
✓ Project Definition Phase
✓ Schematic Design Phase
✓ Design Development Phase
✓ Contract Document Phase
✓ Bidding or Negotiation Phase
✓ Construction Phase
➢Prepares and furnishes seven (7) sets of contract documents:
a. Construction Drawings
b. Specifications
c. General Conditions
d. Informs owner of any adjustment in probable construction cost
e. Assists the owner in filling the required documents for permits
SPP Docs. 301: GENERAL CONDITION
SECTION 1: DEFINITIONS
Contract Documents – consist of the following:
1. Agreement
2. General Conditions
3. Special Provisions
4. Specifications
5. Drawings
Project Representative
Full time construction inspector hired by owner assisting in the supervision of the work
Contractor
Person or firm whose proposal has been accepted & contract awarded
Architect
Commissioned by the owner
Engineer
Person so named in contract documents
Sub-Contractor
Having direct contact with contractor, acts on behalf of the contractor in executing any
part of the contract
Owner
Person ordering the project execution
*Agreement – contract between owner and contractor undertaking the project
Advertisement / Invitation to Bid – notice or invitation issued to bidders giving information
of the magnitude and extent of the project, nature, etc.
Instruction to Bidders – list of instructions on preparation & conditions for award of
contract
*Drawings – graphical representation of work
*General Conditions – printed documents stipulating procedural and administrative
aspects of the contract
*Special Provisions – instructions that supplement or modify drawings, specs, & general
conditions of the contract
*Specifications – written or printed description of work describing qualities of materials
and mode of construction
Supplementary Specs. – additional info issued as an addition or amendment to
provisions of specifications
Schedule of Materials and Finishes– outline specs enumerating type and trade names
of materials used
Breakdown of Work and Corresponding Values – list of work and corresponding value
in materials & labor including profit and overhead allowance.
Written Notice– info, advice or notification pertinent to the project
Act of God / Force Majeure – catastrophes, phenomena of nature, misfortunes and
accidents which human prudence cannot foresee or prevent
Time Limits – duration of time allowed by the contract for project completion
Local Laws – laws, ordinances, and government regulations applicable to the project
Work – includes labor and materials, equipment, transportation, facilities necessary for
completion of the project
Furnish – purchase and / or fabricate and deliver to the jobsite
Install – build in, mount in positions, connect or apply
Provide – furnish and install
Article 3: Drawings and Specifications
• Owner shall furnish contractor 3 sets of drawings and specs for free
• Drawings and models must cooperate with specs to form as part of the contract
documents. Figures are to followed in preference to measurable and scale
Article 4: Detailed Drawings and Instructions
• Supplementary drawings and instructions shall be promptly supplied by the architect
and must conform to contract documents
• Contractor and architect shall prepare a schedule when detailed drawings will be
required
Article 5: Shop Drawings
•
Contractor shall prepare at his own expense and submit 2 copies of all shop
drawings to the architect
•
Shop drawings shall represent:
- Working and erection dimensions
- Arrangements and sectional views
- Necessary details
- Kinds of materials and finishes
•
Shop drawings shall be dated and contain:
- Name of project
- Descriptive names of equipment, materials, and classified item numbers
- Location at which materials or equipment are to be installed
•
•
•
Drawings shall be accompanied by a letter of transmittal containing name of
project, contractor, number of drawings, tittles and other pertinent data.
Contractor shall submit 3 sets of prints of shop drawings to the architect for
approval. 1 copy shall be returned to the contractor with necessary corrections.
Contractor is responsible for accuracy of shop drawings
SECTION 2: LAWS, REGULATIONS, & SITE CONDITIONS
Article 6: Laws, Regulations, & Site Conditions
• Contractor shall comply with all laws and regulations governing the project.
• Before bidding, the contractor must visit the site and make estimates of facilities and
difficulties attending to the scope of work and its execution
Article 7: Permits, Taxes and Surveys
•
•
•
•
•
All permits and licenses necessary shall be secured and fees paid by the
contractor
Contractor will secure the occupancy permit
Contractor will pay taxes pertinent to construction of the project
Owner is responsible for establishment of boundaries made by a licensed
surveyor.
Contractor shall pay the services of the surveyor when so required to confirm
location of columns, piers, etc. required by the contract.
SECTION 3: EQUIPMENT AND MATERIALS
Article 8: General
•
•
All materials and equipment must conform to all laws governing the project.
Contractor shall obtain necessary permits and pay fees covered within the period
of construction
Article 9: Equipment
•
•
Architect and engineer must refer to equipment by catalogue number and name
Contractor shall furnish 3 copies of complete catalogue data for every item of
equipment
Article 10: Materials, Fixtures, Appliances and Fittings Furnished by Contractor
•
•
•
•
•
•
•
Names of proposed manufacturers, material men and dealers shall be submitted
to the architect for approval
Contractor shall furnish samples specified for approval
No substitution for materials be made without architect’s approval
Samples for materials to be used for substitution shall be approved by architect
Contractor shall submit samples for testing to the architect.
Contractor shall provide space for subcontractors’ storage and work force
All materials shall be applied and installed following the manufacturer’s directions.
SECTION 4: PREMISE AND TEMPORARY STRUCTURE
Article 14: Use of Premises
Article 15: Temporary Structures
• Office and Contractor’s Building
• House for workers
• Sanitary Fixtures and 1st Aid Station
• Temporary Barricades and Guard Lights
• Temporary Water, Power, and telephone Facilities
• Temporary Signs
• Temporary Roadways
• Temporary stairs, ladders, ramps, and runways
• Temporary elevators and hoists
• Temporary enclosure
• Temporary or trial usage
• Removal of temporary structure
SECTION 5: PROTECTION OF WORK & OWNER’S PROPERTY
Article 16: Protection of Work and Owner’s Property
•
•
•
•
The contractor shall maintain and protect owner’s property from damage
Old materials of value shall be piled in areas designated by the owner or architect
and are in the responsibility of the contractor
Existing trees and shrubs are to be boxed and protected from damaged
Damaged to trees, etc. shall be made good by the contractor at his own expense.
Article 17: Protection of Adjacent Property and Existing Utilities
•
The contractor shall protect adjacent property and existing utilities as provided by
law and contract documents at his own expense. He is liable and must pay for all
damages by his acts and negligence or by his employees
Article 18: Protection of Life, Work and Property Due to Emergency
•
In cases of emergency where a life is at stake, the contractor may have the power
to act without consultation. Any compensation claimed by the contractor shall be
determined by agreement or arbitration
SECTION 6: LABOR, WORK AND PAYMENTS
Article 19: Labor
•
•
•
The contractor must employ competent and efficient workmen
The supervisor must be a licensed engineer or architect who will work personally
and inspect at least once a week.
The contractor shall keep a competent project engineer who will represent the
contractor in his absence.
Article 20: Work
•
•
•
•
•
•
•
•
•
•
•
•
The contractor shall use methods and appliances necessary to complete the work
within contract time
The owner, architect and representatives shall have access to work for inspection.
Contractor shall provide proper facilities for access and inspection
Contractor shall perform any work during an emergency.
Adjustment of drawings suit field conditions may be necessary during construction
The owner may at any time change or alter by adding or deducting from work
without invalidating the contract by stating the changes to be made in writing
Architect shall have the authority to make minor changes in the work not involving
extra cost
Owner reserves to right to employ other persons to perform the extra work
Contractor shall keep the premises free of waste materials from the accumulation
of work
Contractor shall complete all the work contracted in the time stated. Computation
of the contract time shall commence on the 7th day from receipt of the notice to
proceed.
Contractor shall submit the schedule of work in CPM form or any form acceptable
to the architect, indicating the approximate dates each item will be started and
completed, for approval
Contractor will be allowed an extension based on different reasons
If failure to complete work at the said contract time, the contractor will pay the
owner the liquidated damages in the amount stipulated in the contract agreement.
Article 22: Payments
•
•
•
The contractor shall, within 15 days from receipt of notice to proceed, submit a
complete breakdown of work and corresponding value for approval and will be
used as basis for all request for payment
The contractor shall submit a request for payment for work done, not more than
once each month. Each request shall be computed from the work completed on all
items listed in the breakdown of work, less 10% retention.
15 days upon receipt of the request for payment, the architect shall either issue a
certificate of payment or withhold the request and inform the contractor in writing
the reasons for withholding it.
•
•
•
•
•
•
•
•
The architect may recommend withholding of payment on any of the following:
o Defective work not remedied
o Reasonable evidence indicating probable filing of claims
o Failure of contractor to make payments to sub-contractors or for material
and labor
o Reasonable doubt that the contract can be completed for the balance then
unpaid
o Damage to another contractor
The architect shall estimate the value of work using the breakdown of work.
Estimates of the architect are considered final and conclusive evidence of the
amount of work performed and shall be basis for the full measure of the
compensation of the contractor
Within 15 days from the date of approval of a request for payment and issuance of
certificate of payment, the owner shall pay the amount as certified.
No payments shall be made in excess of 65% of the contract price unless a
notarized statement is submitted by the contractor to the effect that all bills for
labor, other than current wages, and bills for materials have been paid.
The contractor shall submit the following before final payment is made:
o Certificate of final building occupancy
o Certificate of final inspection of utilities
o Original and 3 sets of prints as “as-built-drawings” of electrical, sanitary,
gas, telephone, and mechanical works.
o 3 copies of directory of panel boards and list of circuits
o 3 copies of instructions and manual for operating fixtures and equipment
o 3 copies of keying schedule
o Guarantee bond equivalent to 30% of the contract priced covering a
period of 1 year after the final acceptance of the work
The architect shall proceed to verify the work, make estimates, certify the
completion of work and accept the same
The owner shall give notice of observed defects with reasonable promptness. All
questions shall be decided by the architect whose decision shall be subject to
arbitration
The amount retained by the owner shall be released 3 months after the date of
the final payment
Reference:
• SPP Document 210
• SPP Document 301
SPP Doc. 204a, 204b, & 205
SPP Doc. 204 A – FULL TIME SUPERVISION SERVICES
•
•
The Architect-in-charge of construction (AICC) – directly and professionally
responsible and liable for the construction supervision of the project
The Construction Supervision Group (CSG) – normally recommended by the
Architect and hired by the Owner
Scope of Services
✓ Quality Control
✓ Evaluation of Construction Work
✓ Preparation of Daily Inspection Reports
✓ Filing of Documents
Manner of Proving Services
1. As AOR and as Consulting Architect for fulltime supervision services; or
2. As the Construction Supervision Group
Method of Compensation
a. Percentage (%) of Project Construction Cost (PCC)
•
The Recommended Professional Fee (RPF) for Fulltime Construction
Supervision Services is 1% to 1.5% of the Project Construction Cost (PCC)
Example:
Project Construction Cost: 20M Pesos
1.5% of PCC: 300,000.00 Pesos PF for the Fulltime Supervision
(Separate to the Regular Design Services’ Fee)
b. Multiple of Direct Personnel Expense
• Based on technical hours spent and does not account for creative works
• The computation is made by adding all costs of technical services (man- hours
x rate) and then multiplying it by a multiplier to cover overhead and profit. The
multiplier ranges from 1.5-2.5
• Other items such as cost of transportation, living and housing allowances of
foreign consultants, out-of-town living and housing allowances of the consultants
and the like, are all to be charged to the Client.
Formula
Assume:
A= Architect’s rate/hour
C=Consultant’s rate/hour
T= Rate per hour of Technical Staff, Inspectors and other involved in the Project
M= Multiplier (1.5 to 2.5)
R = Reimbursable expenses
Direct Cost= AN+CN+TN
Fee = Direct Cost x M
Total Cost of Service charge to Client
= Fee + R
c. Professional Fee Plus Expenses
• It establishes a fixed sum over and above the reimbursement for the Architect’s
technical time and overhead.
d. Lump Sum or Fixed Fee
• This method may be applied to government projects since they entail more paperwork
and time-consuming efforts.
e. Per Diem, Honorarium Plus Reimbursable Expenses.
• In some cases, a Client may request an Architect to do work which will require his
personal time such as:
•
•
•
Attending project-related meetings, conferences or trips;
Conducting ocular inspection of possible project sites; and
Conferring with others regarding prospective investments or ventures and the like
• Paid on a Per diem and Honorarium basis + out-of-pocket expenses.
f. Mixed Methods of Compensation
• This SPP provides for more than one method of compensation on a project.
• Each project should be examined to determine the most appropriate and equitable
method of compensation
Limitation of Authority
• The Construction Supervision Group (CSG) shall not assume the responsibility
of the Contractor’s project superintendent
• The CSG shall not make decisions on matter that are the sole responsibility of
the AOR
Legal Responsibility
• The CSG is responsible to the Owner only for administrative matters
• Under Civil Code, the CSG may appear not to have any legal responsibility
• However, a Service Contract / Agreement between the CSG and the Owner
may stipulate certain professional responsibilities and civil liabilities of the CSG
Qualifications
Inspectors of the Construction Supervision Group must have the following:
• A Bachelor of Science in Architecture degree
• Extensive experience in design and building construction and must be very
knowledgeable in building materials and construction detailing
SPP Doc. 204 B – CONSTRUCTION MANAGEMENT SERVICES
• The Architect can serve as the Construction Manager (CM).
- His training in the coordination of various specialties allows him to supervise and
assure proper monitoring of all construction activities with regards to quality,
workmanship, and cost.
• The CM could either be:
- a member of the staff of the Owner
- an independent individual
- a firm hired by the owner
Tasks
✓ Coordination and Supervision
✓ Cost and Time Control
✓ Quality Control of Work
✓ Keeping of Records
Limitation of Authority
• The Architect as the CM shall not:
• Involve himself directly with the work of the Contractor
• Impose methods, systems or designs that will substantially affect then
construction schedule and impair the design concept of the Architect
Legal Responsibility
• The CM is directly responsible to the Owner on all aspects of construction work:
• Programming
• Coordination
• Quality and cost control
• Time management
• The CM assumes no liability in case equipment fail to function or if a portion of the
building collapses:
• Due to deficiencies in the plan / design
• Due to the deficiencies in the manner of construction
Qualifications
The CM may be an individual or a firm
• w/ managerial capabilities and extensive experience in the field of construction
SPP Doc. 205 – POST CONSTRUCTION SERVICES
• The Architect may be engaged as the Building Administrator and/or Property Manager
of a commercial, industrial, residential or institutional building, facility or complex.
• Building administration and management goes beyond maintenance and up keep
functions
• It requires the services of a multi-disciplinary professional who can perform a wide
range or functions
Scope of Services
1. Building and Facilities Administration
1.1 Building Maintenance
1.2 Grounds and Landscaping Supervision
1.3 Building Equipment Maintenance
1.4 Business Development and Management
Manner of Proving Services
The Architect may enter contract with the Owner in two possible ways:
1. As AOR and as Consulting Architect for post-construction services; or
2. As the Consulting Architect for post-construction services only
Method of Compensation
a. Percentage (%) of gross rentals, maintenance and security fees; and/or
b. Monthly salary / fee
SPP Doc. 206 – COMPREHENSIVE ARCHITECTURAL SERVICES
•
•
It is referring to the range of professional services that covers Pre-design
Services, Regular Design Services, Specialized Architectural Services,
Construction Services and Post-Construction Services.
The Architect is not expected to perform all the services, but to act as the agent
of the Client in producing and coordinating the necessary services required by a
project
Scope of Services – Comprehensive Architectural Services
1. Pre-Design Services (SPP 201)
a. Consultation
b. Pre-Feasibility Studies
c. Feasibility Studies
d. Site Selection and Analysis
e. Site Utilization and Land-Use Studies
f. Architectural Research
g. Architectural Programming
h. Space Planning
i. Space Management Studies
j. Value Management
k. Design Brief Preparation
l. Promotional Services
2. Regular Design Services (SPP 202)
a. Project Definition Phase
b. Schematic Design Phase
c. Design Development Phase
d. Contract Document Phase
e. Bidding or Negotiation Phase
f. Construction Phase
3. Specialized Architectural Services (SPP 203)
a. Architectural Interiors (AI)
b. Acoustic Design
c. Architectural Lighting Layout and Design
d. Site Development Planning (SDP)
e. Site and Physical Planning Services
f. Comprehensive Development Planning (CDP)
g. Historic and Cultural Heritage Conversation and Planning
h. Security Evaluation and Planning
i. Building Systems Design
j. Facilities Maintenance Support
k. Building Testing and Commissioning
j. Facilities Maintenance Support
k. Building Testing and Commissioning
l. Building Environmental Certification
m. Forensic Architecture
n. Building Appraisal
o. Structural Conceptualization
p. Preliminary Services
q. Contract Documentation and Review
r. Post-Design Services
s. Dispute Avoidance and Resolution
t. Architectural Research Methods
u. Special Building / Facility Planning and Design
v. Building Components
w. Management of Architectural Practices
4. Construction Services
a. Fulltime Supervision Services (SPP 204-A)
b. Construction Management Services (SPP 204-B)
5. Post-Construction Services (SPP 205)
a. Building and Facilities Administration
b. Post-Construction Evaluation
Project Management (PM)
•
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•
•
When the Owner hires an Architect or a firm to coordinate the whole range of
CAS, this constitutes PM.
PM involves management activities over and above the normal architectural and
engineering (A&E). The over-all objective is to have control over time, cost and
quality relative to the construction of a project.
PM complements the functions of the Architects, Engineers and Contractors in
meeting the broad and complex requirements of projects.
Whether individual or firm, operates as a member of an Owner-ArchitectEngineer-Contractor Team.
•
Each member of the team will have precedence in his own field of operations or
expertise.
o Architect
o Engineers
o Contractors
o Owner
o Project Manager
WHAT DO THEY CARE ABOUT?
