Episode 196 - Client Engaging an Architect

This week we will be talking about the process of a Client engaging an architect. This episode content meets PC1 - Professionalism & PC2 - Clients, Users & Delivery of Services of the Part 3 Criteria.

Resources from today's episode:

Book:

• A client’s guide to engaging an architect by the RIBA

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Transcript

Episode 196:

Hello and Welcome to the Part3 with me podcast. 

The show that helps part 3 students jump-start into their careers as qualified architects and also provides refresher episodes for practising architects. If you would like to show your support for the podcast and help us continue making amazing content, click on the link in the episode notes to sign up to our subscription. I also offer one to one mentoring services to help you with your submissions, exams and interview, head over to our website to learn more or reach out to me on LinkedIn through the Part3 With Me page, or instagram my handle is @part3withme or email me at part3withme@outlook.com. 

I am your host Maria Skoutari and this week we will be talking about the process of a Client engaging an architect. Todays’ episode meets PC1 & PC2 of the Part 3 Criteria.

And make sure to stay until the end for an example scenario.

So today’s episode draws on the RIBA’s client-focused guidance on engaging an architect, expanding on value, appointments, the brief, leadership, the RIBA Plan of Work, fees, and the legal landscape around a construction project.

Let’s start with the basics on who is actually allowed to call themselves an architect in the UK. We’ve previously covered this topic in an older episode but it is critical to mention to put today’s episode into perspective:

So under the Architects Act 1997, the protected title “architect” can only legally be used by someone registered with the Architects Registration Board, which maintains the official register of architects. That means if a client is about to appoint someone trading as an “architect”, the first sense-check is to look them up on the ARB register. If they’re not there, they are not legally entitled to use that title, whatever their marketing suggests.

On top of ARB registration, there’s the distinction of being a Chartered Member of the RIBA. For clients, the Chartered status gives some reassurance about competence, ethics and commitment to staying current, and practices that join the RIBA Chartered Practice scheme have to meet further requirements around insurance, quality systems, health and safety, employment and environmental policies.

Now, the key challenge all architects face, demonstrating to clients the added value of an architect:

So you’ve been successfully approached by a client, but sometimes, before they appoint you formally, they question the value architects bring to projects and why they are required. From a client’s perspective, it can be tempting to see the architect as “the person who just draws the plans”, but the this is where the RIBA guide expands further and makes it clear that the contribution is much broader.

This is where architects should ‘sell themselves’ to client and outline the value and key services they offer to meet a clients aspirations. Starting with the first key action architects undertaken whereby they investigate whether a client’s ambitions are feasible in the first places, and then develop the designs, manage planning and building regulations applications, prepare construction information, run tender processes, and administer building contracts, all the way through to completion. Beyond the core building design, many architects can also assist with or coordinate things like interior design, landscape design, surveys, and even strategic work such as development masterplanning or workspace strategies.

The value is not just about creativity or technical compliance, it is also about perception, performance and long-term asset value. Good design can influence how people experience a space, how efficiently it performs, how adaptable it is, and how well it holds its value over time. For clients, one of the strongest predictors of success is often the quality of the working relationship with the architect, and the guide stresses that time invested early on in discussing requirements, budget, programme and professional roles is rarely wasted.

One of the most important messages for clients is that an architectural appointment is an essential requirement and should never be informal, it needs to be documented clearly before work starts:

The RIBA Code of Conduct requires members to set out the terms of their appointment in writing, including the scope of services and key conditions, and that written agreement protects both client and architect. To make this even easier, the RIBA publishes the suite of standard appointment forms, such as the Standard Agreement, a Concise Agreement and a Domestic Project Agreement, which can be tailored to different project scales and clients.

Such agreements are key, as they identify what services are included at each stage, they deal with fees and payment, intellectual property and copyright, levels of professional indemnity insurance, and they set out mechanisms for assignment, suspension, termination and dispute resolution.

For very small projects, the parties might set out all of these into a carefully drafted letter of appointment, but the same principles still apply in that the client should understand what is being bought, and the architect should be clear about what is being delivered. 

