Determining Appropriate Fees for the Services of an Architect

A GUIDE TO

Royal Architectural Institute of Canada |

RAIC.ORG

| 1

A GUIDE TO

Determining Appropriate Fees

for the Services of an Architect

Published by

The Royal Architectural Institute of Canada

330 – 55 Murray Street

Ottawa, Ontario, Canada K1N 5M3

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any

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addressed to the Publisher.

Editor: Donald Ardiel, MRAIC

Copy editor: Kristen Gagnon, MRAIC

Translator: France Jodoin, C. Tr.

Cover design and layout: Vicky Coulombe-Joyce

ISBN electronic book

A Guide to Determining Appropriate Fees for the Services of an Architect: 978-0-919424-75-3

ISBN electronic book

Un guide aidant à déterminer les honoraires appropriés pour les services d’un architecte: 978-0-919424-76-0

ISBN printed book

A Guide to Determining Appropriate Fees for the Services of an Architect: 978-0-919424-77-7

ISBN printed book

Un guide aidant à déterminer les honoraires appropriés pour les services d’un architecte: 978-0-919424-78-4

First Edition published 2009

Second Edition published 2019

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

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Acknowledgements | 3

Acknowledgements

The Royal Architectural Institute of Canada expresses much thanks to the past and present members

of the RAIC Practice Support Committee. Their extensive knowledge of architectural practice,

dedication to professionalism, and unquestioning generosity, has made this document possible.

RAIC Practice Support Committee Members (2016, 2017, and 2018)

John Peterson, FRAIC, Chairperson

Rod Kirkwood, FRAIC, former Chairperson

James Anderson, MRAIC

Douglas Clancy, FRAIC

Lawrence Dressel, FRAIC

Ted DuArte, MRAIC

Pierre Gallant, FIRAC

François Hogue, FIRAC

Eric (Rick) MacEwen, FRAIC

Brian Oakley, FRAIC

Justin Saly, MRAIC

Joseph Zareski, MRAIC

Jon Hobbs, FRAIC, former RAIC Executive Director, laid the groundwork for the original document,

A Guide to Determining the Appropriate Fees for the Services of an Architect, making this 2

Edition

possible. With much appreciation, thank you.

The RAIC is also thankful for input from the practice committees and practice advisors of the

provincial associations of architecture, particularly Charles (Chuck) Greenberg, FRAIC, and Allen

Humphries, FRAIC, of the Ontario Association of Architects. All of the comments provided have

been thoughtful and instructive.

Donald Ardiel, MRAIC, Editor

COVER IMAGE

MICHAL AND RENATA HORNSTEIN PAVILION FOR PEACE

Atelier TAG + Jodoin Lamarre Pratte architectes en consortium

Photo: Marc Cramer

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

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Table of Contents | 4

Table of Contents

Acknowledgements

Preface

The Value of the Architect

1 Architect’s Compensation

1.1 Methods of Compensation

1.1.1 Fixed Fee

1.1.2 Time Basis

1.1.3 Percentage-based Fee

1.1.3.1 Percentage-based Fee for Projects Using Building Information

Modeling (BIM)

1.1.3.2 Construction Costs

1.1.3.3 Percentage Fees and Basic Architectural Services

1.1.4 Range of Percentage Fees for Services

1.1.4.1 Range of Percentage Fees for Architectural Services Only

Without Engineering Fees for “Average” Projects

1.1.4.2 Range of Percentage Fees with Architectural and Basic

Engineering Fees for “Average”’ Projects

1.1.4.3 Notes for Fees Tables in 1.1.4.1 and 1.1.4.2

1.1.5 Other

  1.1.6 InationFactor

 1.2 FeeAdjustmentFactors/VariablesAectingtheArchitect’sFee

1.2.1 Fee Adjustment Factor 1 – Enhanced Scope of Services

1.2.1.1 Pre-design Services

1.2.1.2 Additional Services

1.2.2 Fee Adjustment Factor 2 - Project Delivery Method and Construction

Procurement

1.2.2.1 Design-Bid-Build

1.2.2.2 Design-Build

1.2.2.3 Construction Management

1.2.2.4 The Three Traditional Methods of Design/Construction Project

Delivery Compared

1.2.2.5 Fee Adjustment Factors Related to Project Delivery Method and

Project

1.2.2.6 Public-Private Partnership

1.2.2.7 Other Project Delivery Methods or Design Processes

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Table of Contents | 5

1.2.3 Fee Adjustment Factor 3 – Schedule and Fast Track Projects

1.2.4 Fee Adjustment Factor 4 – Project Documentation and Computer

Modeling

1.2.5 Fee Adjustment Factor 5 – Specialist Consultants

1.2.6 Fee Adjustment Factor 6 – Approvals and Authorities Having

Jurisdiction

1.2.7 Fee Adjustment Factor 7 – Submittals (not related to construction)

1.2.8 Fee Adjustment Factor 8 – New Technologies

1.2.9 Fee Adjustment Factor 9 - Construction Administration

1.2.10 Fee Adjustment Factor 10 – Project Location and Site Conditions

1.2.11 Fee Adjustment Factor 11 – Renovation to Existing Buildings (versus

new construction)

1.2.12 Fee Adjustment Factor 12 – Repeat Work or Repetitive Designs

1.2.13 Fee Adjustment Factor 13 – Architect’s Personnel

1.2.14 Fee Adjustment Factor 14 – Demobilization and Remobilization (stop

and start-up of architect’s workforce)

1.2.15 Fee Adjustment Factor 15 – Phased Building Occupancies

1.2.16 Fee Adjustment Factor 16 – Full-time On-site Field Review

1.3 Reimbursable Expenses

1.3.1 Administrative Charges

1.3.2 Professional Liability Insurance

1.4 Payment

1.4.1 Retainer

1.4.2 Billing Period

1.4.3 Interest

1.5 Other Payment Provisions

1.5.1 Statutory Holdbacks

1.5.2 Redesign Changes

2 BuildingClassications

2.1 Occupancy

2.2 Building Complexity

2.3 Building Size

2.4 Building or Construction Cost

2.5 Building Category or Building Type

3 Denitions

4 Other References

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Table of Contents | 6

Appendices

Appendix A Fee Calculation Sheet

Appendix B Example Fees Using Fee Calculation Worksheet

Appendix C Typical Invoice Using Percentage-based Fee

Appendix d Alphabetical List of Buildings by Category

Appendix e Scope of Services Checklist

Appendix F Basic Services of an Architect – Narrative Description

Appendix G List of Additional Architectural Services

Appendix H Comprehensive List of Types of Consultants on the Design Team

Appendix i Finding, Selecting and Engaging an Architect

Appendix J Typical Buildings Requiring the Services of an Architect

Table of Figures

FiGure 1 Cost of Design and Construction as a Percentage of Total Asset Life Cycle Costs

FiGure 2MacLeamyCurve:InuenceofEarlyEectiveDecision-makingonProjectOutcomes

FiGure 3 Typical Allocation of Fees for a “Traditional” Architectural Project

Tables

TABle 1 Typical Breakdown of Fees Over Design Project Phases

TABle 2 Range of Fee Breakdown for Projects with Intensive Early Phases Including

Building Information Modeling

TABle 3 Construction Cost Estimation by Project Phase

TABle 4 Basic Architectural Services

TABle 5 Average Fees for Basic Architectural Services Only

TABle 6 Average Fees for Basic Architectural and Engineering Services

TABle 7 Fee Adjustment Factors Related to Project Delivery Method

TABle 8RiskProlesRelatedtoProjectDeliveryMethods

TABle 9 Scope of Design Services in the Practice of Architecture

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Preface | 7

Preface

This guide has been developed by the Royal Architectural Institute of Canada (RAIC) to assist

Architects and their clients in determining a fair exchange for the value of architectural services.

Throughout the second half of the 20

Century, expectations and roles within the design and

construction industry were consistent and clearly understood. Architects’ services for any building

project were largely the same and builders generally performed in a consistent manner based on

a standard set of conventions and procedures. Therefore, it was relatively easy to identify a typical

feefortheservicesofanarchitectforaspecictypeofbuilding.Ascheduleoffeesforarchitectural

services based on a percentage of the construction cost was widely accepted and used.