✓
✓
✓
✓
✓
Building is technically sound
Building meets budget requirements
Project delivered on time
Project meets budget requirements
Providing great leadership
Scope of Services – Project Management (PM)
1. Pre-Construction Phase
- PM should conduct regular consultations with the Owner and with the Architects
and Engineers (for A&E) on all aspects of planning for the project.
2. Construction Phase
- If the PM also serves as the CM to oversee time, cost and quality control during
the construction of the project, he shall provide the services detailed under SPP
Docs 204-A and/or 204-B.
Manner of Proving Services – Comprehensive Architectural Services
1. The Architect assumes dual role of the PM and the CM, or effectively the overall
coordinator whose functions are outlined under this SPP.
2. He may expand his staff by hiring the experts needed, or he may form a team
consisting of professional such as but not limited to:
a. Architects
b. Engineers
c. Market Analysis
d. Accountants
e. General Contractors
f. Real Estate Consultants
g. Sociologists
h. Planners
i. Bankers
j. Lawyers
Manner of Proving Services – Project Management (PM)
•
•
If a PM is hired by the Owner, it may be the responsibility of the PM to either hire
the CM to be paid either by him or directly by the Owner on salary or based on
percentage of construction costs or to serve as the CM himself.
o Fulltime Supervisor can either be a staff member of the PM or hired
directly by the Owner.
In the team approach, each member of the team will have precedence in his own
field of operations or expertise.
PROJECT ORAGANIZATION CHART
Method of Compensation
a. Percentage (%) of Project Construction Cost
- RPF for PM is 2% to 5% of Project Construction Cost
b. Multiple of Direct Personnel Expense
c. Professional Fee plus Expense
d. Lump Sum or Fixed Fee
If the Architect as Project Manager performs Regular Design Services for the same
project, he is compensated separately for these services (SPP Doc. 202)
SPP Doc. 207– DESIGN – BUILD SERVICES
•
•
It simplifies and speeds up project delivery while providing creative cost- effective
solutions.
The Architect renders professional services in the implementation of his design.
✓
The Architect assumes the professional responsibility and civil liability for
both the design and the construction of the project.
Scope of Services – Design-Build Services
1. Design-Build Services by Administration
a. Project Definition Phase
b. Schematic Design Phase
c. Design Development Phase
d. Contract Document Phase
e. Construction Phase
- periodic inspection and assessment
Construction Phase - periodic inspection and assessment to include the following:
a. Preparation of schedule of work, program and estimates of materials, labor,
transportation, equipment and services as reference for the construction.
b. Organization and hiring of construction personnel, designation of duties and
compensations.
c. Negotiation and entering contract with piecework contractors and evaluation of
work accomplishments.
d. Procurement of materials, tools and equipment, licenses and permits
e. Authorizing and undertaking payment of accounts.
f. Keeping records and books of accounts
2. Design-Build Services with Guaranteed Maximum Project Construction Cost
▪The Architect provides the Owner a guaranteed maximum project construction cost for
the construction of the project.
▪The savings from the construction cost is divided equally between the Owner and the
Architect.
▪ The Architect shall be liable for the excess amount but only up to the amount of his
administration fee.
▪ Additional expenditures beyond the guaranteed maximum project construction costs,
or to other causes not attributable to the fault of the Architect, the additional costs shall
be borne by the Owner.
Manner of Proving Services
1. The Architect is part of or a member of the entity constructing his design. He
works in tandem with or has authorized an entity to construct his design.
2. The Architect is himself a State-licensed contractor implementing his design (or
that of others).
Method of Compensation
▪The manner of payment to the Architect follows the progress of construction.
▪ A revolving fund is given to the Architect beforehand and is accounted for and
subject to periodic auditing by the Client
▪ The Owner shall pay for all the cost of all permits, licenses and other incidentals to the
work.
▪ The Architect may appoint, subject to the Owner’s approval. Salaries of such persons
are paid by the Owner and not deductible from the Architect’s fee.
▪ The method of compensation may be modified using the relevant alternatives detailed
in SPP Doc. 202
SPP Doc. 208– ARCHITECTURAL DESIGN COMPETITION (ADC)
OWNER
- the persons or organization that undertakes or promotes an ADC with the primary
objective of obtaining excellence in design for a project or for a development concept
- The Owner issues the invitation to Architect to submit plans/designs in accordance
with a program and finances the ADC.
JURY
- the people appointed by the Owner to assess the entries to the competition.
- The members of the Jury are called Jurors.
- They are nominated by the Owner and approved by IAPOA, to represent and voice the
intention of the Owner.
PROFESSIONAL ADVISOR
- An Architect nominated by the Owner and approved by the IAPOA to organize the
ADC on behalf of the Owner.
TECHNICAL ADVISORS
- Specialist personnel who may be consulted by the Jurors during the conduct of the
ADC to permit them to obtain all necessary relevant information.
COMPETITION SECRETARIAT
- The body formed by the Owner and approved by the Professional Advisor, to assist
the Professional Adviser and the Jury in the administrative conduct of the ADC.
Classification of Architectural Design Competitions (ADCs)
a. Project ADCs for actual Project proposed for implementation
b. Ideas Competition or competition of ideas set as a design and planning exercise to
elucidate a problem
Copyright and Right of Ownership
• The Author of any plan / design shall retain the copyright of his work.
• The design awarded first prize can only be used by the Owner upon his
commissioning the Author to carry out the plan/design preparation for the project.
• The Owner’s right to use the ADC-generated plan/design covers one execution only.
SPP DOC. 209- ARCHITECTURAL CONSULTING SERVICES
The primary purpose of this SPP is to complement existing professional regulatory
laws governing the practice of State-regulated profession, specifically architecture
Definition of terms:
Professional Consulting Architect (PCA)
- Refers to any person, whether natural or juridical, duly licensed, registered
and/or duly accredited by the commission
- The one who possess the appropriate knowledge, skills, training and relevant
experiences
Professional Architectural Consulting
- Means the rendering by a professional consulting architect (PCA) or by a
consulting firm, or independent advice, extension of technical assistance and
services, as well as undertaking of activities, requiring appropriate knowledge,
skills, training and experience, recognized competence, integrity, and/ or
financial and logistical capability
Foreign Consultant
- Refers to an individual, not a citizen of the Philippines, who satisfies the
definition of a Professional Consulting (PCA)
Filipino Professional Consulting Architect (FPCA)
- Refers to a filipino citizen, a natural person who possesses the qualification of
a filipino professional consultant (FPC)
Scope of Professional Architectural Consulting Services (PACS)
1. Program/ project conceptualization and development
2. Rendering of technical advice, consultation and/ or counseling
3. Preparation of schematic/ concept-level through preliminary plans, drawings,
designs and technical specifications
4. Teaching, lecturing, coaching, mentoring
5. Research and development (R&D)
6. Documentation
7. Conduct of pre=investment/ pre-feasibility studies
8. Marketing and promotional studies
9. Land use and multi-sectoral development planning, development and
management
10. Site selection, analysis, evaluation, ranking and development
11. Construction
12. project/ construction management and/or administration
13. Post-construction evaluation
14. Monitoring and evaluation
15. Training, capability building and continuing professional education (CPE)
16. Capital investment programming
Qualification of professional consulting architects (PACS)
1. If a natural persons:
● Must be a citizen of the Philippines, duly registered and licensed
architect (RLA)
● A holder of a valid ID card
● A member in good standing of the IAPOA
2. If a juridical persons:
● A consulting firm: a partnership or corporation duly registered with SEC
or sole proprietorship
● Consulting firm must possess a valid commission certificate to operate
as registered architectural firm
3. Minimum years of active and relevant professional training and experience in
specialization as may be determined by the IAPOA and the PRBoA
4. IAPOA member in good standing
5. Has never been convicted of any criminal or administrative offenses
Manner of Proving Services
-directly or indirectly to the client
Compensation of PACS
a. Per diem or hourly basis
b. Retainer
c. Salary cost times a multiplier, plus direct cost or reimbursable expenses
d. fixed/ lump sum
e. Percentage of total project cost
SPP 201: Pre-design Services
SPP 202: Regular Design Services
SPP 203: Specialized Allied Services
SPP 204a: Full Time Construction Services
SPP 204b: Construction Management Services
SPP205: Post Construction Services
SPP 206: Comprehensive Architectural Services
SPP 207: Design-Build Services
SPP 208: Architectural Design Competition
SPP 209: Professional Architectural Consulting Services
SPP Doc. 203- SPECIALIZED ARCHITECTURAL SERVICES
● Time and technology have evolved to a level where this services are needed to
complete, complement, or supplement the necessary work for the totality of a
project
● Specialized Architectural Services deals with specific expertise for further
enhancement of the architectural interior and exterior components of a project
● Design services needed within and outside the building which fall under this
SPP, include but are not limited to the following:
○ Architectural Interiors
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Acoustic Design
Architectural Lighting and Design
Site Development Planning
Site & Physical Planning Services
Comprehensive Development Plan
Historical and Cultural Heritage Conservation & Planning
Security Evaluation and Planning
Building System Design
Facilities Maintenance Support
Building Testing and Commissioning
Building Environmental Certification
Forensic Architecture
Building Appraisal
Structural Conceptualization
Preliminary Services
Contract Documentation and Review
Post-design services
Disputes Avoidance and Resolution
Architectural Research Method
Special Building Facilities
Building Components
Management of Architectural Practice
● Consulting Architect (CA)- refer only to a RLA who may also a separately RLP
other than architecture
- May be the holder of a valid specialist certificate that may be issued by
the board and/or the commission, upon due qualification of accreditation
by the IAPOA
1. Architectural Interior (AI) Services
- Involves the detailed planning and design of the indoor/ enclosed
areas of any proposed building/ structure
- Depending on the complexity of the project, AI services must be
sufficiently experienced in the planning, design and detailed of AI
elements
Scope of services:
● Development concept through determining the size and
interrelationship of interior spaces, layouting out of furnitures,
movables, equipment, built-ins and fixtures
● To contribute to the physical, visual, intellectual and emotional
comforts of the intended end-users
Manner of Providing Services
● As an architect-of-record and as consulting architect for AI
services
● As an consulting architect for AI services only
Method of Compensation
● For projects involving extensive detailing of AI components, the
architect’s fee shall be a percentage of the cost of the AI work
● Payments:
○ 12-15% of cost
○ 5% as coordinator with ID
○ Preliminary 30%
○ Project Completion 20%
2. Acoustic Design Services
- For projects involving extensive detailing of AI components, the
Architect’s fee shall be a percentage of the cost of the AI work
- Payment:
○ 12-15% of cost
○ 5% as coordinator with ID
○ Preliminary 30%
Final 50%
Project Completion 20%
- Involves the detailed planning and design to control sound
transmission for comfortability with the architectural design
concept
- To build an environment that answers the acoustical demands of
varied activities within an enclosed space
Scope of Services:
● As a specialist for acoustic design, the architect
- Prepares the drawings and specification for acoustic
design and treatment, sound control and reinforcement,
sound absorption, reflectance, insulation, etc.
- Assist the owner/ client in bidding out the work or in
negotiation with a speciality contractor
- Checks and approves samples of materials and equipment
- Conducts final inspection of work and equipment
- Assist owner/ client in evaluating the amount due to the
sub-contractor
Manner of providing services
● As an architect-of-record and as consulting architect for acoustic
design services
● As an consulting architect for acoustic design services only’
Method of Compensation
● Shall depend on the complexity of the works to be undertaken
● Payments:
○ 10-15% cost
○ 5% as coordinator with consultant
○ Preliminary 30%
Final 50%
Project Completion 20%
3. Architectural Lighting Layout and Design’
- Involves the detailed planning and design light transmission,
timing and control for compatibility with the architectural design
concept
- To build an environment that answers the lighting demands of
varied activities within and outside a building
Scope of Services:
● As a specialist for lighting layout and design, the Architect:
- Prepares the drawings and specification for lighting
design, illumination, fixture placement, efficiency, energy
considerations, etc.
- Assists the owner/ client in bidding out the work or in
negotiation with a speciality sub-contractor
- Checks and approves sample of materials and equipment
- Conducts final inspection of work and citures
- Assist owner/ client in evaluating the amount due the subcontractor
Manner of Providing Services
● As an architect-of-record and as consulting architect for
architectural lighting and layout design services
● As an consulting architect for architectural lighting and layout
design services only
Method of Compensation
● Shall depend on the complexity of the works to be undertaken
4. Site Development Planning (SDP) services
- The architect is not merely concerned with the building/ structure
he creates but with the grounds and surrounding space as well
- Studies the existing environment in relation to the building.
Structure and consequently lays out the areas/ grounds
immediately surrounding the building/ structure
Scope of services
● Lays out the open spaces in and around the structure such that
they contribute to the totality of the project
○ Conceptualizes the entire site development plan (SDP)
including the generic scope of civil works and the general
scope of softscape and hardscape requirements
○ Conceptualizes the specifications for the needed civil
works and utility lines
○ Assists owner/ client in bidding out the work or negotiating
with landscape, waterscape, rock formation contractors,
etc.
Manner of providing services
● As an architect-of-record and as consulting architect for site
development planning services
● As an consulting architect for site development services only
Method of Compensation
● Shall depend on the estimated cost of the civil works and
landscaping works
● If the architect is certified and license as a separate RLP. and is
suitably experienced, the fee shall increase correspondingly,
depending on the magnitude and complexity of the work required
by the project
5. Site & physical planning (inc. Master development planning, subdivision
planning & urban design) services
- Refers to the orderly arrangement within a piece of land or
property on which vertical structures and horizontal development,
open spaces and activity spaces are to be proposed
- Study the human behavior and activities and must undertake an
in depth study of the host site’s different components
Scope of services
● The architect’s becomes the logical prime professional
responsible for directing team efforts to deal with the required
planning work
● Physical planning is concerned with the general quality of the
settings for people and their activities, buildings and other natural
and man-made phenomenon
● Environmental studies, feasibility studies, market analysis,
access/ movement systems, impact analysis and others
● When the architect is commissioned to do physical planning sites,
he/ she shall:
- Confers with the owner/ client on project requirements and
data
- Examine laws, ordinances, rules, and regulations affecting
the project
- Prepares framework and conceptual master development
plans
- Prepares preliminary up to detailed master development
plans
- Undertakes modifications, revisions and changes
- Prepares the finalized plans, reports and specifications
needed
- Prepares the phasing of the construction
- Prepares project cost estimate based on current cost
parameters
Manner
● As an architect-of-record and as consulting architect for site and
physical planning services
● As an consulting architect for site and physical planning services
only
6. Comprehensive Development Planning services
- Based on the concept of expanded physical planning services to
include other activities that necessary
- Concerned with the management and use of land as well as the
conservation, preservation and upgrading of the human
environment
Scope of Services
● Architect as an environmental planner may include the following
components:
○ Physical component
○ Economic component
○ Socio-cultural component
○ Transport component
○ Legal and administrative component
● Comprehensive Development Planning (CDP)- detailed study of
physical, social, economic and administrative components
● The consulting architect to do the CP shall performs the following:
○ Identifies existing land use, resources, social behavior and
interaction
○ Undertakes
environmental
analysis,
demographic
analysis, and feasibility studies
○ Examines existing laws, ordinances, political/ social
constrains
○ Prepares the conceptual development plans, policies, and
strategies
Manner of Providing Services
● As an architect-of-record and as consulting architect for
comprehensive development planning services
● As an consulting architect for comprehensive development
planning services only
Method of Compensation
● Shall be through man-months basis
7. Historic & heritage conservation & planning
- Research, assessment, recording, management, interpretation,
and conservation of historical heritage
8. Security Evaluation & planning
- Practice arranges and formulates methods of rating and
ascertaining the value of structures or facilities
9. Building Systems Design
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Practice engages in methods of producing building components
in a highly engineered, efficient and cost-effective manner,
particularly for residential and commercial applications
10. Facilities maintenance support
- Provides the owner/ client with means and measure to ensure the
proper function and maintenance of the building/ structure and
site after final inspection
11. Building testing & commissioning
- Recommends the systematic process of ensuring that a building/
structure’s array of systems is planned, designed, installed and
tested to perform according to the design intent and building
operational needs
12. Building Environment Certification
- To evaluate the environmental performance of a building and to
encourage market migration towards sustainable design
● The rating system for the evaluation must be:
○ Credit-based
○ Flexible
○ Consensus-based and market-driven
● The consulting architect must have much more than the basic/ sufficient
knowledge of:
○ Green architecture
○ environmental/ sustainable design
○ Governing environmental laws
○ Environmental investigation process and procedure under
international protocols
13. Forensic Architecture
- Scientific study on the built environment’s well-being, which
allows the architect to focus on the ways in which the building/
structure can best maintain itself and prolong its life in a costefficient manner
14. Building appraisal
- Defined as an act or process of estimating value
- Practice places value on the building/ structure condition and
defects, and on its repair and maintenance, including the required
improvements
15. Structural conceptualization
- Practice conceives, chooses and develops the types, disposition,
arrangement and proportioning of the structural elements of an
architectural work, giving due considerations to safety, costeffectiveness, functionality and aesthetics
16. Preliminary Services
- Have much more than the basic knowledge of site analysis, space
planning and management, architectural programming, and other
services under SPP Dos 201
17. Contract Documentation and Review services
- Have much more than the basic knowledge of specification
writing, estimation and quality survey, architectural production,
architectural software, architectural support services, and
contract document review
18. Post-design services (including construction services)
- Have much more than the basic knowledge of pre-construction,
construction, post-construction and the other services under SPP
docs 2014, 206, and 207
19. Dispute avoidance & resolution
- Have much more than the
basic knowledge of the
various modes of alternative
dispute
resolution
(construction
arbitration,
mediation and conciliation,
negotiation
of
contract
administration,
quality
surveys,
appraisals
and
adjustments
and
expert
testimony
20. Architectural research methods
- Have much more than the basic knowledge of research methods,
philippine architecture and its history, architectural materials and
finishes, building types and standards, architectural design
trends, architectural writing, and architectural photography
21. Special Building/ Facility Planning & Design
- Have much more than the basic knowledge of planning and
design processes required for housing developments,
recreational and tourism estates, health care and hospitality
facilities, transportation and telecommunications facilities,
business and industrial parks, economic zones and community
architecture and the like
22. Building Components
- Have much more than the basic knowledge of building materials
and finishes, construction methodologies, building envelopes
including cladding and roofings systems, architectural
fenestrations and architectural hardware, fixtures and fittings
23. Management of architectural practices
- Have much more than the basic knowledge of the types of
architectural office operations, architectural management,
accounting/ finance/ taxation/ audit, labor code, architectural
marketing and project development, proposals/ negotiations/
contracts, contract administration, file management and
limitations of BPO’s and knowledge process outsourcing
operations
General Notes:
Method of Compensation for Specialized Architectural Service
- Shall be through man-months and multiplied by a factor to cover other direct
and indirect costs; or
- Any applicable mode of determination of the architect’s fee as stated in Doc.
