Current Value of the Architect

Firstly, what is an Architect? What does the title mean? And where does its value lie?

It is important to acknowledge the current value of the Architect as a prerequisite to the exploration of its opportunities to increase its value and empower the future Architect. The value of the Architect lies within the eye of the client, and it is imperative that an attempt to increase the value of the Architect is related back to the Architects value to the client. “The best architecture generally derives from the best client-Architect relationship” RIBA (2016) and if Architects can engage in emerging technologies and new ways of practice, improving this relationship and providing efficiencies, it should inevitably drive better architecture.

per cent ‘very’ or ‘fairly’ satisfied

highlight in blue where 50 per cent or more are ‘very’ or ‘farily’ satisfied

Overall

Technical Deisgn Performance

Technical Deisgn Performance Project meets brief Effect project has on funtion of building Other deisgn qualities of project Effect project has on maintenance of building

Process Management

Developing/interpreting brief Explaining deisgn proposals Communication with client Understanding client needs Collaborating with project team Managing their work Technical design spec Managing the handover process Efficiency of admin Adhering to programme Data management approach Commerical understanding Value adding activities

[Fig 4] Client Satisfactory Levels

private domestic

76

Type of client

contractor

51

commercial

73

78 78 79

75 73

69 66 59 68 61 63 n/a 55 51 55 n/a n/a n/a 64 52 49

56 29

46 36 43 36 36 27 30 30 26 18 31 16 17 78 54 72

68 62

68 66 65 60 56 60 60 51 54 50 42 49 49 66

73 67 66

66 54

61 56 55 54 50 49 45 44 43 40 36 32 32

These findings from the 2016 RIBA Survey, ‘What clients think of Architects’ show that there is a consensus that private domestic and commercial clients are very, or fairly, satisfied with the work of Architects (below) [Fig.4] [Fig.5] [Fig.6] [Fig.7]. The same opinion is not, howveer, shared by contractors. “Contractors agreed that Architects were great at design but not so good at providing the wrapper around the design process, such as design management” (RIBA, 2016). This statement from the survey findings shows areas of improvement required by the contractor and the lack of addressing such issues led to the creation of roles such as Design Managers. Roles like this were created due to the issues surrounding risk, information delivery and accuracies that are typically found within the design team (RIBA, 2016).

An unwillingness to adapt and evolve to meet client requirements, led to a reduction in responsibility within the Design and Build procurement route and inevitably the marginalisation of the Architect. A means of overcoming this limitation of the current role would be to directly provide more value to the client with regards to cost, time reduction, increased efficiencies, accuracy and precision.

Private Domestic Contractors Commercial

76%

73%

51%

Per cent of clients who are ‘very’ or ‘fairly’ satisfied with the project overall

[Fig 5] Client Overall Satisfaction

Current Value of the Architect Per cent of clients who are ‘very’

or ‘fairly’ satisfied with the project 51% per cent ‘very’ or ‘fairly’ satisfied overall Per cent of clients who are ‘very’ or ‘fairly’ satisfied with the project overall Overall

highlight in blue where 50 per cent or more are ‘very’ or ‘farily’ satisfied highlight in blue where 50 per cent or more are ‘very’ or ‘farily’ satisfied

per cent ‘very’ or ‘fairly’ satisfied Private Domestic

Contractors Commercial 77% Private Domestic

Contractors Commercial “If Architects can stay with a project from the early design Technical Deisgn Performance

Technical Deisgn Performance Project meets brief Effect project has on funtion of building Other deisgn qualities of project

Overall Technical Deisgn Performance

Technical Deisgn Performance Project meets brief Effect project has on funtion of 77% 67% stage through to opening the front Effect project has on maintenance of building building Other deisgn qualities of project

Per cent of clients who are ‘very’ or ‘fairly’ satisfied with Architect’s technical design performance 50% Per cent of clients who are ‘very’ or ‘fairly’ satisfied with Architect’s technical design performance 67% 50%

[Fig 6] Technical Performance Satisfaction

door on the day it is completed, that’s incredibly motivating” Building Design Network (2018)

This statement is derived from a lack of just that. The previous master builder now finds itself possessing less and less impact or influence over the projects they are involved with (Building

Process Management

Developing/interpreting brief Explaining deisgn proposals Communication with client Understanding client needs Collaborating with project team Managing their work Technical design spec Managing the handover process Efficiency of admin Adhering to programme Data management approach Commerical understanding Value adding activities

Process Management

Developing/interpreting brief Explaining deisgn proposals Communication with client Understanding client needs Collaborating with project team Managing their work Technical design spec Managing the handover process Efficiency of admin Adhering to programme Data management approach Commerical understanding Effect project has on maintenance of building Private Domestic

Contractors

In addition to the client-side perspective, “The spirit of the ARB Code of Conduct defines the professional Architect as one that acts with professionalism, integrity, is competent, trustworthy and respects others” (Atanassova, 2019). This statement suggests what people expect of the architect in practice, as a role of significance and importance. Whereas, the reality is often far from such substantial influence on society.

Contractors

Commercial model [Fig.8]. Further to this, a lack of trust in an Architect’s competence to deliver a project, as shown in the RIBA (2016) survey findings, is also a

56%

30% massively depleting factor on how the contractor 61% 30% views the Architect professionally.

56%

61% But how can the Architect overcome the negative ArchitectContractor Per cent of clients who are ‘very’ viewpoint of the profession and thrive in a shifting

or ‘fairly’ satisfied with architects

process management Per cent of clients who are ‘very’ industry?

performance or ‘fairly’ satisfied with architects process management Sub Contractor Sub Sub Architect

[Fig 7] Project Management Satisfaction performance

Sub Sub

Atanassova (2019) contradicts this holistic view of the Architect with a harsh truth that “Architects are marginalised construction-industry professionals, face constant, depressing crises and are slow to grasp the potential of innovations” (Atanassova, 2019).

Sub Sub Sub

Sub Sub

[Fig 8] Design & Build Contractual Model

Contractor

Design Network, 2018). This is a resulting factor of the contractual power the contractor has over the Value adding activities Commercial Private Domestic Architect within a design and build procurement

Architect

Contractor

Sub Sub Sub

Sub Sub Architect

[Fig 9] Traditional Building Contractual Model