Today the situation has changed. Professional architectural service rms in Canada are bound

to operate under laws, regulations, and standards governing human resources management,

professional regulatory frameworks, building construction market conditions, and evolving digital

technologies, among others. It is necessary to examine every building project to determine the

appropriate fee for an architect’s services. The practice of architecture and the provision of

architectural services have evolved considerably. Today, the architect and client must agree upon

a wide range of project requirements and negotiate a fair exchange for value based on the unique

aspects of each project. Some of the reasons for this include:

¾ WidelydieringrequirementsofAuthoritiesHavingJurisdictionandapprovalprocessesbased

on building type and jurisdiction;

¾ Increasingly complex and sophisticated building systems and technologies;

¾ Dierentformsofprojectdelivery;

¾ Project phasing with multiple building occupancies at various times;

¾ Numerous additional specialists to consult and coordinate;

¾ Additional or reduced levels of services depending on the project-specic context and its

method of delivery;

¾ Wide variations in construction costs;

¾ New project design and documentation processes and requirements such as Building

Information Modeling (BIM), Integrated Project Delivery (IPD), or Integrated Design Process

(IDP);

¾ Requirementsforthird-partycertication (suchasLEED®,GreenGlobes®, orWELLBuilding

Standard®);

¾ New demands for rapid construction and compressed schedules;

¾ Greater overhead costs because of extensive and complex “Requests for Proposals” and new

marketing expenses;

¾ Greater expectations for energy conservation and building performance;

¾ Extensive submissions at various stages of project documentation.

The primary purpose of this document is to guide a fair exchange of value in establishing appropriate

feesforarchitecturalservices.Becauseofthesesignicantchangesinthedesignandconstruction

industry, it is impossible to assume that the same professional fee will be appropriate for all

projects even if the projects are of the same size and building type. Requirements will vary, and this

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Royal Architectural Institute of Canada |

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Preface | 8

document will help all parties in determining the appropriate fee for an architect’s services for their

unique building project.

The architect, as a member of a self-regulated profession, is ultimately responsible for the quality

of architectural services. The architect is required to satisfy their contractual and professional

obligations to the client and their regulatory obligation to protect the public interest.

Questions or suggestions regarding an architect’s fees are welcomed and should be directed to:

The Royal Architectural Institute of Canada

55 Murray Street, Suite 330

Ottawa, Ontario, K1N 5M3

Canada

Telephone: 613-241-3600

Email: [email protected]

Web: www.raic.org

Additional copies may be purchased through the RAIC Store at

https://www.raic.org/raic/online-store

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The Value of the Architect | 9

The Value

of the Architect

(Architecture matters)

Architecture is the sole profession whose members are qualied to design

and to provide advice, including technical and aesthetic judgment, on the

built environment. Architects provide services and solutions with technical

competence and aesthetic sensitivity suitable to the physical, social, cultural,

and economic environment, thereby inspiring the community and its citizens.

In matters of public health and safety, architects are obliged to serve the public

interest and respond to the public need. And now, these concepts of health

and safety have been expanded to encompass the sustainability of the global

environment and accessibility for all persons.

Architects add value to building projects by creating a design and layout that

is functional. Architects design for construction that is durable and energy-

ecient.Architectsworktoenhancethelookandvisualimpactoftheprojectto

provide a positive experience and increased market value to clients and users.

An architect is invaluable on any building project and furthermore, the use of

architectural services by a licensed or registered architect is a requirement

for many building types or “occupancies”, as required by building codes

across Canada.

Design services are usually around 10% of the total of all design and construction

costs. Therefore, the architect’s fees can be as low as 0.01% of the life cycle

costs for design, constructing, and operating a facility. Through good design,

the savings can be many fold over the design fees charged in the lifecycle of a

building. Building design services are an inappropriate place to cut costs.

Clients and architects need to

discuss the value of architectural

services and how an architect’s

ideas and knowledge can result

in signicant increases to the

real estate value of a building, as

well as savings in the building’s

operating and maintenance costs.

The pie chart to the right illustrates

that the architect’s fees are a very

small fraction of the total costs for

constructing and owning a building.

This important upfront investment in

professional services can have very

signicantimpactsonfuturecostsof

the ownership of any building.

FROM TOP TO BOTTOM

TWO HULLS HOUSE

MacKay-Lyons Sweetapple Architects

Photo: Greg Richardson

FORT McMURRAY INTERNATIONAL

AIRPORT

oceofmcfarlanebiggararchitects+

designers inc. (omb) Project commenced

as predecessor rm mcfarlane green

biggar Architecture + Design Inc.

Photo: Ema Peter

AUDAIN ART MUSEUM

Patkau Architects

Photo: James Dow

Design &

Construction

1-2%

Maintenance

& Energy

10-20%

Salaries of

Occupants

80-85%

FiGure 1 Cost of Design and Construction as

a Percentage of Total Asset Life Cycle Costs

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The Value of the Architect | 10

Strategic thinking that is informed, integrated, and builds on intelligent pre-design and design

decision-making will have a positive impact on project quality, cost, and schedule. Clients that invest

inintegratedearlydesignwillrealizeincreasedvaluebysignicantlyreducingtheriskofproject

shortfalls. The MacLeamy Curve

in Figure 2 illustrates that early design-based decision-making can

leverresourcestoachievesuccessfulprojectoutcomesandoperationaleciency.Reducingproject

costsbyreducingtheresourcesavailableforaneectivedesignactstoworkagainsttheclient’sand

user’s best interests.

100%

Low

Impact

High

Impact

RESOURCES CONSUMED

IMPACT OF DECISION MAKING

The greater the investment in

information gathering, analysis

and decision-making during

pre-design and conceptual design

phases, the fewer expensive

changes later in the project.

Δ TIME

Ease & ability to aﬀect project change

Costs associated with project change

Pre-design

Stage

Bid

Stage

Conception

Design Stage

Construction Document

Stage

Construction StageDesign Development

Stage

FiGure 2 MacLeamy Curve: Inuence of Early Eective Decision-making on Project Outcomes

Although a number of researchers and practitioners have developed graphs that illustrate the impact of decision-making in the project

life cycle on project resources, the conguration featured here is credited to architect Patrick MacLeamy.

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Architect's Compensation | 11

Royal Architectural Institute of Canada | RAIC.ORG

1.1 | Methods of Compensation

There are several dierent methods of compensation for an architect’s services. The common

methods of compensation include:

¾ Fixed Fee

¾ Time basis

¾ Percentage-based Fee

Very often the project and client are best served by a combination of these methods of compensation

rather than one single fee. Frequently, it is more appropriate to use one method of compensation

foronephaseoftheprojectandadierentmethodofcompensationforanotherphase.

For example, in dealing with Authorities Having Jurisdiction and obtaining approvals for a project,

which can be indeterminate in complexity and time, it may be fair to compensate the architect on

an agreed-to hourly rate. However, the project documentation could then be compensated on a

percentage fee based on the construction cost for the project.

In another instance, specic services, such as the preparation of an architectural rendering or

marketingmaterials,couldbe provided at a xedprice.Additionalservicesforthesameproject

could, in turn, be compensated on a per diem rate or percentage of the construction cost.

1.1.1 | Fixed Fee

Axedfeeisanamountnegotiatedwiththeclientforprofessionalservicesthatcanbesuciently

denedattheoutsetoftheproject.Thisarrangementisonlysuitableifthescopeoftheproject,

the schedule for design and approvals, the construction schedule, and other variables can be

determined with reasonable accuracy by the architect.

Thexedfeeforsuchassignmentsisnegotiatedafterthearchitectandconsultantshaveprepared

a comprehensive estimate of work hours and overhead costs.

Thefeethenbecomes eectively a xedprice,unlessprojectparametersbeyondthearchitect’s

control change. If these conditions change, or if the size of the project or scope of the architectural

servicesincreasesordecreases,thenthearchitect’sxedfeemustbeadjusted.

1.1.2 | Time Basis

Time basis fees are fees that are charged on an agreed-to hourly or daily (per diem) rate. This

methodofcompensationisusefulwhentheservicesarediculttodetermineinadvanceorare

preliminary in nature, and often short in duration.