201. 202 and the Architect’s Guidelines
OFFICE ORGANIZATION
Completion of registration as an architect seems to inspire the new architect
into considering a practice of his own. In many cases he may have been employed by
a firm for several years, and while having been periodically promoted, may not entirely
be satisfied with the prospects of his future. He may have been offered a commission
to do a project on a "moonlighting" basis or the office in which he works may have
passed along a small project which they could not handle for some reason. Probably
everyone dreams of someday being "the boss" and young architects are no exception.
In addition, the actual cash or equipment required to start an office for the practice of
architecture or engineering is quite minimal.
For young people, the starting of an office should not be too difficult, considering
the possible workload that may be available. The young architect has, by this time,
been an employee of a larger firm and should been able to observe quite a bit of the
requirements.
He should be familiar with most of the operations necessary for the production
of contract documents. He may not be too familiar with the business end, the cash
flow, or the process of finding clients. One of the biggest surprises may be the number
of hours that are worked per week. As an employee he probably worked a standard
40-hour week and had vacation or sick- time leave. With a beginning practice, and
perhaps for quite a while after starting, the 40-hour week will be a forfeited pleasure,
and the new architect will work days, nights, and weekends to keep his office open.
EXPERIENCE OR NOT
General experience may be difficult to come by in the larger office, but any
experience is better than none at all. Fortunately, the two years required between
college graduation and possible registration allows for the gain of much experience.
Some people will have been project architects in the larger offices and will have
actually run jobs from client contacts and conferences, handling the design,
supervising the preparation of contract documents, and all of the details of
construction. Others may not have been so fortunate in having a varied background,
but may have been excellent in one of perhaps two phases of the complete process.
Too often this is just not enough.
Quite often also, two people, working side by side or in different offices, decide
to start together. If both these individuals have the same expertise or specialty the joint
arrangement is almost predoomed to failure unless one or the other changes. A union
of two designers quite often results in both wanting to design but neither "keeping the
store open" by handling the business or production end. The same situation may result
when the expertise or experience is in some other area of the business. Perhaps the
best preparation for successful office where employees customarily are continually
exposed to most all phases of the business. By this exposure they may develop a
special interest or ability which could be most helpful.
In a good many cases the person with limited experience is restless enough to
try his own office, but after a few months or years find that the business 'end is not for
him and returns to working for someone else. Others may team up with someone else
to handle the portion of the work that they don't like or can't do. Perhaps one of the
best activities in which the budding architect can engage is a quick course in business
methods at a local college, if they have not previously had that opportunity. Despite
the feeling that architecture is an art, it also is a business and must show a profit if the
architect expects to continue a practice. 254
FIVE PRIMARY TYPES OF OFFICE ORGANIZATION
1.
SINGLE PROPRIETOR
The individual owner or single proprietorship type of operation is still alive and
going well in many cases. The Primary advantage, of course, is that the proprietor is
his own boss and can accept or reject any clients as he feels inclined. This may be
good or bad. If there are enough clients with the right kind of projects, the new firm
should not have much trouble. However, if the proprietor is a little particular about the
type of work he does, and there isn't enough of that available, the going may be a bit
more difficult. There is a con- siderable satisfaction in doing only the interesting and
challenging projects, but many young offices find that some compromise is usually
necessary.
The disadvantages seem to outweigh the advantages. While the architect may
be a good designer and like to do this part of the total work, someone must be out
finding more work to keep the office alive. The same is of course true of all other
phases of the project. Finances to operate the offices are available through only one
source - the owner. When the architect is out of the office, too often the office is closed,
with the possibility of missing important telephone calls manufacturer's
representatives, or prospective clients. A small office usually does small work-perhaps
better quality, but nonetheless small in size or peso value. If draftsmen are employed,
there is always the problem of keeping them busy if projects are not available, and the
additional lack of ability to do all phases of the project may cause some problems.
Smaller offices seem to employ less experienced draftsmen, probably because salary
outlay is lower, so the draftsmen may not be as thoroughly trained or able to make
decisions without approval from the "boss". And certainly, if any trouble arises on a
project or a court decision is given against the office, the single pro- prietor is the one
who assumes the entire load-perhaps to bankruptcy.
For those who like to have the entire responsibility, and can handle the financial
and other aspects that go with it, single proprietorship is certainly rewarding. There is
a pride in being able to feel that you, and you alone, operate a successful business
doing quality work. There is also a responsibility to any employees to keep them
happily employed and of course to the architect's family. The latter can be a major
problems since many more hours, nights, and weekends will be used in finding work
and processing it properly. Until a single-proprietor office really develops, there is
usually a minimal chance that multi-million pesos projects will be offered, due strictly
to office size, but as the office continues to grow this deterrent may be gradually
eliminated.
The principal disadvantage of the small office is the simple fact that the office
is small. Work that requires more facilities than are available in this size office may go
elsewhere simply because of this fact. One method that may be used is, of course, to
increase the office force as occasion warrants. This means violent changes in
operation and additional paper work. Joint-ventures with other offices may also be the
answer, but limit the freedom experienced by the single proprietor. The fact that an
office is led by a single proprietor also does not necessarily mean that it has to be
small. Quite a few large offices started as a small single-owner operations, but grew
by good management and still maintained the single-owner status by employing the
expertise necessary.
2.
THE PARTNERSHIP
This form of office organization may be considered in two major styles: two or
more equal active partners, or a senior or a junior partner. Each condition may also
involve associates. Partnerships exist where all partners are registered architects,
where partners are architect or engineers, or even where only one person is a
registered architect but other partners are contractors, lawyers, or good businessman
in related fields. Which is best depends greatly upon the qualifications, financial status,
capabilities and interest of those concerned.
The most obvious advantage of a partnership is the fact that more than one
practitioner means more cash-backing more actual hands or bodies to do the work,
more minds to think out the problems, and more client contacts that may be made. In
a well-developed partnership, the various phases of the work are as equally divided
as is possible, each responsible of the portion delegated to him. The partners may be
equal by virtue of equal investments in the business, or may be unequal due to unequal
investment. Regardless of the amount of investment, unless special responsibility is
agreed upon, all partners are responsible for the debts of the partnership, and a
contractual agreement by one partner binds all partners. Certainly without a good
agreement or confidence in partners, it might be an undesirable situation at times.
In a good working partnership someone needs to be the business-getter, the
"front-man" someone to handle the cash flow and general business phases. Different
persons need the ability to design, and to supervise the production work and field
construction. Each partner could belong to a different club or service organization in
order to have diverse contacts for possible business and probably should live in a
different suburban area for the same reason. These things may require some
adjustment but probably will benefit the partnership in the end.
Now let's take a look at the possibilities of senior-junior partnership. This type
of arrangement usually starts when an older, established architect begins to feel that
he is working too hard, that he has a bright energetic employee, or that he would like
to retire in a few years. Most often the younger partner is a long-time office employee
who supposedly knows the operation of the office, complements the architect's
abilities, and is "itchy" to be on his own. The senior partner is the one with the
investment. Agreement regarding returns may be varied, but the senior partner will
retain control. If the idea is to provide for ultimate retirement of the older partner, there
may be a gradual increase in percentage for the younger partner with a corresponding
decrease in the percentage for the one, until, at ultimate retirement, the office belongs
to the younger. This may take a considerable period of time of course. While this is
often an arrangement between only two men, there is no reason that more than one
junior partner cannot be included.
So partnership sounds better than most single proprietorships. The advantages
are that, when properly constituted, the partners expertise complements each of the
others. The financial base may be more broad and in greater depth as each partner
has some money. The partners will probably live in different client contacts. And what
more partners to share the required work necessary for best operation, the amount of
extra work time, beyond a normal week, may be shortened. The primary disadvantage
is that partners may not agree about business after an initial period of "togetherness."
The one who attends meetings, play golf, has client oriented lunches, may be
considered by the others as having too enjoyable a time. Unless strict control over
contract signatures and cash flow is maintained, it is possible that unwelcome work
situations may result. Several partners may want to work on design with no one
interested in production documents or contract administration.
In the senior junior partnership, the older partner may be very set in this
methods, design criteria, or type of projects. He may not be interested in change and,
since he has majority control, may not agree with his junior partner. A major
disadvantage if full partnership is that each partner is professionally and financially
responsible for any or all business actions of other partners.
3.
ASSOCIATES
The term associates may mean something or relatively nothing. When younger
employees reach an advanced stage of value to the office, they may consider their
own office. They may have skills to replace and not really want to leave. They may
simply want recognition. Enter the associate status, name on the door and letterhead,
with no change in financial situation, or office responsibility may be the answer. If this
arrangement continued, an additional raise in pay or a part of the profits may result. In
larger firms there may be quite as many associates as numbers of partners.
Associates firm members expect to ultimately become partners and usually do or they
use that status symbol to negotiate for a better situation elsewhere. Generally
speaking, however, the office gets the better of the deal as the associate feels a
greater responsibility since he is now a part of management and perhaps someday
may become a partner. As a result he often takes on additional responsibility and
works more diligently. It's not really bad for the employee either since it inflates his ego
and indicates to the public that his firm considers him a cut above some others in the
office by such recognition. Some firms avoid the word associate but create directors
of this or that, which usually amounts to the same as associate.
4.
THE CORPORATION
In many cities a corporation may be formed by architects. Simply explained, the
corporation is a theoretical employer organization and all members (stockholders) are
employees with financial responsibility limited by the amount of their investment. When
a partnership becomes so large or unwieldy that efficient operation becomes difficult,
the partners may decide that a corporation type office with its benefits, would be very
interesting. A corporation is formed by obtaining approval of articles of incorporation,
a charter from the city, establishing a board of directors, and electing a slate of
controlling officers. A stock issue is provided and may be common stock or preferred
stock, the latter having priority or preference when dividends are declared. Stock may
have an initial par value or no value and the investors either buy shares, or acquire
them by their monetary interest in the of- fice. This cash inflow provides the starting
finances for the corporation. The board of directors and elected officers are
responsible for the efficient operation of the corporation and all persons work for the
corporation as employees and receives a salary, plus stock dividends, plus a bonus,
if profits are more than those expected. Market value of stock fluctuates up or down
from issue price depending upon amount of dividend or other indications of profitable
operation and may or may not be indicated in stock market quotations.
Financial and size advantages are more rather obvious. With a greater number
of stockholders there is more money with which to work. As a large organization, it is
possible to have more employees and more or bigger work. Diversification of skills or
abilities is also more possible. Departmentalization may also result, again bringing
larger and more varied types of projects.
Proper business methods may bring a good return on any investment. All of this
larger work, larger office, and less personal in-office contact may lead to a feeling of
"factory workers and stifled ambitious younger people. With a larger group of principals
it generally works out that individuals develop considerable personal skills in a
particular area rather than improving over the entire field, and while some people do
not object to a human boss they do not like to be supervised by a corporation.
Bigness as related to a corporation, has its advantage and its disadvantage.
From the standpoint of the client, the large corporate office generally has the
advantage of being able to provide expert knowledge in a number of fields, a client
wishing to build a special manufacturing plant probably will have better results with a
large office with specialized interests, and most such offices are organized a
corporations. From the standpoint of the employee, exposure in a large corporate
office will give him a much different feel for projects than is generally possible in a
smaller office. This may be good or bad depending upon the individual. A by-product
of a large corporate office may be the better understanding of business as it relates to
the design professions. 257
5.
JOINT-VENTURES AND OTHERS
Regardless of the basic structure of a professional office, there are times when
it may become expedient to combine offices or reorganize to better advantage. When
several small offices feel that it may be advantageous to combine forces they may
joint-venture the same as many other groups. This usually results in a form of
partnership since each office functions as an individual, so joint-venture is to continue
for a rather extended period of time, a corporation agreement may be best for the
participants.
Sooner or later most architectural offices consider inclusion of full services
(structural, mechanical, and electrical) within their organization. Depending upon the
amount or work in these specialized fields, this may be an advantage, but in many
cases the amount of architectural work is far greater than the engineering work. This
immediately poses the question of separate but interlocked offices, one for
architecture, and another for engineering. In most of such cases the corporation form
or limited partnership is more desirable.
The developer has appeared on the construction scene in the past few years.
This is usually a corporation-type organization or a conglomerate of several
corporations. Unlike the architectural office or that of the consulting engineer, the
developer office includes real estate purchase (and possible resale of raw land),
development of plans, construction of buildings, roads, and other facilities, sales, and
perhaps management. Any one of these activities could "go sour", even with the most
expert advice, so participants need to protect themselves as well as the interlocked
activities.
When we consider formation of an architectural office we normally consider only
registered architects. There are many other combinations that may be considered,
however, present day development and construction practices indicate the serious
con- sideration should be given to association in one form or another with contractors,
land developers, or others in near-related fields. The old taboo on architects also
operating as contractors for the same client has been removed. Assistance in
profitable development of vacant land or urban reconstruction is also a possibility.
Project management in cooperation with other businessman is an area of
increasing interest. Most city laws relating to use of the title "Architect", in any of these
associations require that a clear indication be made as to exactly who is the architect.
Where architect-engineer combinations are arranged, each professional must usually
sign or take responsibility for the entire project. Each type of arrangement should be
carefully investigated before starting a new office and the one which seems to present
the most advantages and fewest disadvantages considered.
OFFICE LOCATION
One of the first questions that arises in starting any type of business is the one
of location. This is as true for the prospective A/E office as any other. There are a
number of major issues that influence the consideration of locations; some that are
made or controlled by the proprietor, and some that are by-product of the society in
which we live and work. In this chapter we will con- sider the major reasons involved
but since every case, and every location has advantages or disadvantages the owner
must evaluate them himself. What will be acceptable or satisfactory in one case, may
not be in another. Size of the office, type of work done, convenience of access,
parking, services, as well as rent and utility costs, all contribute to consideration of any
location.
1.
BEFORE
Most every architect or engineer, ready to open his own office has work in another
office before feeling the urge to be on his own. While working in that other office he
must also have had some feeling in regard to the location, its availability to clients,
proximity to supply sources, parking facilities, cost per square meter of space,
utilization, and many other factors. A great many times actual cost information may
not be available, but physical size, parking, and other conditions directly related to
personal employment may provide some ideas. In addition, the budding architect
probably has visited other offices on one occasion or another and can mentally note
items that he thinks are advantageous or disadvantageous. He undoubtedly knows
other people in other offices and obtains some "feed- back" when they discuss a new
feature in their offices or "gripe" about some conditions that they feel, could be
battered. Every draftsman has his own ideas of the relationship between his drafting
table and layout space, amount of drawer or shelf space desired, lighting conditions,
convenience of various office services, and the desirability of conference rooms,
library, print room, and clerical area. These bits and pieces of stored information plus
good common senses will go a long way in helping the new architects to select a good
location.
2.
THE "AT HOME" OFFICE
Before we consider the separate office, perhaps just a few words in regard to
the at home office may be in order. Many young architects "moonlight" after office
hours, using a space room as an office. This may be a temporary expendiency to make
a little extra money, but as a starting point for a full-blown business it is not very good.
First, the dwelling is a residence used to bring up a family, with all of the children, the
TV, the telephone ringing, cooking. Those distractions are not conducive to
architectural thinking or creative work. Very few manufacturer's representatives will
call at a residential address, so probably the architect will not be able to build up a
library or perhaps even know the representatives. There may be some clients who will
not object to coming to the "office" in the rear bedroom at a residence, but a great
many more will probably not be enthusiastic about it. And even if all of these reasons
may not be sufficient, city regulations and business license rules may prevent this type
of operation. Judgment of appropriate costs is also a big factor in the home office.
Telephone companies questions the use of a residential phone indicated as a
business phone and the rates for use are considerably different. The Internal Revenue
Service may make some embarrassing inquiries about rent, utilities, and other items
charged off a residence as business. Most residences are not on main streets or may
not be a neighborhood easy to find, so additional searching for addresses may be an
inconvenience. All-in-all, the residential or "at home office is not the best solution and
may tend to create a negative feeling that a separate office does not.
3.