From the client’s side, there are some accepted responsibilities, whereby they are expected to:

• Provide accurate information about the project, including ownership and boundaries, 
• To clarify priorities, 
• To appoint other consultants and specialists on compatible terms, 
• To respond to requests for decisions in a timely way
• And, of course, to pay fees, expenses and taxes when due.

And then in return, the architect commits to using reasonable skill and care, to keeping the client informed about progress, time, cost and quality, to coordinate with other designers and duty holders as appropriate, and to maintaining agreed levels of professional indemnity insurance.

So now we’ve reached the point where the architect has successfully demonstrated their value, and are in discussions with the client relating to potential role and duties the architect can offer:

Clients often know they “need an architect” but are less clear about the different roles an architect can offer on a project.

The obvious one is the designer, responsible for the architecture and potentially the coordination of other consultants.

The architects can also be appointed as project lead, lead designer and contract administrator or employer’s agent, depending on the procurement route and the client’s needs. As project lead, the architect can help form the wider design team, set up appropriate project structures, and manage progress against programme, cost and quality objectives.

As lead designer, the architect coordinates the inputs of engineers, specialists and suppliers to ensure a coherent design, and is the main point of contact for significant design questions.

As contract administrator, under a traditional contract, or employer’s agent under design and build, the architect can run tenders, assess bids, administer the building contract, monitor progress, and certify payments and completion.

So at this point the appointment and roles have been agreed and signed with the client and the architects has been officially appointed. What is the next major step? Setting the brief:

The brief should be seen as the vehicle for turning a client’s aspirations into a deliverable project, and it is a document which continues to be developed in phases, not dashed off in a single meeting.

At RIBA Stage 0, Strategic Definition, the focus is on establishing the fundamental requirements and programme, which could range from a simple initial sketch solution through to a full business case and options appraisals. For clients, this early strategic thinking often involves a few key questions:

• What are the functions of the finished project, 
• Who will use it, 
• And how will their activities be accommodated? 
• What are the real motivations and expectations, both short and long term, such as sustainability?

At this initial stage, clients should be encouraged to consider design direction, from whether the project should feel contemporary or traditional to preferences for certain materials, and to articulate sustainability aspirations in a concrete way, whether that is energy performance, lifecycle considerations, or specific environmental benchmarks.

Once the initial principles are set at Stage 0, the brief is then further developed at RIBA Stage 1, whereby the strategic work developed to date gets refined into an Initial Project Brief that is detailed enough to support feasibility and early design. This document should capture:

• The project objectives, 
• Quality expectations, 
• Outcomes, 
• Budgets and constraints, 
• While also flagging any internal processes, sign-off routes and additional professional inputs that will be needed. Such as structural engineers, cost consultants or specialists.

And then by RIBA Stage 2, Concept Design, the brief is tested and developed again, moving towards a Final Project Brief that is aligned with emerging design proposals, costs, programme and sustainability strategies.

As part of a successful project, Leadership and teamwork are a crucial part of it: 

The RIBA guidance stresses that even with a very capable design team, projects do not look after themselves, they need active client leadership. 

That leadership might come from a single empowered client representative or from a small client-side project team, but what matters is that there is clarity on who can make decisions on design, cost and site issues, which if not in place prior to the architects appointment, the architect here can take on an active role in advising the client of appointing the right team. For more complex projects, clients are encouraged to form a stakeholder group to share decision-making and review responsibilities, while still having one person recognised as the lead contact with the architect and contractors.

A client-side project team typically has involvement in several key areas. They may help shape the management structure for the project, including how the design team is overseen, they may agree change control procedures and risk management approaches, and they may have a role in budgeting, fundraising and cost control. They also commonly participate in selecting professional advisors, including legal, insurance and financial specialists, and in signing off major project stages.

From a teamworking perspective, it is important that everyone, the client, architect, other consultants, and eventually the contractor, work from a coordinated and up-to-date information base.