1 | Architect’s Compensation

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Architect's Compensation | 12

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Time-basis fees are typically used for the following:

¾ Servicesthatarenotwelldened;

¾ Pre-design services;

¾ Representations and transactions with Authorities Having Jurisdiction;

¾ Partial services;

¾ Additional services;

¾ Conceptual design;

¾ Foraparticularphaseoftheproject,suchasgeneral/eldreview;

¾ For services as an expert witness;

¾ Renovation projects;

¾ Preparation of record drawings;

¾ Specialist expertise or services;

¾ Program validation;

¾ Bridging the role of an architect prior to retaining a prime architect.

The actual hourly rates vary across the country and by the level of experience and seniority of the

architectandsta.Architectsareprofessionalswithextensivetraining(insomecasestheinternship

and licensing process for architects is considerably longer than that for other professionals, including

medical doctors or lawyers) and therefore the hourly rates for architects will correspond to the local

market, to the architect’s experience and expertise, and to the rates of other licensed professionals

in the region.

Hourlybillingcanutilizexeddollarrates(suchas$250perhour)ortheycanuseafeemultiplier.

There are two types of multipliers – one that is a multiplier of “Direct Salary Expenses” and another

that is a multiplier of “Direct Personnel Expenses”. Direct personnel expenses are the most common.

Whentheratesforarchitectsandtheirstaarebasedon“DirectPersonnelExpenses”theyinclude

thoseitemslistedinthedenitionssectionofthisdocument.

Additional factors should be considered for overtime expenses if such work is undertaken at the

client’s request or to meet scheduling demands beyond the architect’s control.

Thehourlyorperdiem(daily)ratesforarchitectsandtheirstashouldbeagreedattheoutset.

Additionally, the client and architect should agree upon a time period (e.g. annually) for review and

adjustmentofthehourlyratesinordertoadjustforinationandotherfactors.

1.1.3 | Percentage-based Fee

A percentage-based fee is a method of compensation which links the fee for the architect’s services

to a percentage of the construction cost of the project. The percentage will vary depending on the

type of building, the construction value, the type of construction contract, and fee adjustments

described in Section 1.2.

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Architect's Compensation | 13

Royal Architectural Institute of Canada | RAIC.ORG

It is possible using a percentage-based fee to calculate architectural fees on a net basis, that is

excluding all engineering and specialist consultant fees. It is also possible to calculate a percentage-

based fee including the basic engineering services for structural, mechanical, and electrical

engineering. This document includes charts which illustrate both methods.

Percentage-based fees are based on sliding scales considering both the size and complexity of the

project and the construction cost. The sliding scales are not suitable for many renovation projects

nor for very complex or custom projects. The fee indicated on the sliding scale is the starting point

for discussion. It is a baseline fee that must then be revised using the various fee adjustment factors

to determine the appropriate fee for architectural services for the unique project.

Whencalculatingthedistributionofthefeeoverthetraditionalvephasesofsimpleandaverage

projects, the following breakdown is typical:

Complex projects, such as extensive renovations or heritage conservation, may require addition

resources during the construction documentation and construction (contract administration)

phases, thus changing the balance of fees across the phases.

Phase Percentage of Total Fee

Schematic Design 12.5%

Design Development 12.5%

Construction Documents 50%

Bidding and Negotiation 2.5%

Construction (Contract Administration) 22.5%

TABle 1 Typical Breakdown of Fees Over Design Project Phases

Design

Development

Construction

Documents

Construction

Phase

100%

Schematic

Design

12-25% 12-25%

35-50%

Bidding and

Negociation

2.5-8.5%

25-35%

50%

Cumulative Percent of Total Fee Percent of Fee for Each Phase

FiGure 3 Typical Allocation of Fees for a “Traditional” Architectural Project

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Architect's Compensation | 14

Royal Architectural Institute of Canada | RAIC.ORG

1.1.3.1 | Percentage-based Fee for Projects Using Building Information Modeling (BIM)

Emerging forms of project design and documentation, such as Building Information Modeling (BIM),

requiremoredocumentationanddesignintheearlyphases.Thetablebelowreectsarangeoffee

breakdownsforprojectswithintenseearlyphases.Forspecicprojects,itmaybeappropriateto

vary theses percentages, subject to agreement with the client.

1.1.3.2 | Construction Costs

Itisimportantfortheclienttohaveafullunderstandingofthedenitionofconstructioncosts.This

is the basis for calculating the fee using a percentage that has been negotiated.

Thedenitionstates:

“The Construction Cost is the total cost of the Work to the Client to construct all elements

of the project designed or specied by, or on behalf of, as a result of coordination by,

the Architect, consisting of the Construction Contract price, cost of changes to the Work

during construction, construction management fees or other fees for the coordination or

procurement of construction services, and all applicable taxes, except Value-Added Taxes,

which shall be excluded. Construction Cost excludes the compensation of the Architect and

Consultants, land cost, land development charges and other professional fees.”

Canadian Standard Form of Contract for Architectural Services – Document Six,

Royal Architectural Institute of Canada, Ottawa, 2018.

(Referred to as ‘RAIC Document Six’ throughout the document)

At the project outset, the construction cost is a mutually understood and agreed to budget. As

theprojectdevelops,estimatesoftheconstructioncostarepreparedandfurtherreneduntilthe

actualcontractpriceorconstructioncostisknown.Thegureisusuallyadjustedagainduringthe

construction phase based upon mutually agreed upon amounts at the beginning of each phase.

The basis for calculating the percentage fee should typically be as follows:

¾ Before a construction cost estimate is available, the fee is based on the construction budget at

the time of the invoice;

¾ After a construction cost estimate is available, the fee is based on the current construction cost

estimate at the time of the invoice;

¾ After the construction contract is entered into, the fee is based on the current construction cost

at the time of the invoice.

Phase Percentage of Total Fee

Schematic Design 20-25%

Design Development 20-25%

Construction Documents 35-25%

Bidding and Negotiation 2.5%

Construction (Contract Administration) 22.5%

TABle 2 Range of Fee Breakdowns for Projects with Intensive Early Phases Including Building Information Modeling

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Refer to “Appendix C – Typical Invoice Using Percentage-based Fee” for sample calculations when

determining the eventual fee.

1.1.3.3 | Percentage Fees and Basic Architectural Services

Basic architectural services are listed in Table 3 and described in detail in “Appendix E – Basic Services

of an Architect”. The recommended percentage-based fees listed in Tables 4 and 5 are based on

basic architectural services.

Basicarchitecturalservicesusuallymeanave-phasedapproachforthedesignandconstruction

of a building (refer to Table 3). This service will usually result in the production of the “instruments

of service”

neededtoobtaintherequiredpermitsforconstruction,andwillprovidegeneral/eld

reviewservicestoconrmthatthebuildingasconstructedisconsistentwiththedesign.

The phases described in the following chart list the basic services for each phase. Note that “Pre-design”

and “Post-construction” services are additional services and are therefore not included in the chart.

Neither are “Pre-design” or “Post-construction” services included in the percentage fee listed in the chart.

Phase Amount

Schematic Design Construction budget

Design Development Construction cost estimate

Construction Documents Updated construction cost estimate

Bidding and Negotiation Updated construction cost estimate

Construction (Contract Administration) Actual construction cost

TABle 3 Construction Cost Estimation by Project Phase

TABle 4 Basic Architectural Services

Instruments of Service are representations, in any medium of expression, of the tangible and intangible creative work that forms part

of the services or additional services. The architect and the consultants engaged by the architect shall retain all common law, statutory,

and other reserved rights, including copyrights, to the Instruments of Service. The Instruments of Service shall be used only by the client

for the intended purposes of the project at the place of the work and shall not be oered for sale or transfer to third parties without

the architect’s written consent.