SPACE REQUIREMENTS
If we can then consider other arrangement than the family residence, we first
should try to determine the floor space desirably. Rented areas will have a direct
relationship upon the number of people that are expected to occupy it. Depending
upon the physical arrangement of the drafting table and layout board, the average
space is two by three meters: six square meters. Additional space for circulation,
conference, storage, and other desirable areas brings this up to approximately 15
square meters per person. A recent survey indicated that about one-half the total floor
area is devoted to administration: about 20% to production, 12% to storage, and 10%
to service. With a minimum-sized office these figure do not mean much, however, a
55 to 60 square meters are minimum for a one- man office and about 100 square
meters for the average office of seven or eight persons. The area requirements may
vary but their functions may be divided into the following groups:
Administration
Reception area and waiting room.
Principal's office
Conference room. (Room for at least a six-person conference)
Secretarial space, bookkeeping.
Production Area
Drafting space, project managers
Office space for specifications, engineers.
Model making space (Optional)
Library and sample room.
Estimating (Optional)
Storage area.
Dead project storage.
Correspondence storage.
Vault (Optional)
Service.
Toilet area.
Janitor
Staff lounge (Optional)
Items followed by (Optional) may not be needed in the smaller office or may be
in combination with other spaces. In the larger offices, separation office accomplishes
the division by simply defining the areas in a great many cases.
Careful consideration in regard to noise and traffic is essential. Clerical work
sets up a chatter from typewriters; reproduction equipment is often noisy but doesn't
generate a uniform background sound; telephones and related conversations are
distracting; and the simple passage of people causes an undesirable pause in the
work schedule. Certain background sound may be desirable, however. Radio or piped
music, playing at low volume and without news breaks, tends to aid in working
pleasures. Even steady outside. traffic noises are not distracting. In trying to layout the
office, however, it may be necessary to fully consider separation of noise sources in
order to have best operation.
Another item that may want to be considered when planning for required space
is the attitude toward the client. Some offices have no objection to the client wandering
into the production drafting area ''to see what you're doing on my project. This could
be an embarrassment if the production crew is not working on the particular client's
work and usually disrupts the draftsman's train of concentration. Physical space may
be such that the addition of the client's body prevents desired circulation or interferes
with other draftsmen. A majority of offices prefer that the client does not circulate in
the drafting room but instead all reviews of documents are made in an office or
conference room.
4.
YOUR OFFICE
One of the most influential public relations devices that an architect can have
is an office that reflects his interest and feeling toward certain types of architecture or
materials. Clients form an opinion of the ability of the architect from his surroundings
and often even select an idea due to those office and quite often this is achieved by
his arrangement and decoration of it. Employees also react to this. A warm
atmosphere that reflects the interest in a project. In most cases the architect will have
generated a particular channel or design concept that he likes, and this should be a
major factor in selection of new office location.
5.
THE CITY LOCATION
Location in a downtown area has a number of advantages for a new office, as
well as a number of disadvantages that should also be considered. If the past
employment has been in a city location, a natural tendency may be to consider a
downtown location as being the best for the new office. Some idea of available space
and cost may be available from the old office. At any rate, the square meter cost will,
in all probability, be higher than in most other areas. Another readily apparent
consideration will be availability and cost of parking, both for office personnel and
clients. Does parking space come with the office lease covered, or an open lot? All of
these questions need good answers to be used to advantage. How about proximity for
supplies? Are suppliers and blueprinting firms near? And of course there is the
question of the client. If the new office expects to be doing a great of residential work
perhaps city location will not be so advantageous to clients as one located out of the
business district. On the other hand, many industrial and commercial clients will have
their office in business districts. With some types of clients the office location will not
matter, since the architect will go to them for conferences and discussions.
There is a certain amount of prestige connected with a downtown office, also.
People who have offices in the central business district are expected to somehow have
better offices, better knowledge, better employees, better projects, and to do a better
job overall. Mere location cannot and does not provide automatic skill, but the location
may provide better clients. Larger offices tend to have larger projects, which in turn
attracts better employees and probably better expertise in many areas. These
accumulated factors do not in themselves make a better office but location just may
be a help.
6.
THE SUBURBAN LOCATION
A suburban location doesn't mean that the office is "out in the sticks." It is true
that it isn't downtown but most cities have shopping centers or neighborhood business
districts that may be very suitable for location of an architectural office, so let's consider
a few reasons for such a move. To do this, perhaps we can parallel some of the
reasons for a city location. In a neighborhood business district, there are often fairsized office buildings as well as many smaller one. Due to the location away from the
central business district, rental rates are generally lower and there are more spaces
available. There may also be a better selection of related business tenants such as
contractors, real estate offices, engineers, or others who may be of some assistance.
And the fact that the location is away from the crowded areas also means that more,
and perhaps less expensive, parking will also be available. Quite often this parking is
very convenient and at no additional cost to office personnel or clients. Suburban
business districts usually have stores able to pro- vide office supplies and if a blueprinting firm is not in the immediate area, they may often have delivery service.
As far as the client is concerned, a great deal depends upon the type of
business expected. A Suburban location may relate better to residential work and
clients may be less reluctant to come into a less busy area. It office client-prospects
are not close by, or if they are of the type where the architect meets them in their own
offices, the location of the architects' office is of little consequence. In an earlier
paragraph, reference was made to related-business tenants in the same building. In a
good many cases clients of real-estate firms may be referred to architects by them.
This also holds true for contractors, engineers, and others. An additional advantage
may be that the office may be nearer the architect's home and that of his employees,
thereby shortening driving time and freeway traffic.
Office prestige may also be achieved in this type of location but perhaps by a
different route. Smaller or separated office buildings provide an opportunity to redesign
some structures to more advantageously display the office ability. In many areas there
are vacant lots upon which an office may be built. Also in some areas, the gradual
changeover from residential houses that may be remodeled into interesting office
space. In these cases, the public may have the opportunity to judge the ability and
evaluate prestige by the exterior appearance of the office. Many interesting projects
may come to the suburban office that the big downtown office doesn't even hear about
or isn't organize to handle properly. Personnel may be a little different because in many
cases the employees are more interested in "doing everything" in a smaller office.
7.
THE SMALL TOWN OFFICE
With all of the crowing, higher costs, ecological problems, and inconveniences
of the city, a great many people, including architects, are leaving the urban sprawl for
the smaller towns. Such move may change the entire picture. Office space may again
be more reasonable, but may also be less available, particularly space that reflects
previous architecture. If the architect is fairly confident of success in his move he may
want to design and build perhaps even with a rental space or two. Such action would
allow him to demonstrate his design concepts and show the people what can he do.
His residence will also be nearer the office. Parking nearby is usually readily available
and at low cost or perhaps free. Supplies may be a bit of a problem, particularly
reproduction work so some additional expense for duplicating equipment may be
necessary and supply may have to be ordered in larger quantities.
An entirely different approach for clients may be developed. A move to a smaller
town most often means that any earlier contacts probably are lost. Local clientele will
develop as the architect takes part in the community activities, and demonstrate his
ability in the design of his own office or building. Practice may include considerable
work of a residential nature, some commercial work of smaller size, a bit of
governmental work, and con- siderable promotional work. This promotional work
includes reworking of run-down areas, new or remodeling work, retail stores, and
occasional school bond-determined work. Chances to be selected for the multi-million
dollar new industrial plant will be very remote as this work will go to the city firm nearest
the industrial owner. All of this change may have a nonapparent factor in reducing
tension, providing a more relaxed work atmosphere, and a smaller office staff. After a
session in a big office such change may be very desirable.
8.
THE RURAL OFFICE
The strictly rural location is really not very practical for a full-time architectural
office, and even less so far a consulting engineer's office. Office spaces as such may
be nonexistent, so remodeled barns or addition to residences may be the answer.
Again such design and construction may be regarded as a demonstration of ability.
Parking will usually be plentiful and free. Supplies must be carefully purchased in
quantity, and duplicating equipment must be a part of office furnishings. In general,
the work coming into the office will be small and probably infrequent. A few locations
may provide desirable work in cooperation with large land development, but the strictly
rural office must be considered as a part-time operation in most cases.
9.
COMPARISON
Now that we have investigated the various general areas in which an office may
be focated, let us look at a closer comparison of them. The ratings may differ in
different parts of the country, but the general idea will remain about the same. From a
casual review of the accompanying chart, it would seem that the city office has all of
the advan- tages. For the large office. 262
Space available
Rental Cost
Parking
Transportation
City
Good
High
Good
Good
Suburban
Good
Medium
Good
Fair
Small Town
Fair
Low
Fair
Strictly Local
Rural
Poor
Very Low
---None
Mfg. reps.
Supplies
Duplicating service
Residential clients
Indust./Comm. Clients
Governmental clients
Good
Good
Good
Poor
Good
Good
Good
Good
Fair
Fair
Fair
Fair
Fair
Fair
Poor
Fair
Poor
Poor
Poor
Poor
None
Fair
Very Poor
Very Poor
This certainly is true, but for the beginning smaller office the suburban-type
location may be more desirable. Again the individual preference for surroundings must
be considered when the office personnel is limited to two or three or even a one-man
office. In these cases some very successful operations are carried on in small town
situations and even a few in rural areas.
10.
PERSONAL PREFERENCE
Despite any comparison of locations or other considerations, the location of an
office depends a great deal upon the individual. Each person has some feeling toward
the type or work he would like to do and this in turn influences location. After working
in a city office, many young architects want to get away from the hustle and bustle
when they get on their own. This means that they will migrate to the suburbs or smaller
towns. On the other hand, some people like the feeling of being in the mainstream of
city business or have some initial project which is best processed in a downtown
location. A similar preference seems to be a prevalent in suburban and small-town
offices. People who have put in an in- ternship in office in these locations often have
done so to avoid the rigors of the city, and have a tendency to try to continue in a
similar area. As in most everything else, there is no stock answer best locations.
11.
THE OTHER CITY
Up to now we have only considered relocation in a definite area in which the
architect may have already been working, but what about new city? Occasionally the
old location, city- wise, may not seem to present the best opportunities for a new office.
This i a big step since, in most cases, it means practically starting over. The architect
loses all previous contacts, both with prospective clients and with contractors,
suppliers and even manufacturers' representatives. A good review of construction
starts, possible future pro- jects, the existing competition or any new offices, supply of
qualified personnel, and many other things, including additional finance arrangements,
needs to be made.
A leisurely survey of the proposed new area should be made and if possible
congenial contacts formed with some of the firms operating in the area. Another
important factor may be search for proper housing, markets, schools, and other living
facilities. Supply, or lack of such facilities, may indicate some prospective clients
overlooked by the local firms who have taken existing conditions in stride without
thinking about them. In any case, change to another city is a major step and should
be thoroughly considered in all of its aspects.
12.
YOUR OWN BUILDING
Perhaps not strictly a location, but certainly closely related to location and
definitely influenced by location, is the question of the A/E's own building. Sooner or
later the question of rent, lease, or ownership arise and the A/E must determine in
which he is most interested for the present as well as the future. If the general location
is right, the next question is to buy and remodel an existing building, or to design and
build a new building from scratch. Existing buildings may not be properly arranged for
the use intended, and may require considerable time and money to rearrange. They
may be obsolete also in regard to code requirements for plumbing and electrical
fixtures, or may be structurally unsound. Remodeling work on old houses can be risky
but if a good results, it can also be one of the best advertisements or public relations
items possible.
A new building is really a challenge. The A/E is not only designing a project
which must be within the budget but must function 100% for its intended operation and
must be esthetically pleasing to the public. The shape, material, and appearance of
the city will generally indicate some favoritism by the A/E in one way or another. If this
appearance is pleasing to the general public, it is likely that business may be a bit
easier to obtain. If the building is outstanding either as a great building or as a
monstrosity, the public will also know about it and will have varied opinions. In a
number of cases an A/E may determine to build his own office, plus rental space, to
help carry the load. Under these circumstances, it is probably a good ideas to plan for
related organizations such as realtors, insurance or engineering firms, and to keep in
mind the possibility of future expansion. Your own building is a major investment and
a visible advertisement that should be carefully considered from all angles.
OFFICE PERSONNEL
Large office have some of the same problems regarding the personnel required.
Each must have a leader or manager, and a number of others to produce the work.
Not all offices have the same titles for their employees, and not all with the same titles
have the same job. A great deal depends upon the size of the office which in turn
depends upon the clientele of the office. In the next few pages let us consider the
position, education required, responsibilities, and relative remuneration, for the several
possible positions. Positions are not necessarily listed in the order of importance in an
office as we shall see later.
As an example, we must consider the positions in an office of perhaps twentyfive persons. In the smaller office many of the positions may be combined or
nonexistent. In the very large offices there may be a number of persons with the same
titles and the same responsibilities. From a salary position the Architect is, or at least
should be, the top of the pile. The project manager, specifications writer, chief
designer, and contract administrator are next in line with approximately the same
salary expectations. The titles of other positions, plus the chart in this chapter, indicate
the relationship of the remainder.
1.
THE ARCHITECT - ENGINEER
The architect-engineer is usually the boss. He is normally college educated in
the field of architecture and registered by examination in the country in which his office
does business. He has at least four or five years experience in other offices, and may
have been in his own office for many years. He has the ability to meet and talk to
clients as well as others in the community, and probably belongs to one or more clubs,
primarily for possible client contacts. Despite the fact that he is essentially a
businessman, he knows his profession and can probably "double" in any position in
the office.
Although most of the principals in an office have had a formal education in their
particular field, there still seem to be quite a few whose formal education may have
been in a related field. A number of architects have education in planning, construction
management, industrial science, and a few in chemistry or other sciences. The same
is true of engineers. There are also quite a few "mustangs", people who have little
formal education but years of experience, who have taken and passed the registration
examination. Additionally, some have multiple degrees in design, business
administration, and an increasing number have law degrees. While the architectural
or engineering graduate usually starts out in his chosen field, it is certainly an
advantage to have additional education or experience in a business field when the
principal becomes involved in the management or administration of an office.
In partnerships or corporations organizations, there may be many combinations
or expertise included in the abilities of the principals. Not all architects are good
designers or good production people. In these situation it may be very advisable to
have persons in charge of design, production or field work, as well as business or
office management. What is interesting and challenging to one person may not have
the same appeal for another, and a good combination may spell the success of the
office. The actual arrangement of duties also other office personnel to know who is the
boss in certain areas and this is particularly important for smooth office operation.
2.
PROJECT MANAGER
A person with experience in all aspects of architecture and engineering and
project management, the project manager may be registered as an architect or
engineer, or it may be simply a title, to forestall any question of registration. Experience
is relative, but would probably be in the area of five to twenty years in various positions.
He manages the total project, and typical responsibilities normally include: obtaining
and analyzing client requirements, establishing concepts for structural, mechanical
and electrical systems, developing design concepts, checking project development
against budgeted time, representing the client at public hearings and/or governmental
agencies, and the general supervision of progress of the entire project. He may be a
partner or associate in the firm.
In a larger offices, the project manager handles almost all of the phases of a
project after the owner-architect contract is signed. In most cases the project manager,
then, is the leader of a team composed of design, production, and field personnel and
directs all consultants who may be needed. In some cases the project manager may
even "sit-in" on these contract negotiations. Under his supervision the schematics are
prepared, preliminary documents and design concepts are produced, and, after client
approvals, all of the construction documents (drawings, cost estimates, and
specifications) are provided. Also under his general supervision, the bidding procedure
is carried out and all of the field observation. A possible ego-building item is the fact
that, in addition to the office name, the name of the project manager is often also
prominently displayed on job signs and in project promotion items in newspapers or
magazines.
3.
JOB CAPTAIN
The job captain may or may not exist in many offices. In the smaller offices this
position may roughly correspond to that of project manager while in larger offices he
is an assistant to the project manager. As an assistant to the project manager, the
duties of the job captain are primarily concerned with the production of the working
drawings. While the project manager handles the general affairs to a project, the job
captains plans the sheet arrangement, assigns the various forms of drafting to the
crew, helps coordination with consultants, and compiles notes and other information
for the specifications department. In some offices he may be termed a chief draftsman
although his position is more than. that of a lead draftsman. As with many others in an
A/E office, the education of the job captain may be formal or based upon years of
experience and he may or may not be registered.
4.
SENIOR DRAFTSMAN
A person with substantial knowledge and experience or in younger men, a
college graduate, may be a senior draftsman, but older men may be from the school
of hard knocks." Usually this person has at least eight to ten years experience. Major
responsibility for him is in coordinating details and dimensions: checking working
drawings for omissions or conflicts prior to bid time; checking for code compliance;
controlling design continuity in detailing; and in smaller offices he does major drafting
such as floor plans and elevations.
In architectural offices this person is fully capable of interpreting any sketches
from the design department completely through the finished drawing stage. The
designer seldom sketches all door or window details, roof flashings, railing details, and
similar parts. The senior draftsman is able to select proper details or draw them from
experience. In a similar manner, the senior draftsman in an engineering office should
be capable of also detailing structure; connections, piping layouts, electrical circuits,
and other required details. With proper experience many senior draftsman in
architectural offices are also capable of doing a limited amount of engineering drafting
from rough sketches by the engineer. His experience also makes him a good advisor
and supervisor for less qualified or younger draftsmen in the crew.
5.
INTERMEDIATE DRAFTSMEN
Education for an intermediate draftsman probably includes graduation from a
college of architecture or engineering plus three to five years of progressive
experience. If not already registered this employee may be nearly ready for the final
examination for registration. With less experience than the senior draftsmen, the
intermediate draftsman prepares working drawings, coordinates details with plans or
elevations, and works with the senior draftsman. In some cases the intermediate
draftsman is proficient in executing presentation drawings, graphics, or renderings.
6.