By the end of Stage 1, the key professional appointments for the design phase should be in place, whether the ultimate delivery route is a straightforward architect–builder arrangement or a fully multidisciplinary team. It is also key to agree the procurement approach early, whether traditional or design and build, and to make sure the programme allows design to be properly coordinated by the end of Stage 3, Developed Design.

As part of the architects duties, they should explain to the client the project process and RIBA Plan of Work Roadmap, especially if its an inexperienced client:

One of the biggest sources of anxiety for many clients is simply not knowing what happens when.

Explaining the project process to them utilising the RIBA Plan of Work 2013 is an easy and simple roadmap, as the plan of work breaks the life of a building project into stages numbered 0 to 7, covering from initial strategic definition through to briefing, design, technical design, construction, handover and in-use. Although these stages can overlap or be adapted to different procurement routes, they provide a shared language that client and architect can use to structure services and appointments. For clients, it helps to understand the typical focus of each stage.

Stages 0 and 1 are about working out what is needed and why, Stage 2 is about concept design, where ideas are explored and tested, Stage 3, Developed Design, is about coordinating the architectural, structural and services designs into a coherent whole. Stage 4, Technical Design, takes things to the level of detail needed for construction and for specialist subcontractor input, Stage 5 is the construction phase, Stage 6 covers handover and close-out and Stage 7 is about in-use services such as post-occupancy evaluation.

Not every client will need full services at every stage, but the Plan of Work gives a framework to decide what is included in the architect’s appointment. For example, one client might want intensive help at Stage 0 to produce a strong business case, while another might be more focused on post-occupancy review to support future projects. The key is that the architect’s fee proposal and scope should map clearly against the relevant Plan of Work stages so that there is a shared understanding of who is doing what, and when.

Now, let’s look at how Architects can charge and their fee options:

Fees are often the sharpest point in any client–architect discussion, a key item to make clear is that there is no standard or recommended percentage or formula, the fee is always a matter for negotiation.

The fee should reflect factors such as the complexity and size of the project, the procurement route, the scope of services and stages covered, the construction cost and the programme. Architects also have to consider the level of professional and financial resources they need to allocate, including the conceptual work and specialist knowledge that underpin the project.

As such, there are several common structures for fees:

• They may be charged as time-based fees, for example on an hourly or daily basis 
• As fixed sums tied to defined tasks or stages
• As a percentage of the final construction cost 
• Or on other agreed bases such as lump sums linked to deliverables.

Additional fees can sometimes arise if the client instructs variations, asks for extra services, or if the architect is required to redesign after a previously approved scheme, or where the project is delayed or disrupted for reasons beyond the architect’s control.

I previously mentioned that clients should be made aware of the procurement approach early, whether traditional or design and build in order to make sure the programme allows design to be properly coordinated.

Clients also need to recognise and be made aware that the chosen procurement route affects where and how architects are paid. 

Under a traditional route, the architect normally takes the design through to a detailed stage and then administers the construction contract, retaining a direct relationship with the client.

Under design and build, the contractor takes on more design responsibility after appointment, which can change the architect’s role and fee. For example, if a contractor is appointed at the end of Stage 2 with only a concept design and brief, the contractor’s team may carry the bulk of Stages 3 to 5, including developed and technical design. Alternatively, if the contractor is brought in after Stage 3, when a developed design and planning consent are already in place, the contractor might focus more on technical design, working from the architect’s coordinated scheme.

In each scenario, the architect’s fee is adjusted to reflect the stages actually delivered, and the contractor’s price will incorporate the cost of any design work they take on.

Another critical concept for clients is novation. In some design and build arrangements, the architect starts off working for the client but is then novated across to work for the contractor after a certain stage. When that happens, the architect’s primary duty is to the contractor, not the original client, so if the client wants independent design advice beyond novation, they may need a separate advisory appointment.

So we’ve spoken about the architects roles, fees, leadership and guidance offered to clients. But no client guide would be complete without touching on the Legal and Regulatory Context:

So, the architect’s role includes helping clients understand what consents are needed and making submissions to planning and building control, but architects cannot guarantee the outcome of statutory decisions.