Basic Architectural Services

Project

Assessment

Concept Approval Approvals from Authorities Awards of Construction Contract

Schematic

Design

Development

Construction

Documents

Bidding or

Negotiation

Construction

Phase – Contract

Administration

ARCHITECT’S SERVICES

• Client-supplied Data

Coordination

• Program and Budget

Evaluation

• Review of Alternative

Design Approaches

• Architectural

Schematic Design

• Schematic Design

Drawings and

Documents

• Statement

of Probable

Construction Costs

ARCHITECT’S SERVICES

• Client-supplied Data

Coordination

• Design Coordination

• Architectural Design

Development

• Design Development

Drawings and

Documents

• Statement

of Probable

Construction Costs

• Client Consultation

• Agency Consultation

ARCHITECT’S SERVICES

• Client-supplied Data

Coordination

• Project Coordination

• Architectural

Construction

Documents (Working

Drawings, Form of

Construction Contract

andSpecications)

• Document Checking

and Coordination

• Statement of

Probable

Construction Costs

• Client Consultation

• Interior Construction

Documents

• Consult authorities

ARCHITECT’S SERVICES

• Client-supplied Data

Coordination

• Project Coordination

• Issue Bidding

Documents

• Issue Addenda

• Bid Evaluation

• Construction

Contract

• Client Consultation

• Separate Bids or

Negotiated Bids

• Services Related to

Bidders’ Proposals

• Consult Authorities

ARCHITECT’S SERVICES

• Contract

Administration and

General/Field Review

• Progress Reports/

Evaluation

• ProcessCerticates

for Payment

• Interpretation of

Contract Documents

• Review of Shop

Drawing

• Product Data/Sample

• Change Orders

• Substantial

Performance Report

andCertication

• Client Consultation

• Interior Construction

Review

• Record Drawings

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1.1.4 | Range of Percentage Fees for Services

1.1.4.1 | Range of Percentage Fees for Architectural Services Only Without Engineering

Fees for “Average” Projects

The percentage-based fees listed in Tables 5 and 6 below are based on basic architectural services

listed in Table 4 and described in detail in “Appendix E – Basic Services of an Architect”. The percentage

fees are for projects of an average level of complexity (See notes in 1.1.4.3 below).

1.1.4.2 | Range of Percentage Fees with Architectural and Basic Engineering Fees for

“Average”’ Projects

Base Percentage Fee by Building Category (in millions) –

New Construction WITHOUT Basic Engineering Fees

CONSTRUCTION

COST

<$500,000

$500,000

to <$1M

$1M to

<$2M

$2M to

<$5M

$5M to

<$10M

$10M to

<$25M

$25M to

<$50M

<$50

million

BUILDING

CATEGORY

1 9.22 8.17 7.85 7.76 7.55 7.34 7.13

Fees for

projects

with a

construc-

tion value

above

$50mto

be negoti-

ated

2 10.26 9.39 8.91 8.80 8.60 8.38 8.17

3 11.32 10.26 9.96 9.85 9.64 9.43 9.22

4 12.36 11.32 11.00 10.89 10.68 10.47 10.26

5 13.41 12.36 12.05 11.95 11.74 11.53 11.32

6 14.45 13.41 13.09 13.00 12.78 12.57 12.36

7 18.48 17.60 17.28 17.00 16.14 15.46 14.95

TABle 5 Average Fees for Basic Architectural Services Only

TABle 6 Average Fees for Basic Architectural and Engineering Services

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1.1.4.3 | Notes for Fees Tables in 1.1.4.1 and 1.1.4.2

For simple projects, apply a factor of 85% to the average fee.

For complex projects, apply a factor of 115% to the average fee.

“Simple”meansutilitarianincharacterwithoutcomplicationofdesign,aminimumofnishes,and

coordination of basic structural, mechanical, and electrical systems.

“Average” means conventional in character requiring coordination of the structural, mechanical,

and electrical systems.

“Complex” means exceptional character and complexity of design requiring more advanced systems

and coordination of complex structural, mechanical, and electrical systems. Complex projects

require increased integration of the work of multiple other disciplines, such as information and

communications infrastructure, security, high-performance regenerative, and power generating/

conservation systems.

Fees must be adjusted based on fee adjustment factors listed in Section 1.2

Additional services may be required for simple, average,

or complex projects where the architect is responsible

for developing and managing extensive submissions to

Authorities Having Jurisdiction beyond the initial submission.

These may include repeated submissions and appearances

before committees of adjustment, site plan review panels,

or multiple levels of government. The management of

stakeholder engagement, heritage preservation, and extra-

jurisdictional approvals and/or certications may also

require work in addition to basic architectural services.

1.1.5 | Other

Occasionally, in some provinces, architects are paid on a unit

basis for projects such as multiple-unit housing or hotels

that have a repetitive element. Unit fee determinations are

frequently arbitrary and do not relate to the nature and

scope of architectural services.

1.1.6 | Ination Factor

The calculation of percentage-based fees, and the method of

adjusting fees described in Table 3, accommodates potential

changes in the value of money over the life of the projects.

Some project may extend over a protracted period and

specicmentionoffeeadjustmentfactorsbasedonination

may be required.

FROM TOP TO BOTTOM

COMPLEXE SPORTIF SAINT-LAURENT

SAUCIER+PERROTTE /

HCMA Architecture + Design

Photo: Olivier Blouin

FORT YORK VISITOR CENTRE

Patkau Architects Inc. /

Kearns Mancini Architects Inc.

Photo: Tom Arban Photography

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1.2 | Fee Adjustment Factors / Variables

Aecting the Architect’s Fee

As indicated in the Preface, the design and construction industry has become increasingly complex

and each project may be subject to unique factors that must be considered when determining an

appropriate fee.

Fee adjustment factors are listed below. This list is not exhaustive and certain clients or architects

mayhaveotherfactorsthataectthecostofprofessionalservicesforthebuildingproject.Fees

may be adjusted for:

• Fixed Fee

• Time basis

• Percentage-based Fee

• Enhanced Scope of Services

• Pre-design Services

• Additional Services

• Project Delivery Method and Construction Procurement

• Sequential Tendering

• Design-Bid-Build

• Design-Build

• Construction Management

• Public Private Partnerships (P3)

• Other

• Integrated Project Delivery

• Lean Construction

• Fast-track Projects

• Project Documentation and Computer Modeling

• Specialist Consultants

• Enhanced or Extensive Submissions to Authorities Having Jurisdiction Beyond Initial Submissions

(refer to Section 1.2.6 – Fee Adjustment Factor 6)

• New Technologies

• Enhanced or Extensive Construction Contract Administration

• Project Location and Site Conditions

• Renovations to Existing Buildings (versus new construction)

• Repeat Work or Repetitive Designs

• Architect’s Personnel

• Demobilization and Remobilization (stop and start-up of workforce)

• Phased Building Occupancies

• Full-time On-site General/Field Review

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Often the variable is a percentage or multiplier used to adjust the fee. Sometimes the variable may

result in a reduced fee, such as for repetitive design work, or the elimination of an entire phase

(such as bidding and contract negotiation if undertaken by the client).

This guide proposes the following variables as multipliers:

Once the client and architect have determined the building type, the project and construction

budgets, the method of project delivery, the role of consultants, and the scope of services, together

with other fee adjustment factors noted above, it is then possible to negotiate a fee for architectural

servicesthatreectsafairexchangeofvalue.Allfactorsmustbecompoundedandthenmultiplied

againstthepercentage-basedfeetodeterminetheappropriatenalfeeforeachuniqueproject.

Refer to the matrix or worksheet in “Appendix A – Fee Calculation Sheet” and “Appendix B – Example

Fees Using Fee Calculation Worksheet” to assist in the application of Fee Adjustment Factors and in

determining the appropriate fee.

1.2.1 | Fee Adjustment Factor 1 – Enhanced Scope of Services

It is necessary for the client and architect to have a mutual understanding of the nature and scope

of services required and expected. The schedule of architect’s services used in RAIC Document Six is

a comprehensive checklist to achieve a mutual understanding and agreement. “Appendix E – Basics

Services of an Architect” provides a condensed but comprehensive chart of basic architectural

services.

If the architect is providing “Partial” or “Additional” services, then the basic fee will need to

be reduced or increased accordingly.

1.2.1.1 | Pre-design Services

Very often a client will not have completed preliminary studies or obtained the necessary data to

commence architectural design work. The architect may provide pre-design services for an additional

fee (such as the preparation of a functional program or design brief) or arrange for the necessary

consultantstopreparethework(suchasatracstudyortoxicandhazardousmaterialsreport).

Pre-design services may include:

0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7

When there are no variables and basic services only are required.

Several provincial associations of architects have their own contracts for use within their province.