BEGINNING DRAFTSMAN
A person with limited experience in architectural drafting, normally less than two
years experience, and without a degree in architecture, is a beginning draftsman. He
helps to prepare working drawings, helps prepare presentation drawings, does more
correcting of drawings under supervision of others, and traces details. In small offices
he may replace a trainee in this work.
7.
TRAINEE
With little or no architectural education or experience beyond high school, a
trainee often starts as the blueprint machine operator. In addition, he files drawings,
delivers office material and drawings, and is generally "handy" around the office. He
may do some basic drawings or tracing of details with supervision.
8.
CONSTRUCTION ADMINISTRATOR
With a major position in the firms, the construction administrator should have a
total knowledge of construction methods, codes and contracts. He may be a graduate
of college with a degree in architecture, construction engineering, construction
management, or may have come from the ranks of construction superintendents. His
responsibility includes actual administration of all projects under construction, periodic
inspections of the onsite work, review and decision on shop drawings, communication
with the contractor regarding change orders and payment requests, some contact with
manufacturers representatives regarding proper materials and supervision of field
inspectors in larger offices. This individual may also act as the checker of contracts,
plus the fact that he has not worked on the drawings or specifications, makes it easier
for him to spot errors or omis- sions. He is also a ready source for information
regarding qualification or ability of general contractors and subcontractors and by his
field contacts usually knows about availability of materials. In small offices this position
may be filled by the principal, and in other offices it may be a combination with the
project manager spot.
9.
SPECIFICATIONS WRITER
The specifications writer must have substantial knowledge of the use of
materials and construction methods and may or may not be registered as an architect
or engineer. Responsibilities include preparation of preliminary and final
specifications, checking working drawings for compliance with specifications,
evaluating and recommending new materials and construction methods, dealing with
manufacturer's representatives, and advising other office personnel on materials or
methods. This person may also be in general charge of the library and sample room.
Great literary ability is not a requirements but the "spec" writer must be able to
clearly and concisely describe materials and methods to be used in the project. Sound
knowledge of actual construction methods is a must, and with a bit of experience a
better-than- average idea of labor and union procedures will become second nature.
The "spec" writer will be a major office contact for most manufacturer's representatives
and must have, or develop, the ability to compare equal products to determine if they
are indeed essentially equal. Through his constant contact with producers, the "spec"
writer is in a good posi- tion also to advise the designer in regard to availability of
materials and their relative costs. Many designers do not consider this possible help,
and costly revision of design sometimes results due to poorly selected materials or
difficult and expensive installation methods.
10.
THE DESIGNER
Location of the designer in this discussion order does not imply that the
designer holds a less important position than others in the office. In fact, this position
is one of the most important and quite often is held by one of the principals of the
office. College education is normal, and registration may or may not be coincidental
but is not mandatory. The designer is responsible for the layout and appearance
factors of the project and works with the project manager to provide proper facilities
for the client. Work includes preparation of schematics, preliminary layouts,
renderings, and sometimes interiors or special phases of the work. In an engineering
office, the designer works out the system to be used, makes the major calculations
required, and roughsout diagrammatic sketches to be further developed by the
draftsmen.
While the percentage of the design personnel in an office is quite small, 3% to
5% of all projects begin here. Those covered by the designer is not simply to provide
a pretty picture, as is quite often suggested, but to carefully and accurately plan the
work in accordance with applicable code requirements and the client's needs. Most
designers are not completely trained. adept, or interested in structural or other
engineering systems, and may be limited in their knowledge of materials available.
Once the basic idea has materialized into some form, experts in the engineering and
materials field should be used to redesign any portions that may be impossible to
provide or that may be excessively expensive and will exceed the project budget. If a
project cannot be constructed within the budget, the design stage is a good place to
start revising or even stopping.
11.
LIBRARIAN
The librarian does not formally exist in most offices with less than fifty to
seventy-five employers, but is very important when an extensive library has been
acquired and a large drafting force is continually using reference material. In smaller
offices, the "library" is often scattered throughout the office in several different
bookcases and most employees know the general whereabouts of specific material or
will ask a fellow employee. The A/E librarian does not have formal library training. In
fact such training may be a detriment. Filing and retrieval of A/E reference consists
almost entirely of arranging catalogs and other material in proper areas (preferably in
the sixteen Divisions of the Uniform System) and in dating and updating new materials.
A simple check-out system helps keep track of references and a limited ability
to type is helpful in writing to manufacturers for literature. Some prior exposure to
building products via manufacturer, distributor, or contractor is helpful. The librarian's
position, in a number of cases, has been the starting spot for specifications writers
since constant handling of catalogs and samples often creates an interest in
specifications. Split-job responsibility such as secretary-librarian, or office traineelibrarian, do not usually work out so an office should arrange for a full-time position in
most cases, or none at all.
12.
ENGINEERS-ARCHITECTS
In some larger offices the special fields of mechanical and electrical design for
projects is done "in-house", that is in the A/E office rather than being "farmed-out" to
consultants. This then requires education and registered engineers to design the
various system, and different levels of draftsman to produce their working drawings.
These engineering positions parallel the architectural positions very closely. The same
is true of those responsible for the structural design of a project. An increasing number
of engineering offices are including some architectural work and reverse of the above
is obviously true. Contractors also employ design personnel and a drafting force, so
some positions may be comparable in the larger contracting offices. As with the A/E
office, some public organizations such as large school districts, federal, state, and citycounty governments also maintain A/E departments and their operation and personnel
may be similar, even if called by other names to suit civil service requirements.
13.
NON-ARCHITECTURAL PERSONNEL
Almost all offices require the normal complement of secretaries office accountants, file
checks, receptionists, and other nonarchitectural personnel. The customary
requirements for taking dictation, typing, filing, etc. are necessary and a great variety
of education and experience may need to be considered. Smaller offices may need a
combination-type person who can handle reception typing, filing, and perhaps even
the accounting. In larger organizations, a number of very specialized positions may be
needed: typists with training on special machines, accountants with special tax,
knowledge, and private secretaries with good organizational ability. And in some large
offices even people trained in food handling or processing may be necessary.
14.
OFFICE ORGANIZATION
Most offices are not organized with only one project manager, one designer, and one
production group. Such a singular arrangement would mean that, in general, only one
project would be processed at a time and this would not be economical or feasible
except in very small offices. Therefore, two principal systems may be used. The
following Figure indicates an office with two or more project managers. The specialty
personnel (design, consultants, specifications, and construction manager) each
contribute their skills to each group as needed. This allows the office to operate
properly with a minimum number of specialty people who may work only part of their
time on one project and can therefore spread their skills. 268 Many offices operate
with some combination of either possibility. The average office employee
approximately 3% to 5% of its entire force in a design capacity. The production force
of production manager and the various draftsmen may total approximately 70%, with
the remaining 25% to 27% serving as specialty or supporting personnel.
Common Production Crew Organizational Chart
Sr. Architect
Jr. Architect
Project Manager
Production Crew
● Job Captain
● Designer
● Sr. Draftsman
● Jr. Draftsman
● Trainee
Specifications
Cost Estimator
Consultants
● Structural
● Mechanical
● Electrical
Contract Administrator
Inspectors
Parallel Type Arrangement Organization Chart
Sr. Architect
Sr. Architect
Jr. Architect partner
Jr. Architect partner
Job Captain
Job Captain
Sr. Draftsman
Sr. Draftsman
Sr. Architect
Jr. Architect partner
Job Captain
Sr. Draftsman
Intermediate Draftsman
Beginner Draftsman
Trainee
Designer
Specifications
Cost Estimator
Consultants
Contract Administrator
Inspectors
Intermediate Draftsman
Beginner Draftsman
Trainee
Designer
Specifications
Cost Estimator
Consultants
Contract Administrator
Inspectors
Intermediate Draftsman
Beginner Draftsman
Trainee
Designer
Specifications
Cost Estimator
Consultants
Contract Administrator
Inspectors
CONSULTANTS
Very few architectural-engineering office have the personnel capabilities or
other facilities to handle all phases of a project within their own organization. There is
no stigma attached to this inability since it simply stems from differences in education
of personnel, size of office, type of projects usually worked on, specialization if any,
and many other things. The average small to medium-sized architectural office
therefore employee consultants to fill out where their own facilities or personnel do not
cover.
The fields covered by consultants are wide, and few or many may be used by
an office. Usually about at least two types of consultants are used by most offices:
structural and mechanical electrical. The latter may be two separate consultants: one
for mechanical work and one for electrical work. Cost estimating services are also
most commonly used where that capability is not present in an office. In fairly recent
years another consultant has appeared the specifications consultant or material
researcher. Consultants may also be used to provide information regarding required
for good preparation and equipment; for product handling of all types; for fire protection
and sprinkler systems for a miscellany of special items, materials, or processes. In an
engineering office where architectural work is not normally done, the architectural work
is not normally done, the architectural firm may be employed as a consultant.
Infrequently, experts in finance, real estate, planning, or similar fields may be
employed but are not usually considered as consultants.
Most consultants require a fee for their services and the amounts of such fees
are included in the architect's fee. Some consultants provide services without charge,
but these depends a great deal upon local conditions and customs. Fees may be
arranged in the same manner upon local conditions and customs. Fees may be
arranged in the same manner upon which the fees of the project A/E are: Fee
arrangement might include percentage of work provided, hourly rate, time or material
agreement, lump sum, or any other method that is mutually agreeable.
Services provided by various consultants very nearly as much as do the
consultants themselves. Basic engineering services may be limited to structural,
mechanical, or electrical calculations providing only minimum rough sketches. This
arrangement requires that the employer of the consultant does all of the finished
drafting and other detailing. Probably a more satisfactory agreement is one in which
the consultant provides finished drawings as well as presentation calculations and
proper specifications section. With this type of agreement, there must be good
cooperation between the two parties in order to assure that the drawings are on the
same type sheets, that specifications are provided with proper typing, section
indicators, and on the same type mesters.
RESPONSIBILITY
The architect normally directly employs his own consultants, in which case he
also assumed major responsibility for their work as his own. In some cases, various
consultants are engaged by the owner and directed to work with the architect, and vice
versa. This condition leads to some confusion and perhaps some difficulty. Most of the
time the owner employed consultant is not a structural, mechanical, or electrical
engineer doing a major portion of the object work. The consultant is more often an
investigator, researcher, or advisor who makes surveys regard- ing site, placement,
traffic patterns, or other feasibility-type requirements. In connection with industrial
projects, the owner's consultant maybe the plant engineer who may be a great help to
the E/E unless he tries to become the designer of the project. With this type of
consultant the responsibility must be clearly defined as some ideas or
recommendations of the consultant may not mesh with the overall plans of the A/E.
The project development is a team effort requiring the best talent within the
least time. Many offices feel that their own staff is fully capable of doing all of the work
required, and perhaps they may be - but can they do as good a job in the same time
or less than the expert specialized consultant? It's doubtful the architect's office must
be aware of the capabilities of both its own staff and the consultants and must
cooperate fully to benefit by the employment of out- side assistance. In the smaller
office, there is usually a shortage of time for the few employees to do all of the
architectural, structural, mechanical, and eletrical work involved in producing a project,
even if they had the capabilities. In the larger office, the tendency to have specialists,
or at least those specifically assigned certain portions of a project, is greater. With the
increase in types of materials, methods of installation, environmental qualifications,
code requirements, and the hundreds of other factors, it may be expected that we will
continue to require more and more specialist or consultants.
DIFFERENT TYPES OF CONSULTANTS
1.
STRUCTURAL CONSULTANTS
Structural consultants to an architect are most always registered civil or
structural engineers. Their training and experience have been slanted toward
calculating requirements for size and strength of beams, columns, footings, walls, etc.
In some areas where earthquakes occur, structural engineers also will do all seismic
calculations for the proposed project. The same general arrangement holds for areas
where hurricanes, tornadoes, or cyclones and prevalent. The engineer also generally
has a staff of draftsmen who are capable of providing working drawings for the
structural work. Few engineer's offices however are staffed to provide properly
organized structural specifications. This is an unfortunate situation which may be the
end result of inadequate instruction, or none at all, in the education of the engineer.
When the agreement for services only includes rough sketches from the engineer,
they may or may not be provided to scale and usually are on various types of paper
and not very coordinated. The architect then needs to arrange these sketches in
proper order, affix designators, coordinate them with his other drawings, and of course
provide specifications from the engineer's notes. Calculations are normally provided
on sheets that may be duplicated and passed on to building review departments.
When the structural engineer is required to provide the working structural
drawings, there is an additional burden on the architect to supply information materials.
Initially the architect must supply "dummies" of the floor plans upon which the structural
columns and beams will indicated. In some cases only the standard bordered sheets
are supplied and the engineer makes the "dummies" from a line print supplied by the
Architect. Along with the other drawings the engineer usually provides standard details
in several forms. Quite often these standards are assembled on a single sheet and
may be repeated over and over on different projects. Structural sections of the
construction, special details, and copious notes relating to the strength of the materials
are a part of the structural drawings.
The engineer is also responsible for providing the calculations by which the
structural members are designed. Each portion of the building must be properdesigned to meet the building codes and the total structure must be designed for
earthquakes, hurricanes, and other acts of God. These calculations must be in
producible form in order to make copies for the building department review, as well as
review by the architect. The specifications may or may not be developed by the
engineer. The format for the specifications is established by the architect. The architect
also determined the proper section numbers for the structural sections of the
specifications. The actual information, the words and phrases, may be types in the
engineers office and incorporated into the final specifications by the architect's
specifications writer, or the engineer may supply adequate notes and the actual writing
is done in the office of the architect. The latter is perhaps more satisfac- tory as the
architectural specifications writer can separate structural concrete from miscellaneous
concrete (walks, gutters, fence foundations, machinery bases) and perhaps structural
steel from ornamental metals. Uniformity of appearance and paragraphing is easier
also since the same team of writer and typist work together.
2.
MECHANICAL ELECTRICAL CONSULTANTS
Consultants for mechanical work and electrical work may be from separate
offices or may be from one office which has facilities to perform both. Before we go
further let's be sure or what we mean by mechanical. This term usually includes
plumbing work, heating systems, ventilating air conditioning, and perhaps some more
specialized phases such as special piping, solar systems, or even nuclear work. Any
of these must be designed specifically for the project and requires a thorough
knowledge of the requirements as well as a thorough knowledge of materials available,
codes, and the project area temperatures, rainfall, solar conditions, etc. The electrical
consultant must have approximately the same qualifications, oriented toward electrical
work, of course. He knows the utility company rules and the local conditions, as well
as suppliers and electrical contractors.
The same requirements for drawings, calculations and specifications holds for
mechanical or electrical consultants. However, education and experience here seem
to favor the engineer's personnel. For the most part, architectural people are not
trained adequately in mechanical or electrical working drawings and probably would
normally not be able to properly transfer rough diagrams, often partially indicated, to
finished working drawings. A pipe or wire shown incorrectly connected may give some
interesting results. Specifications written for mechanical or electrical work also are
different. Since these installations operate a system most engineers write their project
specifications as a system rather than as separate materials plus installations. To do
this they must be familiar with the assumed operation of their systems, something the
average architect doesn't know about.
3.
COST ESTIMATING
If the project cannot be built within the budget, the designer is in trouble. One
of the methods to avoid this trouble is to do cost-estimating before the project goes to
the con- tractor for a bid. Only larger offices normally have in-house cost estimators
so consultants are regularly used. These consultants often do work for contractors as
well, so are familiar with material and labor costs. Cost estimates are quite often
provided at the preliminary stage, partway through the working document stage, and
a final estimate is made just prior to the distribution of documents. The competent
consultant can give a reasonable estimate even at the preliminary stage since his
experience allows him a very good idea of the amount of reinforcement required in
concrete work, average in-place costs for various items, and the going rate for labor
and profit. When drawings are more complete, the estimator of course, can make an
accurate quantity take-off and price estimate.
Close cooperation is as necessary with this consultant as it is with any other. A
change in size, or quality usually means a change in costs. Adequate drawings,
including structural, mechanical, and electrical are required. In some cases the cost
estimates for mechanical electrical work may be provided by the engineer consultants
who have designed that work. When this happens, the cost consultant needs this
information to incorporate into his work. Estimates are usually provided for the
architect as a series of pages of calculations with a final recap. There is no reason for
this information to be duplicated, but it should be provided in a form intelligible to the
architect. A review with the estimator. should be a part of the agreement.
4.
HARDWARE CONSULTANT
The specification of the finishing hardware is as specialized as most any other
part of a project. Finishing hardware includes all of the locks, latches, butts, hinges,
pulls, closers, stops and other metal, wood, plastic, or combinations of materials and
products that are necessary to operate doors, windows, and cabinet work. In some
cases the additional items of medicine cabinets, toilet and bath accessories, or
specialized hardwares are also included. While not often registered or licensed,
hardware consultants most generally are certified members of the American Society
of Architectural Hardware Consultants. This society has a training and certificate
program which qualifies its members to specify almost every type of finishing hardware
that may be required. These consultants know the code requirements for openings of
all types and may eliminate costly errors of all types and may eliminate costly errors
or omissions. In many cases these consultants are employed by a hardware supplier
or manufacturer and provide free services. In other in- stances the consultant is free
lance, and works for a free similar to other consultants.
One of the often-voiced objections to the use of an employee of a hardware
distributor or manufacturer is that this sets up a closed specification in favor of the
brands carried by the employer. There may be some slight advantage to the
consultant's firm but this is really not as great as it might seem since each consultant
firm but this is really not as great as it might seem since each consultant is thoroughly
familiar with the products and stock numbers of his competitors. The use of a definite
series of identifications or brand is the easiest and the best way to small out
requirements, and is readily transposed by other hardware consultants consist of a
review of the drawings and the provision of a typed listing of hardware required. Final
inclusions in the list, together with other specifications information, are the
responsibility of the architect.