Breaches of relevant regulations can be offences, so clients need to treat these issues seriously and take specialist legal advice where appropriate.

On the planning side, the Town and Country Planning Act underpins the system that controls land use, siting and appearance of development, and protects amenity and the environment. Most developments require planning permission, with only limited categories of permitted development, and listed buildings often require both planning permission and separate listed building consent for alterations. Planning applications may need supporting documents like design and access statements, flood risk assessments or biodiversity reports, and they always attract fees.

On the technical side, the Building Safety Act and Building Regulations seek to secure health, safety, energy performance and accessibility standards. Approved Documents provide guidance on how to achieve compliance across areas such as structure, fire safety, moisture, sound, ventilation, sanitation, fuel and power, accessibility and electrical safety. Before work starts, building control has to be notified and fees paid, and Building Control approvers then inspect work and issue certificates if satisfied that relevant parts of the regulations have been met. The client must also appoint the BR PD and BR PC.

Health and safety is another area where client duties are sometimes underestimated:

The Construction (Design and Management) Regulations 2015 apply to the design, construction, use, maintenance and demolition of buildings and structures, and they place statutory duties on designers, contractors and, in most cases, clients. The client must appoint a CDM Principal Designer and CDM Principal Contractor and must ensure that those appointed are competent and adequately resourced. Membership of professional bodies can be one indicator of competence, but clients are also encouraged to look at how potential appointees manage health and safety in practice.

Designers are expected to eliminate hazards where possible and minimise remaining risks through design decisions, and contractors must plan and manage works safely. Separate RIBA guidance is available solely on health and safety for construction clients, and architects can signpost clients to this where a project warrants more detailed understanding.

The guide also flags a series of other legal topics that can affect a project:

Under the Party Wall etc. Act, certain works affecting party structures or close to boundaries require formal notices to be served on adjoining owners, and disputes are handled through a specific statutory procedure.

For larger projects over a set cost threshold, Site Waste Management Plan regulations require documented planning and recording of construction waste, though this regime has evolved since the guide’s publication.

For business and commercial clients, the Housing Grants, Construction and Regeneration Act and later amendments impact payment and adjudication procedures in construction contracts.

The Late Payment of Commercial Debts Regulations give businesses rights to claim interest and recovery costs for overdue payments, subject to certain conditions.

For domestic or consumer clients, Unfair Terms regulations seek to protect against imbalanced standard terms where there is a clear disparity in bargaining power, and RIBA’s Domestic Project Agreement has been drafted in light of these protections.

Equality legislation also has design implications:

The Equality Act consolidates previous anti-discrimination laws and requires fair treatment across a series of protected characteristics, which influences how buildings are designed and operated, especially where they are workplaces or public spaces. Architects can help clients understand how accessibility and inclusive design intersect with both legal duties and good practice.

This client-focused material is a reminder that professional obligations are not just abstract rules, they frame how architects explain their role, structure their appointments, manage fees and guide clients through a complex legal and regulatory environment. Fluency with these concepts is part of becoming a trusted advisor rather than just a supplier of drawings, and for clients, understanding them is key to getting the most from working with an architect.

Before I move on to an example scenario, let’s sum up what I discussed today:

• Client should always verify that the architect they select is legally registered with the ARB. The title “architect” is protected by law in the UK, and RIBA Chartered status adds further assurance of competence and ethics.
• Architects offer much more than just drawings, their value includes feasibility checks, design, regulatory compliance, project management, and coordination across disciplines, all contributing to the project’s long-term performance and asset value.
• It should be made clear to clients that a clear, written appointment agreement is essential. RIBA standard forms help define scope, fees, roles, and responsibilities, protecting both client and architect and setting the foundation for a successful project.
• The RIBA Plan of Work provides a clear roadmap for the project lifecycle, helping clients understand what happens at each stage and enabling tailored services that match their needs and budget.
• Clients and architects must both understand the legal and regulatory landscape, from planning and building safety to health and safety and equality legislation, and architects should guide clients through the process to ensure projects are compliant, safe, and inclusive from start to finish.