¾ Functional

Programming

¾ Space Relationships/

Flow Diagrams

¾ Project Development

Scheduling

¾ Project Budgeting

¾ Life Cycle Cost Studies

¾ Economic Feasibility

Studies

¾ Agency Consulting/

Review/Approval

¾ Site Selection

¾ Site Analysis Utilization

¾ Legal Survey

¾ Geotechnical Analysis

¾ Project Financing

¾ Environmental Studies

¾ Energy Studies

¾ Existing Facilities Surveys

¾ Client-supplied Data

Coordination

¾ Services Related to

Project Management

¾ Presentations

¾ Marketing Studies

¾ Special Studies

¾ Re-Zoning Assistance

¾ Project Promotion

¾ Special Consulting

Services

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1.2.1.2 | Additional Services

In addition to the basic architectural services noted above, many architects provide a wide range of

other or “additional” services. Some architects specialize in some of these additional services. For a list

of these additional services, refer to “Appendix G – List of Additional Architectural Services”.

1.2.2 | Fee Adjustment Factor 2 – Project Delivery Method and

Construction Procurement

The type of project delivery, or procurement of construction services, can have a big impact on the

architect’s services and fees. Small projects with experienced and reliable contractors may require

basiceldreviewandcontractadministrationservices.Howevermorecomplexprojects,builders

with limited experience, and newer methods of project delivery beyond the traditional design-bid-

build will require more time, more services, and consequently additional fees. Furthermore, the

typeofconstructioncontractcanaectthearchitect’sfee.Forexample,costpluscontractsorunit

price contracts (as opposed to stipulated sum contracts) require additional contract administration

servicesforthepreparationofCerticatesforPayment.Therefore,thefeemustbeincreased.

Each of the three traditional methods of project delivery described below, design-bid-build, design-

build,andconstructionmanagement,havebenetsanddrawbacks.Itiscriticalthattheclientand

architect have a shared understanding of which method is most appropriate for the client’s needs

and project success.

1.2.2.1 | Design-Bid-Build

Design-bid-build is the traditional form of project delivery and the percentage-based fee Tables

5 and 6 reect this form of construction procurement. A precondition necessary to achieve a

successful design-bid-build outcome is that the design services contract must create the conditions

necessary for services to yield design documentation of the highest quality, and appropriate to the

nature of the project (completeness + precision + accuracy). These conditions prominently include

fairexchangeofvaluefortheeortrequiredtoproducesuchdocumentation.Thisisthereason

that the scale of fees associated with this method is considered baseline.

In this instance, the architectural design and construction documents must be complete, and one

single bid package is prepared. Following bidding and preparation of one contract with one builder

or general contractor, the construction contract is administered by the architect.

1.2.2.2 | Design-Build

If the client selects a design-build team to be responsible for both the design and the construction

of the project, a design-build procurement option would be appropriate. The fees for services

provided by the architect to the design-builder can be established in accordance with the Schedules

in RAIC Document Six. A fee adjustment factor need only be applied if the conditions of the contract

introduceriskssuchassharednancialriskamongdesign-buildteammembers.

More information on the design-build process can be obtained from the Canadian Design-Build

Institute at www.cdbi.org

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1.2.2.3 | Construction Management

Construction Management is a project delivery method where a construction manager acts in a

consultative role to the client, providing information on issues such as market conditions, cost,

schedule, and constructability. Information provided by the construction manager becomes an input

into the design process. A construction manager may also be “at risk” for the ultimate construction

cost of the project. A construction manager is often involved in sequential tendering to fast-track the

project schedule and deliver the outcome earlier than other delivery methods.

The scope of the architect’s services is aected by the dened role of the construction manager.

As a result of sequential tendering, the architect may be responsible for additional services such as

cost planning/estimating, site condition studies and other pre-design issues, development of trade

contract general conditions and requirements, bidding process management and development

of bid documents, multiple construction contract administration tasks including multiple payment

certications,constructionqualitycontrolprocesses,andmultiplecloseoutprocedures.Feeadjustment

factors would be needed to address the project management processes needed for construction

management project delivery. This includes fast-tracking, sequential project design development,

multiple prime contractors, and tender packages issuance and administration.

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PROJECT DELIVERY

METHOD

Constrained Factor

Schedule Cost Performance/Quality

Design-Bid-Build

• The schedule must

accommodate the time

needed to prepare

complete and accurate

design and construction

documents. It must also

providesucienttime

for the client and other

project stakeholders, in-

cluding funders, Author-

ities Having Jurisdiction,

and users, to review,

comment, and approve

the design.

• Armconstructioncost

is not known until after

tender and negotiation

are completed but before

construction begins.

• Performance and quality

of the outcome are

known before tender.

This is a precondition

to the design-bid-build

method to avoid scope

creep and construction-

phase changes.

Bid-Design-Build

• The design-builder

or construction man-

ager may accelerate

the schedule though

sequential tendering and

fast-tracking. Through

the fast-tracking method,

design and construction

tasks are concurrent

and the schedule is

compressed. Sequential

tendering may accelerate

the schedule by provid-

ing select trades access

to tender documents in

advance of completed

design.

• Armconstructioncost

is established based on

project requirements

before design.

• The design-builder has

the authority to make

trade-ostoperfor-

mance/quality provided

the owner’s project re-

quirementsaresatised.

Construction

Management

• The ultimate construction

cost of the project is not

known until most or all

of the separate packages

have been tendered and

inevitable changes re-

sulting from fast-tracking

have been quoted and

approved.

• The performance/quality

of the project’s outcomes

is established at the

outset but adjusted as

necessary on a progres-

sive basis as the proj-

ect’s construction cost

becomes known.

TABle 7 Fee Adjustment Factors Related to Project Delivery Method

1.2.2.4 | The Three Traditional Methods of Design/Construction Project Delivery Compared

To determine whether a fee adjustment factor is appropriate based on the method of project delivery,

a critical and shared understanding of the method is required of both the client and the architect. Each

formofprojectdeliveryhasitsownbenetsanddrawbacks.Attheriskofover-simplication,these

benetsanddrawbacksarecomparedusingaprojecttriple-constraintmodelwherethescopeofthe

projectisassumedtobexed.Theconstraintsaretime(schedule),cost,andperformance/quality.

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PROJECT DELIVERY

METHOD

Constrained Factor

Schedule Cost Performance/Quality

Design-Bid-Build

• Schedule certainty can only be

achieved at the expense of cost

and performance. The comple-

tion of design documents, and

therefore the project schedule,

may be delayed if project

requirements are incomplete,

complex or stakeholder inter-

estsareconicting.

• Through comprehensive

pre-design and conceptual

design information gathering,

analysis, and strategic design

decision-making, the risk is

mitigated but the schedule is

lengthened, and consulting

fees may increase.

• Building schedule elasticity into

the project plan may mitigate

risk.

• Thermconstructioncostis

not known until the design

is complete, tenders are

analyzed, and negotiations

completed.

• The risk is mitigated but

consulting fees are increased

through progressive cost esti-

mations throughout the design

and documentation phases.

• Cost risk is mitigated by includ-

ing project contingencies

• Performance and quality are

rmlyestablishedthroughout

the design process.

Design-Build

• The schedule for project de-

livery, along with cost, should

beidentiedandstatedin

the contract. Elasticity in the

schedule may be required to

accommodate unexpected

market conditions.

• The schedule may or may not

be accelerated depending on

the extent of the client’s need

to approve the design and

specications.

• A commitment to the construc-

tion cost is established early in

the project.

• Cost certainty is predicated

on the client, providing the

design-builder with a compre-

hensive and well-developed

statement of project require-

ments at the outset.

• Changes to the requirements

leading to design-phase or

construction-phase changes

may result in disproportionate

cost increases.

• The performance/quality of the

outcome may not be complete-

ly known until the project is in

construction.

• The design team is under the

authority of the design-builder,

not the client.

• The risks are mitigated through

the client’s development of a

comprehensive requirements

document and the engagement

of an advocate architect/en-

gineering team who monitor

design and construction on

behalf of the client. Both risk

mitigation strategies increase

consulting fees and possibly

lengthen the project schedule.

Construction

Management

• The schedule may be accelerat-

ed through fast-tracking and/or

sequential tendering.

• Fast-tracking requires a

signicantamountofaddi-

tionaleortinmanagingthe

design and coordinating the

design and construction work.

Fast-tracking results in an

increased risk of design and

construction rework, along with

the resulting additional fees

and construction costs.

• The client must commit to de-

sign and construction without a

rmconstructioncost.

• The risk is mitigated through

progressive cost estimation

and input from contractors,

trades, and product manu-

facturers. This may require

additional consulting services

and fees.