5.
SPECIFICATIONS CONSULTANT
The specifications consultant is a relatively new addition to the list of specialists.
In the early days of architecture and construction a small variety of well-known
materials and methods of installation were in common use. Today the variety of
materials reaches into the hundreds of thousands and the architect simply cannot keep
up with all of them in addition to his other work. The specifications consultants, by
virtue of his specialization, is able to know more about the qualities of materials,
advantages, or disadvantages of use, availability, and some idea of cost. By working
from the architect's drawings and attending conferences, he is able to develop a better
specifications. In large offices the normal specifications writing force may become
overloaded and can be assisted by a freelance "spec" writer. In many cases this
consultant is employed as a researcher or materials for certain uses and does little or
no writing other than material reports.
6.
LANDSCAPE ARCHITECTS
The landscape architect is another specialist that may be retained as a
consultant by the architect. In a few cases, the normal situation, the landscape
architect is usually the consultant and provides drawings and specification for his
specialty. Arrangements for this work should include all of the requirements discussed
earlier. Layout for planting locations may be provided in sketch for final inclusion by
the architect or may be completed by the landscape architect. Specification, specially
when they include the botanical names of the plants are perhaps best produced by the
landscape architect is the fact that he knows, or certainly should know, exactly which
plants grow best and provide the best appearance for a given location. Some exotic
varieties of plants look good initially, but are not com- patible with the soil or climate.
7.
SPECIALIZED CONSULTANTS
Sooner or later, nearly every office has a project which includes a condition or
installation almost completely foreign to the general practice. Special requirements for
food service, cooking, serving; storage, or handling, may require the expertise of a
consultant who knows food handling methods and the equipment required.
Transportation or conveying equipment is rather commonly used in industrial and
manufacturing plants and usually requires a consultant familiar with this type of
equipment. Water proofing, acoustics and lighting are two very common specialized
fields in connection with theatres, TV installations, and similar projects, and most often
require a consultant's service. There are many others that we could consider
(surveyors, finance people, insurance consultants, fire controllers, video-audio
experts) who may be necessary when the project is too complicated or the in-house
force may have to spend too much research and development time to be economical.
8.
ARCHITECT CONSULTANT
Up to now in this chapter, the consultant has not been the architect. This is
becoming less true as the construction business rapidly changes. In a number of cases
there may be a construction management identity employed by the owner to provide
all required services from purchase of land to completion of construction. Another
process is the employment of a general contractor who contracts for all of the design
and construction- a "turn-key" job. In either of these cases, the architect may be
employed as the consultant and provide his specialty, design, working drawings, and
specifications to the construction manager or contractor. As noted in another chapter
of this book, the architect may act as consultant to an engineer who may, under other
circumstances, be consultant to the architect. If this seems a little confusing let's
consider a situation where a mechanical engineer is com- missioned to redesign a
power plant or refinery. The major portion of the work will be pip- ing and machinery,
but there may be some changes of floor plan, exterior elevations, finishes, and other
more architectural items. In case of this kind, the architect may easily be the
consultant.
REFERENCES AND SAMPLES
Even the smallest office must at some time or other rely upon books, catalogs,
magazines, or some other form of reference material. Seldom does an office become
so specialized that similar projects are worked on without some changes, hopefully
changes for the better. Reference material appears and may be retained in many
forms, but information sources for architectural offices may be categorized into the
following major groups: architectural or construction-type magazines, manufacturers
or materials catalogs, codes of various kinds, association "how-to-do-it" manuals, and
reference texts.
Each of these references sources should be readily available to all members of
the office staff but the factor of filing and retrieval is one of utmost importance. In the
very small or one-man office, the problem may not be very acute but as the office force
grows, so does the difficulty of proper filing and accessibility of reference material. In
the small office, storage may be a relatively easy matter accomplished by the use of
bookcase located at ends of drafting tables or at the side or behind the draftsman.
With an increase of office personnel, the probability that reference material will be
misfiled and therefore lost is apparent. With an office of ten or more this often becomes
a major problem. At this point it becomes almost imperative that the office organize a
library.
1.
THE LIBRARY
Libraries are varied in size, operation, and personnel required. One of the most
simple organizational methods is to use the sixteen divisions, all materials related to
the same general subject may be filed together. A major problem arises, however, in
how to place individual pieces of informational material within each major division. Two
ways present themselves: to file alphabetically within the division, or to file by subtitle
of the division title. In the first case, it means that library users must have some general
knowledge of the scope of the division and may have to look at several pieces of
reference. In the second case, it means that some catalogs may have to be
dismembered in order to separate various related subsections. In many cases the first
condition serves best for bound or loose-leaf catalogs installed on shelving, while the
second condition may be used for file- drawer systems where catalogs are single
sheets or small booklets.
A librarian may be employed to oversee the library operation. Since for office
employees will know the exact information source they need when they can come to
the library, it is recommended that they be allowed to inspect the material much as in
public library stacks section. once a selection has been made, the material should be
checked-out to the individual by the librarian, using standard library-type cards or by
notations in a book kept by the librarian. Retrieval is a bit more difficult. By retrieval we
must include all phases necessary to return the information material to its proper place
on the shelf or in the file. The librarian alone should do this! A box or basket at the
librarian's station should receive all returned material. If it has been properly marked
originally for division etc., the librarian should have little or no trouble in replacing it
properly. A book or catalog replaced on a wrong shelf, or in a wrong division, by an
office member is a lost reference until acciden- tally found at some later date.
Reference information in a lost category is of no value to the office and simply takes
up valuable space.
All shelf-filed catalogs of books should have a readable division number fixed
to their ex- posed bound edge. Self-adhesive plastic strip numbers in contrasting color
will do the job but some individual offices may find that the figures are a bit small for
easy reading. For larger size figures it may be wise to consider contact pressuretransfer types which can be purchased in sizes up to several inches high. A
disadvantage with either of these is the possibility that darker plastic strips or black
transfer letters may not show up well on dark bindings. In this case, it may be
necessary or desirable to provide a white or light-colored gummed label first, with the
identification applied to it.
Quite often it is necessary to provide binders for loose material or that
information which is separated from a larger catalog. This brings up a real problem
since there usually are a number of different types of different manufacturers that will
be represented in the accumulated collection. The binder may be a post-type or ringtype, but the latter is more adaptable to changes that need to be made. Each binder
needs a table of contents and some identifying tag on the exposed edge of the binder,
indicating the manufacturers contained therein.
Another method for quick identification of filing divisions is the use of separators
between divisions. These may be made of fiberboard or similar material and should
prominently display the division number, possibly the adjacent numbers on opposite
faces, and perhaps the tiles of the divisions. To also help, it may be desirable to apply
labels of some replaceable material on the edges of the shelves. Another time saver
in the hunt for a proper catalog is the prominent display of the Uniform System or other
filing system.
2.
CABINET-DRAWER FILING
All literature saved for reference will not be supplied in hard-backed binders for
shelf storage. Many manufacturers with good products, but limited in number, will have
catalogs of only a few pages, usually unbound. Again these should be filed using the
sixteen Divisions of the Uniform System with possible subdivisions or sections. If the
offices uses a master system for writing specifications, the identifications used for each
specification section will serve ideally for establishing subdivisions or sections. If no
master system is used, it is suggested that the five-digit separation of the Uniform
System be used. In either case, the small catalog or single sheets should be properly
identified with division and section number for easy refiling. 276 L Standard vertical
cabinets with pull-out drawers are used in most offices and provide considerable
storage space with minimum floor space at the line. Five-drawer-high cabinets have
the disadvantage that the top drawer may be too high to provide easy visibility or
access to its contents. Some offices have used side-opening file cabinets where the
entire length of the file is exposed when the side is opened. This type allows more free
access to the frames and metaledge folders. Each office will have a preference but in
the process of establishing a workable system they should not overlook methods with
which they have not been familiar before.
3.
GENERAL SAMPLES
Every office and uses samples of materials of construction. When the number
is few they may be easily located on a desk, in a bookcase, in a box, or even in a small
pile in the "back room". If the office customarily uses the same materials over and
over, minimum labeling is required to keep track of various items. In many cases small
samples of ceramic tile, resilient flooring, and similars are boxed by the manufacturer
so labels are not necessary. As the office business and personnel grow, so do the
number of different samples. When the products of one producer were adequate for a
smaller project, now a number of similar or equal products may need to be considered.
No longer can samples be piled on the desk or in a box for one project. Comparison
is required for other materials for other projects and a system must be devised.
Again, call the Divisions of the Uniform System into play. Provide boxes, bins,
or some other convenient containers for each product or similar products. Into the
same box file all samples of resilient flooring for example. If there are too samples
divide them into similar categories, i.e., asphalt tile, vinyl, cork, rubber, etc. Boxes
should be sturdy and not too large to be difficult to handle when loaded. Upon the
exposed end or side, put a large division number and a list of the contents by material
and supplier. Label each box, carton, or individual sample contained in the file box,
with division number, manufacturer's representative might also be inscribed to make
communications with him more rapid if needed.
Sizes of individual samples sometimes pose a problem. Full size ceramic tile
samples may be 1% x 4%, or miniature (about 1½ x 1½) depending on the
manufacturer's choice. Most other samples may originally be larger, and consequently
harder to store. A good size for almost any sample is 6" x 6". Pesilient flooring (usually
9" or 12" square), acoustical material (usually 12" sq. or larger), and many other
materials supplied in standard sizes should be cut down to fit the storage module. It is
obvious that full-size samples of doors, windows, skylights, and similar products
cannot be expected to be properly stored. A 6" x 6" corner sample will usually indicate
all of the construction adequately. Bricks, stone, structural steel shapes, roofing,
generally may be treated in like manner. When a larger sample is required it is normally
for a particular project and is not a general office sample. Label each sample properly
before storing it in the correct box or bin.
4.
PROJECT SAMPLES
Project samples are acquired and used for one particular project and may be
discarded after the project is completed or may be stored in the general sample file.
Selection of proposed materials is generally made from general samples but the actual
color, pattern, or other feature may be slightly different for project installation. These
variations come about due to batch differences, changes in manufacturing techniques,
natural changes in stone or wood, dropped patterns of colors, and other processing
problems. Samples may be most any size, especially those that are token or small
general samples. Upon receipt of project samples, they should be checked for proper
labeling. Labels describing the material, project identification, supplier, and other data
are usually affixed by the provider of the sample, and project samples are customarily
supplied in from two to six or eight identical units. While only one sample unit may be
retained by the office project manager, the others are needed for the general
contractor, his field superintendent, subcontractor, material supplier, and possibly the
architectural field man.
Project samples, if approved for installation, should be plainly marked as
APPROVED and should have the date and name or initials of the person as approving
the unit retained by the project manager. When the project has been completed, and
the project samples are no longer needed, they may end up in one of two places: the
general sample storage, or in a completed project storage. Ultimate storage will
depend a great deal upon space available. If project samples go to the general sample
storage, it is suggested that an additional label be attached indicating date of
completion for future reference. If space is available, and the office practice is to retain
project samples for a period of time, they are essentially dead unless, or until, they
need to be dug out for remodel matching of the project or some similar reason. A good
label, indicating the project and the various samples enclosed in the box, may save a
lot of time if a search is made at a later date for a particular sample.
5.
BUSINESS CARDS
Almost every manufacture's representative engineer, consultant, and many
others have business cards which list company name, representative's name address,
and phone number. These are left with architects or engineers to provide a ready
reference. Cards simply thrown in a drawer have a little or no use and may just as well
be thrown in the wastebasket. Filing of business cards for easy reference is quite easy.
Most cards are of fairly uniform size, usually about 2" x 2%", and may be filed in the
empty boxes that the A/E office cards come in. Separator cards made from light
cardboard and indicating the sixteen Divisions of the Uniform System are ideal for
providing easy card references. Cards kept by the librarian in this manner are much
more usable than when kept by individual project managers or in books or other
manner.
6.
DATE THE INFORMATION
One of the most important details necessary for library information and related
samples is the date received. This also holds true for most all literature that is to be
retained, including business cards of manufacturer's representatives. Put a date on it
when it is received. This may be a simple but legible scribble with a pen on the outside
of a catalog or upon a business card or may be a standard date stamp. Some offices
will even have a catalog register in which all incoming material is listed before it is filed.
This may be overdoing it just a bit, but serves as a good and rapid guide to check any
material that may be lost and if organized in the Uniform System makes it easier to
find information by divisions. If more than one copy of a piece of literature is carried,
each should have a number to facilitate keeping track of it. Nothing is more useless
than out-of-date information unless it is material without any date.
7.
OBSOLETE MATERIAL
When does informational literature or general samples become obsolete?
Generally, when they are superseded by newer or revised and up-to-date
replacements. The normal urge is to junk the obsolete material but in many cases, this
may be the wrong thing to do in an A/E office. In some cases, remodeling, or additions
to a project, may be made easier if original material is available, especially samples.
With the present situation in regard to responsibility of a project for years after its
completion and use, an A/E may want to, or have to, prove materials were installed as
approved by samples. Space, required to main- tain this storage properly may be an
important factor.
Many companies carry older copies of Sweet's catalog file in reserve for several
years beyond their current dates. Old copies of the thousands of separate
manufacturer's catalogs would be a virtual impossibility, Old specifications are usually
stored on shelving and provide an easy reference for both materials and style. They
should be used as a reference however and not used to copy "cold" as changes may
have occured in manufacturing or during construction. Depending upon the volume if
work done by the A/E these old "specs" may take up little or lot of shelf room. Filing of
drawings of completed projects is another matter. A good clear set, preferably "asbuilt" set with all job changes, nine locations and inverts, and other deviations marked,
may be stored in rolls and racks or stored flat in drawers. Each should bear a tag
indicating project, date, type of construction, and other useful data. Rack storage
needs to be organized by type of project of year of construction and a good index kept
up to date. A similar index is needed if drawer storage is used and each drawer should
bear a label of its contents. Project manager's notes, changes orders, etc., are usually
stored in file cabinets along with financial information or design criteria and general
correspondence relating to the project.
8.
MAGAZINES
Magazines of all types relating to design and construction will sooner or later
become another problem for storage and retrieval. Current or newly late copies are
usually available in reception rooms, then at project manager's or designers' desk,
then at dratsman's boards, and finally in the "coffee room". Some may disappear as
various office personnel feel that they need a certain copy more than the office does.
After a period of time some offices gather up the old magazines, together with old
catalogs, and give them to schools for student references. Other offices file
magazines.
Normal filing of magazines by title and month of issue is practically a standard
procedure. Contents may be indexed by duplicating the issue table of contents and
keeping these in a binder for easy reference. This method minimizes the labor
involved, but has the disadvantage (perhaps) of including all of the advertising in the
magazine. One possible solution is to periodically tear the various magazines apart,
separate interesting articles into categories (churches, hospitals, methods, business),
bind these into booklets, and junk the remainder. If properly done this will, for a time,
provide good reference material for design and other areas. The principal fault seems
to be in the fact that the selected material eventually becomes too old for the value of
preparation and storage.
9.
OTHER MATERIAL
A considerable amount of other material will gradually gather which requires proper
filing to be useful. This information comes in the form of building codes, mechanical or
electrical codes, ASTM files, specification guides of various types, "how-to-do-it"
manuals, and trade association standards. Standards reference books on many
subjects may also form part of the reference library and should be available for checkout the same as catalogs or other material. Control over all reference materials must
be maintained, as misfiled or missing unit are lost units.
FINANCES AND INSURANCE
How much money does it take to start a new business? There is no firm answer
to this question since one business may start off with a flourish and another start with
practically nothing. One rule-of-thumb indicates there should be enough cash available
to sustain a business for six months to a year without further income. If we accept this
rule, how much does it take in dollars? or in Pesos? Hopefully, the operators of the
new office have a little "nest egg" and a client or two with whom they are currently
working. Until those first projects are complete, however, the cash flow is going out
and there may be some slack times in the future when there is little or no income.
1.
YOUR FINANCIAL "GUESSTIMATE"
Even before opening the principal(s) should sit down and thoughtfully and
carefully consider all possible aspects of the present and future financial conditions.
Known factor are the present income, house or car payments, food, utilities, and other
living expenses. How will a personal business affect medical insurance, is there an
existing bank loan, what amount of savings, stock, or bonds are available, and what
about family recreation? On the minus side of the new business venture, there is office
rent, utilities, furniture, insurance, office supplies, and a big contingency item. Perhaps
on the plus side there is a project commissions. Make a budget and do not forget that
your former check/paycheck will be a thing of the past. You are now the boss and
regular income may no longer be so regular.
Considerable thought should be given to the matter of office size and personnel
since these are two of the most expensive items the budget may show. Most A/E
offices start small, often with only the principal as the sole employee. If this will be the
case for the new office, it is very probable that physical space may also be small, but
what may happen if another person is employed? Even a one-man office may need,
and want, space for several positions in the drafting area as well as reception and
conference rooms. How much will the additional space cost over a period of time as
compared to the cost of moving each time the office grows? If the new office is to be
a partnership, how much cash or other resources does each of the partners have,
what income are they expecting do the additional person or persons increase required
office space and expense? Make a comprehensive study and a realistic budget before
you quit your present job to start your own practice.
2.