• Cost cutting measures resulting

in reduced performance/quality

may be required at later stages

in the design and construc-

tion to bring the project in to

budget.

• The risk is mitigated by devel-

opingatrade-oplanearlyin

the project to support strategic

decision making. This requires

additional services and fees.

TABle 8 Risk Proles Related to Project Delivery Methods

1.2.2.5 | Fee Adjustment Factors Related to Project Delivery Method and Project

Change and uncertainty are inherent in undertaking projects. Project endeavours and risk are

inseparable, and no amount of planning can remove ALL project risks. Again, at the possibility of

over-simplication,eachdesign/constructionprojectdeliverymethod has a general risk prole. To

establish a fair exchange of value, the client and architect must recognize alignment of the project

deliveryriskprolewiththeirrespectiverisksensitivities.

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A Common Risk to All Project Delivery Methods

There are several risks that may impact the schedule, cost, and/or quality of the project with all

procurement methods. A notable risk is market conditions in the construction industry. Products

planned to be used during the design phase may become unavailable or excessively expensive at

the time of construction, and substitutions must be identied, proposed, reviewed, quoted, and

approved. The tendering/negotiation phase may be extended to allow the architect to develop design

alternatives and for the successful bidder(s) to gather revised price quotes, should the quoted cost

exceed the project budget.

1.2.2.6 Public-Private Partnership

(Also referred to as P3 or Alternative Financing and Procurement (AFP) in Ontario)

In these various forms of project delivery, the client usually contracts with one entity. This entity may

assumeresponsibilityandusuallyintegratesallaspectsoftheprojectincluding:nancing,designand

construction, and operation and maintenance. This arrangement is increasingly common for larger

projects,includinginfrastructureprojectswherevariouslevelsofgovernmenttransferthenancing

to the private sector. Typically, this single entity (not necessarily the owner of the building) engages the

architect. The architect may or may not have the opportunity to develop a professional relationship

with the ultimate users of the project.

As in design-build procurement methods, the fees for services provided by the architect to the

lead proponent can be established in accordance with the Schedules in RAIC Document Six. A fee

adjustment factor may be applied if the conditions of the contract introduce risks such as shared

nancialriskorbeingrequiredtocontributetoprojectpursuitcosts.

1.2.2.7 Other Project Delivery Methods or Design Processes

Otherprojectdeliverymethodsareemergingthatfocusonincreasingeciencyandeectiveness

though changing the relationships of design and construction professionals and by integrating design

and construction processes more closely. Lean construction and Integrated Project Delivery (IPD)

are two of these new methods. Both are supported by the technological innovations introduced

by Building Information Modeling (BIM). The basis for establishing a fair exchange for value using

new project delivery methods may involve partnering and a sharing of project risk. New models of

determining appropriate fees will need to be established.

A client may require the architect to engage in alternate approaches to design, such as the Integrated

Design Process (IDP) to satisfy the requirements of a building certication process, such as LEED.

Althoughthe scheduleincludescerticationas aservice,anadjustmentfactormayberequiredto

address the additional eort needed in managing the consulting design team in alternate design

processes.

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1.2.3 | Fee Adjustment Factor 3 – Schedule and Fast Track Projects

Building on the project delivery method discussion above, in today’s fast-paced business world there

is often a pressure to complete a project as soon as possible to occupy the building. This schedule may

be necessary to accommodate tenants, to start-up a manufacturing process, or to begin a new school

session. Fast-tracking is the schedule management process where work normally done in sequence is

done concurrently. For example, construction work commences while design work is still underway.

Rework of both design and construction are inherent risks in fast-track projects, as the normal inputs

to each aspect of design may not be established and the architect and construction forces are forced

to work with an increased number of unknowns. Fast-track projects require additional fees as the

architectmayneedtoredodesignworkalreadycompleted,hireadditionalsta,paystaforovertime

work, and re-schedule other work to accommodate the priorities of such a project.

Another factor is extended construction schedules. Even with a traditional form of project delivery

such as design-bid-build, if the contractor’s construction schedule is extended, then the architect’s

services also must be extended, and compensation is required for the increased resources required

to administer the construction contract. On the other hand, if the schedule is fast and protracted,

decision times are reduced and fees may be adjusted accordingly.

1.2.4 | Fee Adjustment Factor 4 – Project Documentation and

Computer Modeling

Many clients require unique forms of documentation (such as their own specialized computer

standards or “printer-friendly” formats) or there may be a requirement to adjust the computer

language or platform to accommodate the consultant’s, contractor’s, or client’s needs.

Increasingly there is a demand to develop all designs and the project documentation using a Building

Information Model (BIM). Furthermore, there is often a need to provide electronic documents in a

varietyofformatstoseveraldierentpartiesinthedevelopmentoftheproject,whetherforreview

and approvals, the preparation of shop drawings, or for bidding purposes. This can be very time

consumingtoprovidesuchawiderangeofdocumentationtomanydierentparties.Allofthiscan

be expensive and must result in an adjustment to the architect’s and consultants’ fees.

Additional services may be required by a client to provide project stakeholders with complete 3D

visualization, computer-aided facility management (CAFM), or computer-aided energy modeling.

Analysis of the virtual design and energy modeling may become a valuable input to detailed design

developmental and be an eective risk mitigation strategy to identify incomplete, unstated or

misunderstood project requirements, or enhanced building performance.

1.2.5 | Fee Adjustment Factor 5 – Specialist Consultants

As noted previously there is need for more and more specialist consultants as technology and

regulations expand. The architect typically coordinates the specialist and subconsultants, whether

or not they have been retained directly by the architect or by the client. The fee for the services and

coordination of specialist consultants is always over and above the fee or normal percentage for the

architect’s services.

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1.2.6 | Fee Adjustment Factor 6 – Approvals and Authorities

Having Jurisdiction

The number of approvals from various Authorities Having Jurisdiction continues to grow. At one time,

certain projects may have only required a building permit. Today, however, most projects must be

reviewedbyseveraldierentauthorities.Approvalssuchassiteplanapprovalsorsitedevelopment

approvals, and phased building permits, are signicantly more time-consuming. Providing the

necessary documentation, communicating with the relevant authorities, and accommodating their

design and technical requirements, is exceedingly onerous. Requirements vary by jurisdiction and

by building type; therefore, the fee must be adjusted for each jurisdiction and for each building type.

1.2.7 | Fee Adjustment Factor 7 – Submittals (not related to

construction)

Certain clients, notably the federal and provincial governments, their agencies, and crown corporations,

require several submissions of the design and construction documents at various stages of completion.

Themorefrequentthesubmittalsthemorecostlytheeorttopreparethedocumentationforthe

submission.Thefeemustbeadjustedtoreectthenumberofsubmittalsrequired.

1.2.8 | Fee Adjustment Factor 8 – New Technologies

There are new technologies appearing daily including the need for better energy performance, new

building products and building systems, advanced construction methods, and design tools. Many

clients are anxious to incorporate these latest innovations into their projects. Sometimes this request

can be costly as there are often unknown risks in using products or systems that do not have a track

record,ortheremaybeadditionalcertications,testing,submittalsand/orapprovalsrequired.There

may also be additional specialist consultants that need to be retained and coordinated. Frequently,

there is also additional research or other services required on the part of the architect.

1.2.9 | Fee Adjustment Factor 9 – Construction Administration

Today many clients are demanding a level of service by the architect and other consultants that

exceedsthatwhichisrequiredtoexerciseareasonablestandardofcareduringtheeldreviewand

contract administration phase of the project.

Such services may include, but are not limited to:

¾ Additional meetings, coordination, and/or site visits with the client’s representatives, user groups,

contractors, and sub-trades which normally do not require the consultant’s presence at the time;

¾ Requirements for the architect to chair and/or minute meetings called by others;

¾ Requirements for a minimum number of meetings and site visits regardless of whether it is

warranted by the construction process;

¾ Additionalclaricationsandsitevisitsresultingfromtheclient’sselectionofspeciccontractors,

sub-trades, suppliers and/or products; and

¾ Excessive site visits due to the non-performance of construction forces.

Thearchitect and clientshould discuss this higher level of servicefor eld reviewsand construction

administration at the outset of the project to determine what is required, and the necessary fee

adjustments.

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1.2.10 | Fee Adjustment Factor 10 – Project Location and

Site Conditions

Theprojectlocationandsiteconditionsmayaectthearchitect’sservices.Averytight,dense,urban

site or a remote site in the north can both have complications in terms of design. Furthermore, a

remote site may require travel time and reimbursable expenses considerably beyond the normal.

Those factors related to the site conditions and location should be considered when agreeing to the

architect’s fee.

1.2.11 | Fee Adjustment Factor 11 – Renovation to Existing

Buildings (versus new construction)

Renovation work is well-known for its unknown conditions. For this reason, it is recommended that

renovations to existing buildings be performed on a time basis. If a percentage-fee is used, the fee

needs to be adjusted and increased to allow for the unknown work and the subsequent design

modicationsthearchitectswillneedtomake.

Heritageconservationprojectscanresultinasignicantlyincreasedscopeofarchitecturalservices,

as well as coordination with special consultants. A fee adjustment factor to address additional

coordination,aswellasadditionaldenedservices,isrecommended.

1.2.12 | Fee Adjustment Factor 12 – Repeat Work or

Repetitive Designs

Whentwoormorebuildingsareconstructedforthesameclientfromthesameunmodieddesign,

the fee for the architect’s services is usually reduced by about 50% (an adjustment factor of 0.5) for all

phases of the work except for construction administration, which remains the same. As each building

isconstructedseparately,constructionadministrationservices,includingeldreview,arethesame

foreach.Modicationsandadaptationsofthedesignforre-useareoftenchargedonatime-basis.

Any sale of the right to use the design, instruments of service, or royalties must be negotiated with

the architect.

Instruments of service are representations, in any medium of expression, of the tangible and intangible creative work that forms part

of the services or additional services. The architect and the consultants engaged by the architect shall retain all common law, statutory,

and other reserved rights, including copyrights, to the instruments of service. The instruments of service shall be used only by the client

for the intended purposes of the project at the place of the work and shall not be oered for sale or transfer to third parties without

the architect’s written consent.

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1.2.13 | Fee Adjustment Factor 13 – Architect’s Personnel

Thereareseveralfactorswhichmayaectthearchitect’sfeeasaresultofthearchitect’sownsta.

Overtimeworkwillrequireadditionalfees.Someprojectsbenetfromtheinvolvementofmoresenior

andexperiencedsta.Locationsotherthanthearchitect’sownpremises,orotheruniqueoverhead

costs as a result of the project, will also need to be accounted for.

1.2.14 | Fee Adjustment Factor 14 – Demobilization and

Remobilization (stop and start-up of architect’s workforce)

On some projects it is necessary to stop work on the design or preparation of construction documents.

Sometimes this is due to a delay in funding approvals or for other circumstances. Such a situation is

oftenproblematicforthearchitectwhohasconsultantsandstawhohavebeencommittedtothe

project and must be reassigned or even released. Similarly, if a project is suddenly “back on the boards”

orrestarted,thearchitectmustmakethenecessaryarrangementsforstangandtorecommence

productionworkontheproject.Suchasituationcanbecostlyandcanaectthearchitect’scashow

and bottom line; therefore it is important to negotiate a fee adjustment when this occurs.

1.2.15 | Fee Adjustment Factor 15 – Phased Building Occupancies

On certain very large and complex projects, building users and clients often want to occupy various

partsofabuildingassoonastheyarecompleted.Forexample,twoorthreeoorsonahigh-rise

hospital may require take-over and commissioning of this section of the building prior to completion of

the entire project. This additional requirement adds to the architect’s services. Multiple occupancies

over a period of time for the same project must be considered, and the appropriate adjustment to

the fee then determined when this occurs.

1.2.16 | Fee Adjustment Factor 16 – Full-time On-site Field Review

It is now common, especially on larger projects and for projects using construction management

services, for clients to request that the architect provide personnel to be present on the construction

siteon afull-timebasis.This memberofthearchitect’sstaassiststhecontractorinprocessing

Requests for Information (RFI’s), other administrative matters, undertakes general reviews, and

coordinates and resolves problems to ensure the project progresses eciently. This additional

sta member, dedicated to this particular project, must be compensated and the fee adjusted

accordingly.

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1.3 | Reimbursable Expenses

Normally the architect incurs direct expenses on behalf of the client. These expenses relate to the

provision of the architect’s services and the production of the instruments of service. They include

computer models, drawings, and specications that are the result of designing, documenting,

bidding, and constructing a building. These expenses are incurred in the interests of the project

andarenotcoveredbyprofessionalfees.“ReimbursableExpenses”isalsoadenedterminRAIC

Document Six.

Reimbursable expenses can include:

¾ Transportation for travel authorized by the client, in connection to the project (transportation,

lodging, and meals);

¾ Communication and shipping costs (long distance charges, courier, postage, dedicated web

hosting, etc.);

¾ Reproduction costs for plans, sketches, drawings, graphic representations, and other documents);

¾ Renderings, models, prints of computer-generated drawings, and mock-ups specically

requested by the client;

¾ Special computer modeling and documentation;

¾ CerticationanddocumentationcostsforthirdpartycerticationssuchasLEED®;

¾ Fees, levies, duties or taxes for permits, licenses, or approvals from Authorities Having

Jurisdiction;

¾ Additional insurance coverage or limits, including additional professional liability insurance

requested by the client in excess of that normally carried by the architect and the architect’s

consultants;

¾ Direct expenses (as listed above) incurred by the architect’s employees, engineering consultants,

and other consultants.

1.3.1 | Administrative Charges

The management of reimbursable expenses is a service provided to the client by the architect.

Reimbursable expenses are normally billed at cost plus an administrative charge (often 10-15%) to

coverin-houseadministration,handling,andnancing.

1.3.2 | Professional Liability Insurance

Architectural licensing authorities in Canada require that those architectural practices authorized to

provide services to the public carry a minimum level of professional liability insurance.

Standard forms of contract, such as RAIC Document Six, require the architect to carry such insurance

andallowsfortheclienttoobtainacopyoftheCerticateofProfessionalLiabilityInsurance.

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1.4 | Payment

The Agreement Form in RAIC Document Six also requires other payment provisions to be completed.

1.4.1 | Retainer

A retainer isan advance payment on fees that wouldbe deducted from the nal invoice and is

accounted for as a statement of credit on the client’s account. An amount should be agreed to by

the client and architect and inserted in Article A15 of RAIC Document Six. Regulations governing

retainer fees may vary from province to province. Architects are required to familiarize themselves

with these regulations prior to completing the contract for architectural services.

1.4.2 | Billing Period

Article A16 of RAIC Document Six indicates that invoices shall be issued monthly. If the frequency

ofbillingshouldbeatdierentintervals,thisclauseshouldbechangedtobi-weeklyorothertime

periods such as project milestones.

1.4.3 | Interest

TheamountofinterestonunpaidinvoicesshouldbespeciedasrequiredinRAICDocumentSix.

BORDEN PARK PAVILION

gh3

Photo: Raymond Chow (gh3)

PARALLELOGRAM HOUSE

5468796 Architecture Inc.

Photo: 5468796 Architecture

RABBIT SNARE GORGE

Omar Gandhi Architect Inc. in collaboration

with Design Base 8 (NYC)

Photo: Doublespace Photography

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1.5 | Other Payment Provisions

1.5.1 | Statutory Holdbacks

In some jurisdictions architects have lien rights and their fees are subject to statutory holdbacks

depending on the lien legislation in the province or territory. For very large projects this can represent

asignicant nancialburdenforanarchitecturalrm,especiallyfora projectwhosedesignand

construction can extend over several years.

If the client retains holdback from payments to the architect pursuant to applicable lien legislation,

and the architect provides services both before and after the commencement of the work, then for

purposes of the applicable lien legislation, this contract shall be deemed to be divided into two

contracts comprised of:

1. A contract for the provision of services up to and including the commencement of the work;

2. A second contract for the provision of services after the commencement of the work.

1.5.2 | Redesign Changes

Occasionally, it is necessary to redesign a building. Redesign may be due to changes in functional

requirements, reduced funding available, a personnel change in the client’s administration, or for

a variety of other reasons beyond the control of the architect. Redesign charges cover the cost to

preparenewdesignsandmakethenecessarychangestothedrawingsandspecications.