THE ACCOUNTING SYSTEM
In order to know if the office is profiting, the new principal must establish some
sort of accounting system: a bookkeeping method which he personally may maintain
or at least of which he knows the rudiments. It is entirely possible that the expense
accounting used for home and Internal Revenue may suffice for the Office system to
a more complex one may be devised. The most simple is the day journal in which all
daily transactions of expense and incomes are recorded on the same page but in
different columns. This method may work for a time but has a several disadvantages
the principal one being the difficulty of determining the relationship of income versus
expense on any one project, except with much searching and scratch paper
calculations. A second major disadvantage is one that probably is important to any
system; posting of accounting items needs to be done when they happen or are
reported. Unless only checks are used to pay expenses, "chits" or notes should be
made out for every transaction. 280
The next step from the day journal is some form of double-entry system. Here
the day journal may still be used for initial entry of an item and as a quick reference
for day-to-day activities, but is expanded to allow separation of accounts, and
information. In addition to the journal pages, there are pages for a number of accounts
such as rent, utilities, equipment, payrolls, and for each client. Operation is relatively
simple. As payment for rent is made, it is noted in the journal for general information
and on the page for rent as a specific item. As time on the Jones project is noted as
an expense in the journal, it is also noted in the pages for the Jones account as
expense. If a payment is received from Jones it is recorded similarly, except as
income. Properly kept, this allows a quick check for items in a day journal and an idea
of expense versus income for client accounts.
Beyond these two simple systems the principal(s) may want to consult a
qualified and experienced accounting firm. There are several reasons for this
suggestion. By the time this point is reached, the principal no longer has time to
actually do the bookkeeping, nor the time to properly review the work of someone else
doing it. In addition, there are probably items of depreciation on equipment, notes or
accounts payable, accounts past due, con- vention or educational accounts, payroll
deduction of various sorts, insurance (property) as well as medical, and a host of
others. The accounting firm may set up a different method or may expand the existing
one, may handle the actual book entries or instruct office personnel, and may also act
as tax consultants or financial advisors. In any case, it may be to the advantage of the
principal to thoroughly understand the system, even though he may not do the work,
since he, partners, banks, or Internal Revenue, may want to know what it's all about
some day.
3.
CREDIT AND LOANS
Credit is the early advancement of money or services against payment at a
future date. There has almost always been credit advanced by someone to someone
else but present day business operated about 90 on credit. Credit-charge-cards, banks
notes mortgages, all are credit originated. Sooner or later the A/F will reach a situation
in which he needs more money to operate than he has and will need credit. In many
cases this is not even a matter of having the available money, but one of convenience.
Few offices pay-day-to-day bills for office supplies, blueprinting, automobile fuel, or
even utilities on a cash basis as they occur. When major expenditures are
contemplated, it is often necessary to obtain credit from a lending agency and this
process requires certain declarations of financial solvency by the applicant. One of the
most common declarations of such conditions is the financial statement which shows
assets and liabilities of the applicant.
Along with any discussion of credit we might also consider the matter of loans.
Loans are a bit different from credit in that loans are secured by some collateral owned
by the applicant. Usually a loans arranged through a bank and the bank may accept
stocks, bonds, mortgage, even an unpaid for car, as security for loan. The bank will
probably not lend full value of the security, and quite often may require collateral in the
amount of two or three times the loan amount. Loans have a time factor for payment,
and may or may not be renewed. If the loan is not repaid, the lending agency may sell
the collateral and keep their loan and expenses, all as agreed upon by the person
receiving the loan. Any remaining money is returned to the defaulter.
4.
PROJECT BUDGETS
In order to determine if an A/E is making a profit, or working at a loss, it is
necessary to first have some information or estimate of costs of the project. Larger or
older offices have a basis for costs that they can apply if they actually make up a
budget or not. For the new office a great deal may depend upon an educated guess.
The proper budget includes all of the direct expenses such as design, working
drawings, specifications, consultants if any, and perhaps blueprinting. If possible, the
cost of securing the commission is also con- sidered as a direct expense, and an
estimate of administrative and field observance costs needs to be included. In other
words all items that can be estimated from previous work and have a direct bearing
on the project need consideration.
Indirect expenses includes variable amounts of the rent, utilities, furniture,
secretaries' pay, office supplies, and similar items that cannot be totally charged to
any one project. It should be fairly obvious that each of these is necessary, but how to
charge their costs equitably is the problem. The total cost of each item is calculated
per year or per month and then the total of all indirect costs calculated. This amount
is then developed into either a percentage or project costs, or an hourly rate figure
which can be applied to direct costs. This total indirect cost varies from as low as 40%
to as high as 90%, however, 60% to 70% is more normal.
An additional factor needs to be considered. This is the item of reserves, or
money put aside for a time when business may not be so good and the A/E needs a
savings account to fall back on. The actual amount to be included in a project budget
is determined by the A/E, less the total of direct and indirect costs. When the total
budget is calculated; the A/E may find that his hourly rate is very low or that he may
even be operating at a loss. Some economic writers and some professionals advocate
that young, or beginning, A/E's accept projects which indicate a loss, with the idea that
such clients will help to build up goodwill. This may be advisable if the client has other
large project, for which the A/E is fairly certain to be retained, few successful
businesses have ever existed that continue to operate at a loss.
5.
PAYROLL RECORDS
One of the most important records that the A/E needs is the record of time
expended to produce the construction documents. This cards for draftsmen, as well
as the principal, are useful for cost accounting, budget planning, performance of
employees, as well as for payroll, purposes. The time card needs to coincide with the
pay period and may be weekly, biweekly, or monthly. A time card need not have an
excessive amount of information, but certainly needs the employee's name, space for
project names, space each day for time worked, pay rate (although this may be
entered by the payroll clerk), and in some offices a space for a work code. Work codes
clarify the type of work done by the employee and more than one office uses the
following symbols.
C – Securing commissions, conferences, correspondence
P – Preliminary work of all types, drafting, estimates
D – Design development, drafting, estimates, renderings
W – Working drawings of all types, some offices subdivide this category by number into structural, architectural, landscape, heating, ventilating, etc.
S – Specifications, combinations with P or D may be used for preliminary or design
development phases.
F - Field work of all types
M or A – Management or administration
For the accounting department this allows separation of each work activity for
each project. This, of course, is vitally important if an accurate account of profit or loss
is to be determined of each project. For the A/E principal, these time cards provide a
background for later project budgets. The cards also may indicate, to some extent, the
ability of the employee, either compared with other employees or against some office
standard. Ability, in this case, can only be a judgment of the speed with which the
employee works, and can hardly indicate his skill, which may be more important than
speed.
6.
INVESTMENTS
As the office begins to show a profit, there may be consideration to expand or
to put the money into some sort of investment. There are several types of investment
that may be interesting but some have built-in chances that the A/E should realize.
Except in extreme national financial depressions, or embezzlement, savings account
in banks or saving in-loan organizations are safe, guaranteed by the government, and
draw interest at a stipulated rate agreed upon in advance.
Stocks and bonds represent a possibility for investment. Company stocks are
issued to initial investors and sold or resold as the company prospers. A stock may be
originally valued (par value) at say, one dollar. The company may then develop a
process or product, make a good profit and the value of the stock goes up and a
dividend and a dividend stock is declared. As the company prospers, non initial
investors are willing to pay more than the par value of the stock and as more demand
is generated, the price of the stock also increases. Stock buying is a gamble. There is
no guarantee that the price one day will be more or less than the next day, nor that
there will be a dividend. The A/E who invests in stock expects to hold those securities
until the market price increases to that he may make a substantial profit by resale.
Should the market price drop, the holder may sell at a loss or hold the stocks until they
again rise, maybe tomorrow or maybe in a year or two. Preferred stocks have first call
on company dividends.
Bonds are pledges of a company against their property or equipment, or for
payment of principal and interest. Instead of issuing stock or obtaining a bank loan,
companies, cities, the federal government, and another organizations issue bonds.
Bonds are bought or sold in units determined by their face value and usually are in
amounts of P1,000. Most bonds are some sort of coupon attached, each of which
represents, and is negotiable for, certain periods of interest. Discounted bonds are
sold at less than face value and are redeemable with the holder's name, some are not.
Nonregistered bonds are transferable and may be cashed by anyone.
Real estate offers several opportunities for investment. Outright purchase of
land or a building appreciate enough for a number of reasons, but tie up money in
rather large sums, even if loans have been arranged. Other properties, in need of
loans, may secure these loans by mortgages which bear interest and have a due date.
Mortgages usually carry rather high interest and often are arranged through realty or
savings-and-loan companies. Occasionally an opportunity may arise in which an A/E
may agree to accept part of his fee as an investment or part-ownership in a project he
design. In general, real estate offers long-term, large sum investment possibilities that
may not be advantageous to the A/E.
7.
PROFIT SHARING
Profit sharing is one form of reward often used in the A/E office to encourage better
efficiency and reduce costs of operation. The theory is quite simple: a profit budget is
set up, the employees work a little harder and faster and complete the construction
documents at less than budget estimate, and additional profit shows on the accounting
books, and a distribution of the savings for part of them) is made to the employees.
The theory is great, but the practical application is a bit more complicated. To begin
with, there must be a reasonable and proven basis upon which to establish the
production standards. This may be determine by reference to similar projects if
adequate work records have been kept. The next problem is to decide who gets what
part of the excess profit. In most cases a substantial portion is retained as office
reserve, with the remainder divided among employees and principal(s) in proportion
to their positions or salaries. In many cases there is a recruitment for minimum years
of employment within the office, and the payment may be made at intervals of months
or upon the final accounting of a project. In addition to the added money for
participating employees, this method tends to promote interest in the office and an
effort to reduce production costs.
8.
RETIREMENT PROGRAMS
Retirement benefits are very common in our present business world and many
A/E offices have such plans. Most have requirements for a minimum length of
employment in the office plus a retirement age to be reached by the dependable
employee. Two major types of retirement programs are in operation: total participation
by the office alone, and a plan of wages which are matched in some manner by the
employer. Either condition needs to be thoroughly investigated with a good tax counsel
and accountant as income tax situations differ in the manner in which the money is
saved and paid. Retirement funds are usually deposited in a trust funds or similar
account, or may not be invested for their interest earn- ings. Considerable
bookkeeping is likely to be involved, but the system tends to create longevity in
employees and a feeling of belonging that is beneficial to office operation.
9.
WITHHOLDING
More and more the burden or withholding portions of wages for various taxes
has become the problem of the businessman and the A/E is no exception. Major items
withheld are for income tax, social security, medical or health benefits, and possibly
for retirement. The A/E should investigate these requirements as soon as he considers
hiring any employees as there are stiff penalties for failure to comply. Philippine
income tax deductions begin when an employee's pay reaches P6250 and, depending
upon marital status and number of dependence, ranges from 17% to approximately
6% of the gross pay. All of these deductions must be accounted for in the name of the
person involved, and very careful records must be kept. In addition, the employer is
obligated to provide matching funds for some types of benefits so the best advice is to
consult with the proper authorities before becoming involved, especially since the
methods and amounts are continually being changed.
10.
MISCELLANEOUS
There are several other, but overlooked, minor expenses that are continually
required of the A/E in business. First probably is the registration fee to practice
Architecture or Engineering. The professional's identification card must be renewed
every three years with the professional Regulation Commission, in accordance with
Republic Act. No. 6511. The fee will run up to Seventy five pesos (P75.00) for three
years.
Most cities require a business license to be paid by any form of profit-making
enterprise within the City borders. Such a license is normally subscribed to annually
and the fee is Seventy Five (P75.00) pesos for one year. This is normally called the
PTR or Professional Tax Receipt and is written in the Professional's Plan and
Specifications.
Membership in professional organizations seems almost a must in our current
society, and may be very well helpful to the A/E in a number of ways. The UAP, which
is the accredited Architects organization usually charges one hundred fifty pesos
(P150.00) per year. Similar fees are charged by PICE, PAMEE, PIEE, AMIEP, ASEP
and others engineering organizations.
Professionals should also register his receipts with the Bureau of Internal
Revenue and secure a tax account number. At the beginning of the year, he shall
secure also a residence certificate A and B.
There are many benefits that a professional can get in joining professional
organizations. Social as well as professional benefits through regular meetings,
exchange of ideas, and educational programs are gained. Most often than not, the
large or main distributors or manufacturers of important materials promote their
products through product presentations. The professional gets a first hand information
of the latest products where brochures and samples are give free.
11.
GENERAL INSURANCE
Insurance is defined as coverage ty contract whereby a company agrees to
guarantee a customer against loss under specified conditions. Public liability and
property damage (PL and PD) are perhaps the most common of insurance policies,
excepting life insurance, and provide protection against liability for injury or death of a
person or property damage incurred in an accident. Accidents do occur in the office,
in connection with automobile operation, at conferences and construction sites, and
are not always limited to office personnel. Even though a claim against the A/E may
not be granted, the cost of defense may be considerable, so adequate insurance
should be provided.
The A/E should also consider other general forms of insurance to minimize loss.
Fire insurance of furniture and equipment is relatively inexpensive, but may mean the
difference between continuing or closing a business if a fire occurs. Along with normal
coverage of furniture and equipment, the A/E may want to consider a special policy or
"rider" which would compensate for loss of drawings and other office records by firewater damage. The ideal protection is duplication and remote storage, but this is
expensive, time consuming, and very convenient. Office storage in fire proof safe or
vauit may also be an answer, but such devices are also expensive, may not be
available, and are worthless in any pro- longed or intense fire.
12.
WORKMEN'S COMPENSATION
Workmen's compensation insurance protects the A/E against claims resulting
from the injury or death of employees through industrial accidents. In most accidents
cases there must be negligence shown by someone in order for the injured party to
benefit. This is not true in industrial accidents. Many states now have compulsary
workmen's compensation insurance, either carried by employers or through
companies on the approved list of state. Along with this type of insurance, a number
of states also have systems for unemploy ment payments or disability compensation,
paid fully or partially by the employer. Since each state have different requirements, it
would be impractical to list all conditions here but the A/E has records to keep and, in
most cases, money to pay out, so thorough investigation should not be amiss.
PUBLIC RELATIONS
Almost every business considers means by which they can create a good
impression on the general public or influence special groups of individuals to patronize
their businesses. Architects and engineers are no different than any other
businessman. By the use of public relationship the A/E may promote his own business
and increase the stature of his profession in general. To be effective in any public
relation to public needs, and to communicating the office position to the public.
The evaluation of the position of the firm should include what the firm currently
has that the public needs, or can provide, if or when a new service is wanted. This
opinions in regard to community activities. To communicate the office position requires
a good interpretation of services available and an effective way to present the
information to the public. Selection of the proper medium is most important as well as
proper timing. Quite often the anticipated public relations release or activity is almost
literally canceled due to poor timing although considerable money and effort may have
been spent to produce it. The A/E must choose a proper medium, time, and content
for any public relations program.
A very great deal of the profession of architecture or engineering involves public
relations of one sort or another. Professional services must be "sold" to clients the
same as any other product or service. This may not be the idealistic way to look upon
a profession, but it is the truth nonetheless. Public relations includes advertising, and
although the major architectural society in the United States and in the Philippines
frowns on advertising as such, there are a number of ways to obtain this advertising
in the guise of public relations also includes membership in various organizations,
public speeches, project signs, magazine or newspaper stories, architectural
competitions, office brochures, entertainment, and a variety of similar approaches.
Public recognition of the architect or engineer and his work is a natural desire.
1.
ORGANIZATIONS
Architects or engineers belong to organizations, professionals, social, or civic,
for a number of reasons. They belong to professional organizations for the prestige
involved for interchange of professional ideas, and perhaps for a few contacts that
may be made. Membership in social or civic organizations may provide direct contact
possibilities to become influential committee members while diligently working for
worthwhile projects. In the case of civic organizations. These contacts may be the
supervisors, attorneys, and others who are important in determining who is considered
for architectural or engineering work for the city or other political body. In the case of
service organizations, the self-satisfaction gained by working on club projects is
complemented by some business contacts that may lead directly or indirectly to
architectural work. Strictly social clubs, yacht clubs, tennis clubs, and the like, serve a
dual purpose in providing recreational facilities in addition to possible contacts with
future clients. Social clubs also provide opportunities and comfortable accommodation
for entertainment of clients or prospects.
Personal activity in professional organizations often adds prestige to the image
of the A/E. Holding the office of president, or other administrative office, indicates to
the general public that the person is held in rather high esteem by his fellow and that
they look to him for leadership. On a national basis the same is true except that local
opinion is now greatly reinforced by the support of members in other areas, some of
whom know the person only by his local reputation as a good leader. A similar but less
important status may be achieved by elected leadership in service or social
organizations. A certain amount of prestige is provided by being an officer of one of
these clubs and interchange of club activities may provide contacts that could be
advantageous. A word of advice at this point may also provide valuable. Do not be
carried away by the honor of being elected an officer of any organization to the extent
that it threatens the business operation or the A/E's fami- ly life. In a number of cases,
especially if the individual operates one-man office, the amount of effort, time, and
money used to attend to responsibilities of club office, drains the professional office of
required leadership and creates problems with the family. Money expended may be
directly out of the A/E's pocket since most organizations have only token
reimbursement for expense incurred for attending meetings and other activities. Time
away from the office is another major consideration. If the principal in a small office is
gone a great deal of the time, client contacts, as well as office supervision usually
suffers. Continued absence from the family, due to club activities held at night,
weekends, or in a distant city, also may be a cause for discord. The A/E should
consider all of the advantages as well as the disadvantages of being an officer of a
club before he accepts nomination.
2.
PUBLIC SPEAKING
Architecture and engineering are interesting subjects to the general public and
of special interest to certain groups. Opportunities continually occur to speak before
organizations of all types and the accomplished speaker is invited on more and more
occasions. Each speech not only reaches the immediate audience, but may be picked
up as newsworthy by newspapers, magazines, radio reports, or television. The latter
may also develop into additional public appearances for the speaker.
Speeches must be organized to be informative and interesting to the audience
and should be well enough rehearsed to eliminate reading of a text, although
infrequent reference to notes is acceptable. At project-opening ceremonies or
dedication activities, the architect may not be called upon to speak but this visible
appearance probably would seldom hurt him. In many areas the local schools have
career days involving various occupation, and this is also an opportunity for the
architect or engineer to speak to be seen.
Both architecture and engineering expose the practitioners to more direct
contact with a questioning public than most any other professions. There is a
continuous quest for new clients that is not present in the medical field, and in many
businesses the client or customer returns again and again due to economic rather than
professional reasons. Each A/E will be expected to represent that group at 'pulsefeeling" meetings of city, county or planning commissions and should be able to
express himself adequately, without the presence of stage fright, is a bid advantage in
doing business and influencing others.
3.
PROJECT SIGNS
Project signs are one of the most inexpensive yet most effective means of
advertising or public relations. These project signs may be single units indicating the
name of the architect responsible for the project, or may be billboard size with colored
rendering of the project, names of owner, architect, consultants of various kinds,
contractor and list of subcontractors, financial lender, and other related information.
Most offices have an established format and original for project signs: usually one for
wood or metal signs 'which may be fastened to the building or support and one made
on paper by printing or blueprint process to be attached to the glass in windows on
stores or remodeling work. Some communities or clients have special requirements
regarding project signs, so care must be exercised to avoid complications.
Project signs should be large enough to be easily read at a little distance usually
from the adjacent street. They should be well designed with a good clear indication of
the name of the architect, the word architect, and office location.
Fancy backgrounds, intricate lettering or office logos, or clashing color
combination should be avoided. If billboard type projects signs are to be used, the
size, name sizes and arrangement, colors and other design detailing should be done
by the architect and a component sign painter engaged to do the work. Quite often the
contractor and several sub-contractors also will want to put up their project signs on
the job so instead of a clutter of individual mismatched signs, the architect may specify
a billboard project sign as a part of the contract.
4.
MAGAZINE - NEWSPAPER ARTICLES
This type of public relations or office publicity has certainly had its ups-anddowns over the years and probably will continue to have them in the future. In either
case a published article accompanied by photo reproductions is good public relations,
but there are both policy and personal problems connected with each attempt. In order
to be publishable a building designed by an architect or engineer must solve a
community problem, be an award winner, be timely in regard to a new trend or method,
or have some unusual qualities of size, shape or location. Publication may occur at
the start of a project, at the completion years after because of special conditions or
interest, upon receiving an award, or at some extraordinary point during the
construction.
Newspapers are interested in what is happening now and therefore have a
different interest in the work of an architect or engineer. Newspapers are interested in
projects affecting the community, the environment, or other current events. Often the
A/E may prepare good copy for an article about his project, describing the solution for
a particular problem, or the introduction of a new concept. Most newspapers are eager
to have such news articles, but occasionally a paper adopts the attitude that since
architects do not advertise, the newspapers will not give them free advertising by
printing their articles, their names in the article or even their names on delineations.
While this attitude may be quite rare, it is also a challenge to the A/E to prove to new
editors, via lunches, professional meetings, invitations to "open house' activities, that
A/E's do have newsworthy projects for publica- tion. The A/E who desires newspaper
publicity must remember that time is of the essence for newspaper stories, so delay
of article preparation, wrong size or type of photographs, or similar factors missing a
deadline by a day or an hour, may mean no publication at all.
Magazines operate in a different manner than newspapers, so a different
approach is necessary. Most magazine articles are placed through professional public
relations firms or professional photographers with magazine contacts. Occasionally, a
magazine special features editor will seek the architect or engineer, but this is not the
most common procedure. The A/E provides the information, but the actual story is
most often written by a reporter or staff writer. Good professional photographs may be
edited from the final article due to space requirements or timeliness. The matter of
timing is import in magazine articles also, but not in the same manner as for
newspapers. Two types of articles require different time consideration. The feature
article may need several months advance planning and writing in order to appear at a
certain appropriate date. Articles about winter in- insulation are not common in midsummer; articles about construction or design of exhibitions needs to coincide with
openings; some special issue of magazine may need planning far in advance. Another
type of magazine publicity is with "filler" information supplied by A/E's. These are
usually short descriptions of a special feature, photographs of a special details, or
combinations that are not time-dated.
Such material is filed by the magazine until some occurrence prompts
publication of such material from several sources, some seasonal reason is apparent,
or perhaps simply to fill out a page or column. Both newspapers and magazines can
be a source of good public relations.
5.
ARCHITECTURAL COMPETITIONS
Most architectural competitions fall into one of two categories: those that search
for good ideas by a board of trustees or similar body with no intent or consideration for
compensation to the entrance, or competitions organized to include a selected entry
list and to provide equitable pay for each entry, and a contract to the finalist chosen.
Young architects are usually the ones involved in the first type and occasionally gain
a contract, but the basic idea is one of putting one office against another and then
selecting the most desirable aspects of each entry. Quite often the parameters are
poorly defined and the judging done by inexperienced amateurs. In the second type,
the requirements are fully defined, each entrant receives some remuneration for time
spent, judging is done by architectural professionals with some lay help, and a contract
is awarded. With a well-organized competition, it is possible to obtain news media
exposure before and during the event, and the possibility of good follow-up during
construction or at completion. 294
Competitions require time to prepare and this is one of the greatest drawbacks
when an office is busy. A considerable amount of advanced planning is also necessary
as most competitors is usually made through professional, or trade magazines, by
mailed flyers or invitations, and in many cases by manufacturers on a yearly basis.
Submittals normally require several plans and elevations, often in color, properly
coordinated, and on standard sized boards. Judging is generally by a selected jury
and contestants are not present at the critique. Announcement of award is generally
by the same media as the original an- nouncement of the proposed competition, and
submittals are returned to contestants who supply shipping facilities and expenses.
6.
OFFICE BROCHURES
Almost every commercial organization of any kind has a brochure which they
use as a public relations document. Many of these firms distribute these brochures is
advocated but some ideas are suggested. Brochures should be up-to-date showing
good samples of the work that the office has done. In addition, the brochure should
contain a complete resume of office personnel. Quite often photographs and
individuals resumes of principals are included. Two methods are used to include
photos of completed projects. For general use and without specialization, an office will
include work as many different varieties as possible. In some cases a large office will
include only office buildings; if a laboratory building is anticipated, only photos of
laboratories will be shows; or if a church is to be considered, only churches are
included. This procedures is not possible where an office has had considerable
experience and a variety of project types. Copies of award citations, publicity'
clippings, and other data favorable to the office, may also be contained in the brochure.
Cover and binding should be well designed. Brochures should present the best picture
of the office but should not be self-laudatory or bragging in nature.
Financial consideration is a big factor in preparation and use of office
brochures. Black- and-white printing or four-color printing command a considerable
difference in cost, but both may be used successfully. Many brochures are fairly simple
resumes of an A/E office, designed to be left with a prospective client, and cost can
be reduced by using black-and- white reproduction. More impressive and more
expensive, brochures include may photographs, color logos or other embellishments,
high-quality paper stock, and are pro- vided for display only at conferences or other
meetings. Generally, these more expensive brochures are kept by the A/E for multiple
showing.
While not strictly a brochure, many offices maintain a file of 35 mm color slides
showing the office, personnel, and projects for brochures or other presentation
material and have rather limited or special use. When used in the home office of the
A/E, it is possible to have a projector and other equipment set up and seating arranged
for easy viewing. If the file and equipment are to be used at the client's office, the A/E
should be sure to obtain prior approval, determine if the equipment can be set up
without undue inconvenience, provide a screen, extension, cords and related gear,
and do everything possible to make the presentation interesting and convenient. Slide
shows should be carefully organized to include only pertinent information, should be
long enough to prevent boredom, and should have good accompanying narration.
7.
ENTERTAINMENT
Entertainment is a perfectly legal and logical method to publicize the office.
Lunches, dinners, theatre parties, yachting cruises, and similar entertainment allows
and semi-social exchange between the A/E and the prospective client. In a relaxed
atmosphere it is often possible to "talk shop" while playing golf, or at some other
entertainment. All such entertainment needs to show customary good taste in its
proposal and should have the possibility of producing business. In a good many cases
the A/E may find that he, consciously or unconsciously, selects the same golf
foursome to continue this entertainment even after initial contact has accomplished its
purpose. While this may be good for his golf game or card game, it does not materially
increase his number of business contacts. Entertainment like most anything else, can
be overdone. While a certain amount of productive entertainment is perfectly legal, for
tax purposes you must be able to prove with whom you were, what was the business
reason for the entertainment and a reasonable cost.
8.
THE OFFICE
Perhaps one of the most influential factors in public relations takes place in the
office. By this term we mean the actual office location and appearance, as well as the
quality of work produce and the personnel employed. Each professional, of course,
has his own idea of what a good office is, but a hard to find space in a run-down
industrial area of a city is not likely to impress prospective clients. The rent may be
cheap and the space adequate, the location may be near the center of town, there
may be ample parking and all other desirable qualities, but the overall picture would
not tend to indicate a successful professional practice. Perhaps a smaller space in a
newer office-type building, with the possibilities of good street exposure and ease of
location would be a better solution. Often a small building housing, real estate offices,
contractors or engineers, or others related to construction is available, and a certain
amount of remodeling of decorating may be advantageous.
The interior of the office itself, especially reception and conference should
reflect the general attitude of the office. Natural wood paneling and natural wood trim
may indicate that the architect likes the feel and appearance of wood and uses it in his
design work. A more modern atmosphere of stainless steel or chrome furniture with
lots of glass, may indicate a feeling for more industrialized design. Photos of
renderings of completed work are almost a must, and should be periodically changed
to offset any feeling that only a few projects turned out well enough to display proudly.
Cheerful, courteous, well-groomed personnel also reflect the office feeling and prompt
attention to phone calls, mailings, and similar work strengthens the public's feeling of
competency.
9.
OTHER APPROACHES
A number of more minor public relations activities may bring new contacts or
retain con- tacts with former clients. Attendance at openings by a principal of the office
is a must and quite often is accompanied with appropriate flowers or card of
congratulations. Keep up a good relationship with contractors, real estate people,
manufacturer's representatives and other who may have contracts through their
businesses or social groups that the architects does not have. Christmas card and
birthday or anniversary cards also serves as a reminder, to past or possible clients,
that you are still in business and available if needed. Other opportunities will present
themselves from time to time and the A/E should be able to work out methods
depending upon type of client, type of project, and his own desire or ability to perform.
Remember however, that in the long run, the well-designed building and the pleased
client are the two important public relations devices that any professional may have.
BUSINESS ASPECTS OF PROFESSIONAL PRACTICE
1.
ARCHITECT'S CAPITAL
In order to engage in the practice of architecture, one must have some tools
and equipments before the practice has been established long. Also some money
presumably will been earned. Some of this earnings may not be due, some may be
due but not collected in lieu of cash. If services are paid in cash, a part of the cash
may be left in the treasury of the firm. It is also convenient to use credit with firms from
whom purchases are made.
2.
ASSETS
Anything owned that has exchange value:
a) Cash – may be changed for something else at any time.
b) Accounts Receivable – consist of sums of money owned by the business and which
are due.
c) Prepaid – some of the income of the business may be earned but not yet due. As
an example, accrued income, if working drawing is done halfway, it is accrued while
the preliminary sketches are accounts receivable.
3.
INVESTMENTS
These are usually securities, but might include real property owned by the firm
but not used for its practice. The purpose is to enable the firm to earn some income
on the money which has been set up in reserve funds.
4. PHYSICAL PLANTS
a) Automobiles - The most sellable item. In any Architectural practice, one automobile
for use at least part of the time is necessity.
b) Library - the second most sellable item is an up to date Library, which is essential
for progressive, intelligent practice.
c) Models and Art Objects - As an aid to developing an impressive atmosphere. This
may help to stimulate business.
d) Furniture and Appliances - More essential part. These may have somewhat the
same as art object, but the use is mainly necessary to carry on the work of the firm.
e) Alterations of Leased Property - If office space is rented, it is often necessary for
alterations as to make it more suitable.
f) Building - If the firm own the building it occupies, its value would be called asset
entitled building.
5. LIABILITIES
There are items of indebtedness of a business
a) Vouchers Payable - payable items among liabilities. The most urgent are current
bills.
b) Notes Payable - money is from the bank or a loan from an individual or business, a
written promise called the note is usually given bearing interest and due at a stated
time.
c) Prepaid Income - it may happen in practice that a client will pay in advance for services to be rendered. If this is done, the architect owes the client the service.
d) Accrued Expense - such as the salary of an employee which is earned but not yet
due.
e) Long Term Indebtedness it might be that a firm would find it wise to buy or build a
building or any additional equipment which would be paid for over a period of more
than a year. This is a liability. 6.
NET WORTH
a) Capital Investment - when assets are purchased for the conduct of a business, part
of the money may be borrowed and part furnished by the owners of the business.
b) Reserve for Slack Periods - The probability that some time in the near future there
will be a period during which the volume of the work in the office is insufficient to
operate the business at a profit provided for by the establishment of a fund.
c) Surplus - Any profit left in the business in addition to reserve funds.
7. PROFIT AND LOSS SYSTEM
If a man produces more of anything than he and his family wish to consume, he may:
a) Trade it to someone who has surplus of something he may want.
b) He may save it for future use.
Accumulation of money by an individual may mean
a) that more value has been produced by him than he has consumed.
b) that by assuming risks, he made profits.
c) That he has loaned part of his accumulation to others with interest.
8.
ARCHITECT INCOME & EXPENSE
An architectural office, operating successfully under our present economic
system should make profit where conditions are normal. To accomplish this, the total
income should exceed the total expense.
If a firm is to avoid bankruptcy, when losses results from its operations, it is
necessary that a reserve fund be accomplished from profits during periods which are
normal.
When responsibility, such as that assumed by an architect, must be carried,
risks of loss goes with it. Some risks can be recovered by insurance but every
enterpriser must carry the principal risks of his business. Possible current uses,
therefore, often are provided for by a reserve funds which may be called reserved for
emergency.
Payments for service rendered by architects should be in proportion to their
professional ability. Salaries should be large enough to serve as recognition of the
long years of training and the high caliber of native ability required. Since an architect
may usually be more valuable to his own firm than another, the salaries of the
principals of a firm should be somewhat higher than could be earned by some
individuals as employees of another architectural firm.
The income from the operation of an architectural practice comes mostly from
fees from clients. Income is really earned at the times the service is rendered rather
than when the service is paid for. An architectural firm might possible be successful
therefore, during a period when more money is being paid out than received.
If a firm has accumulated earnings for reserve funds, and surplus, this should
be invested. This produces more income in form of interest or dividends from the
investments. Such income is called non-operating income. Non-operating expense is
usually small, being limited principally to the actual expense of managing investments,
including payment for time devoted to his activity.
9. OPERATING EXPENSE INCLUDES
1) Direct expense - includes all items which are incurred in connection with definite
building projects.
a. Job development
b. Production
c. Administration
*Ex: salaries of technical personnel cost of consulting service cost of blueprints
& reproductions traveling and living expenses outside of agreed local area.
Long distance and telegraphic message cost of expendable drafting materials.
2) Overhead Expenses - includes all items which continue whether or not there are
many jobs in the office.
Ex: telephone and telegraph charges, photographs, use of office and drafting
equipments, office supplies, salaries of non-technical personnel use of library,
transportation, management salaries, taxes licenses, contributions, gifts.
Formula: Profit = income – expense
10. SALARY, PROFIT AND OVERHEAD
It is worthwhile for an architect to establish his own practice, that practice should
pay him a salary at least as large as the salary he would receive where he is employed
by another firm. If the work of the Architectural Office is being carried on from the
home, a charge should be made for lights, heat and janitor service. Also a portion of
the telephone bills, a portion of automobile expense and a portion of depreciation of
automobile should be charge against the business.
NOTES ON PRACTICE MANAGEMENT: MARKETING
(By: Eduardo L. Roberto, Ph.D.)
● What is Marketing in the Practice of the Architectural Profession?
If Architecture is the art and science of building then Marketing is the art and
science of satisfying building needs better than now or better than others.
● What is Marketing as a Management Area?
It is one of the management functions carried out through the four management
processes.
MANAGEMENT FUNCTIONS
1. MARKETING
2. OPERATIONS
3. FINANCE PLANNING
What are the Management Processes?
● What is Planning?
○ Deciding what to do now to improve the future.
● What is Organizing?
○ Deciding who will do what with and under whom.
● What is Implementing?
○ Deciding how to do what, when and by whom.
● What is Controlling?
○ Deciding how well plans were organized and implemented so that the
next planning, organizing and implementing will be better
● What are the management functions?
○ Look at your income statement: Pro forma with ratios
ITEMS
(Under marketing)
Income:
Architectural Service Fees
Miscellaneous
(Under Operations)
EXPENSES:
Salaries
Professional Fees
Communication
Transportation and travel
Depreciation
Materials and supplies
Rentals
Utilities
Light
Water
Telephone
Amortization of Pre Operating Expenses
Repairs and Maintenance
Insurance
Taxes and Licenses
Representation and entertainment
Interest and bank charges
Miscellaneous
(Under finance)
Expenses of income over expenses
YEARS
100%
99.1
0.9
99.2%
34.2
17.3
5.7
12.7
7.8
6.3
3.0
3.2
0.9
1.2
0.9
0.6
4.0
0.3
1.1
0.8%