Redesign charges are variable and can cost as much as 50% of the original fee for the entire building,

depending upon the extent of changes. The client and architect should negotiate appropriate fees

for redesigning the project.

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Buildings can be categorized in a variety of ways: by occupancy, building size, construction cost,

andcomplexity.Eachofthesefactorscanhavesignicantimpactsonthefeeforarchitecturaland

engineering services.

2.1 | Occupancy

Building codes in Canada divide buildings by occupancy, in part because codes must deal with or

prescribe the level of public safety required for each occupancy.

Most building occupancies require the services of an architect depending upon the jurisdiction,

and it is important to consult the appropriate regulations to determine any exemptions from this

requirement.

Many buildings are of mixed uses, that is, they combine more than one occupancy, and this presents

some challenges for the determination of fees for professional services. The following are possible

methods for determining the fee for services for mixed-use buildings:

¾ Two separate fees are used based on the two distinct occupancies, such as an attached parking

garage and another distinct use;

¾ A blended percentage fee is agreed upon based upon the portion of each occupancy;

¾ The percentage fee is based on the major occupancy.

2.2 | Building Complexity

Some provincial associations have categorized buildings by building complexity, usually from simple

to complex buildings, and the categories often refer to the level of architectural services required

for the building type.

The RAIC uses the following three levels of categories: Simple, Average and Complex.

“Simple”meansutilitarianincharacterwithoutcomplicationofdesign,aminimumofnishes,and

coordination of basic structural, mechanical, and electrical systems.

“Average” means conventional in character requiring coordination of the structural, mechanical,

and electrical systems.

“Complex” means exceptional character and complexity of design requiring more advanced systems

and coordination of complex structural, mechanical, and electrical systems. Complex projects

require increased integration of the work of multiple other disciplines, such as information and

communications infrastructure, security, high-performance regenerative, and power generating/

conservation systems.

2 | Building Classications

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2.3 | Building Size

Another factor in determining architectural fees is the building size or building area. Simple projects,

with repetitive elements, may oer certain economies of scale in the provision of architectural

services.Smallerprojectsrequiredierentdetailingandareverytimeconsuming,eventhoughthey

may be of a relatively low construction cost. For small projects, such as those less than 500 square

metres in size, or under 500,000 dollars in construction value, percentage fees may not always be

applicable and a time basis may be recommended. Similarly, for very large projects, over 30,000

square metres in size, the fee may need to be negotiated.

2.4 | Building or Construction Cost

Another way of categorizing buildings is by their construction cost. If the fee for services is based on

construction costs this becomes an important subdivision. Unfortunately, building costs can vary

across the country. These costs also vary during economic cycles and due to market forces, such as

supply and demand.

Standardconstructioncostcategoriesmayrangefromunder$500,000towellover$50,000,000.

Generally speaking, as construction values increase, the basic percentage fee for architect’s services,

for certain simple building categories, decreases.

2.5 | Building Category or Building Type

Some provincial associations have subdivided buildings by type, and the categories often refer to

the level of architectural services required for the particular building type. There are usually seven

categories or “types” of buildings.

The RAIC has adopted the following Building Categories: Refer to Appendix D for a similar list in

alphabetical order.

Category

4.1

4.2

4.3

4.4

4.5

4.6

4.7

4.8

4.9

4.10

4.11

4.12

4.13

4.14

Junior, Middle and Senior High School, Vocational High School

PostOceandFinancialCustomerServiceCentre(suchasBankBranches)

Grandstand, Stadium

Convention Hall, Exhibition Building

Manufacturing, Processing or Specialized Storage Facility

Dry Cleaning Establishment, Laundry

Dairy and Creamery, Distillery

Specialized Housing (including high-level residential support), Retirement Facility, Shelter for Homeless, Shelter for Women

Animal Clinic

Police Station, Fire Station, Ambulance Facility

Hotel, Complex Motor Hotel

Club: Town, Country, Sports, Health

Community Centre

Freestanding Parking Structure

5.1

5.2

5.3

5.4

5.5

5.6

5.7

5.8

5.9

5.10

5.11

5.12

5.13

5.14

5.15

5.16

5.17

Pedestrian Links and Bridges

Freight Handling Terminal, Special Maintenance Garage, Aircraft Hangar

Amusement Park Building

Telephone Equipment Building, Data Centre, Emergency Operations Center

Swimming Pool, Ice Arena, Recreation Building, Physical Education Building, Gymnasium

Zoo, Animal Hospital, Botanical Gardens

Licensed Daycare

University or College Non-technical Classroom Building, and Vocational High School

Cemetery Chapel, Mausoleum, Crematorium

Funeral Home

City Hall, Town Hall

Museum (exhibition hall as shell non-complex program without environmental conditions)

Restaurant, Licensed Beverage Establishment

Church, Place of Worship, Monastery, Convent

Long Term Care Facility, Special Care Facility (such as a Group Home)

Minimum Security Detention Facility

Cannabis Production Facility

6.1

6.2

6.3

6.4

6.5

6.6

6.7

6.8

6.9

6.10

6.11

6.12

6.13

6.14

6.15

Facility for High-level Medical Care (for active diagnostic and acute treatment), Chronic Care Facility, Mental Health

Facility and Rehabilitation Facility

Medical Research Facility

Communications Building, Radio or TV Facility, Studio, Computer Centre

Science Building

Laboratory

Dental Building, Walk-in Medical Clinic

Observatory, Planetarium

Museum, Art Gallery

Courthouse, Archives Building, Library

Aquarium

Rapid Transit Station

Maximum or Medium Security Detention Centre

Airport Passenger Terminal, Bus Passenger Terminal, Rail Passenger Terminal, Seaport/Ferry Passenger Terminal

Customs and Immigration Building

Theatre, Opera House, Auditorium, Concert Hall

7.1

7.2

7.3

7.4

7.5

7.6

CustomResidence,CustomResidentialSwimmingPool,OcialGovernmentResidence

Decorative Work, Exhibition Display, Public Garden, Promenade, Fountain

Commemorative Monument, Funeral Monument

AirTracControlTower,ControlCentre,FlightServiceStation

Tenant Space Planning

Legislative Building, Mint

Due to increased design complexity as a result of changing user requirements, such as security, some building types

have been moved to a higher category than indicated in some provincial associations’ fee schedules.

NOTE:

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Denitions | 35

Royal Architectural Institute of Canada | RAIC.ORG

Construction Budget (from RAIC Document Six):

The construction budget is the amount of money the client is committed to spend on the construction

cost, as stated in Article A7 of the agreement, or an adjusted amount determined or approved by

the client under the terms of this contract.

Construction Cost (from RAIC Document Six):

The construction cost is the total cost of the work to the client to construct all elements of the project

designedorspeciedby,onbehalfof,orasaresultofcoordinationbythearchitect.Thisincludes

the construction contract price, cost of changes to the work during construction, construction

management fees or other fees for the coordination and procurement of construction services, and

all applicable taxes, except value-added taxes, which shall be excluded. Construction cost excludes

the compensation of the architect and consultants, land cost, land development charges, and other

professional fees.

Direct Personnel Expense:

The salary of the architect’s, or architect’s consultant’s, personnel engaged on the project, plus the

costofsuchmandatoryandcustomarycontributionsandemployeebenetsas:

¾ Employmenttaxesandotherstatutorybenets;

¾ Insurance;

¾ Sick leave;

¾ Statutory holidays;

¾ Vacations;

¾ Pensions; and

¾ Similarcontributionsandbenets.

Disbursement Record:

A record of billable reimbursable expenses.

Feasibility Study:

A report that outlines the research and subsequent analysis to determine the viability and

practicabilityofaproject.Afeasibilitystudyanalyzeseconomic,nancial,market,regulatory,and

technical issues.

Fee:

Theamountofcompensationpaidtothearchitectfortheprovisionofaspecicservice.Thisdoes

not include reimbursable expenses or disbursements.

3 | Denitions

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Denitions | 36

Royal Architectural Institute of Canada | RAIC.ORG

General/Field Review:

Generalreview,whichissynonymouswitheldreview,isareviewbythearchitectandconsultants

during visits to the place of the work and, where applicable, at locations where building components

are fabricated for use at the place of the work. It is completed at intervals appropriate to the stage

of the construction that the architect and consultants, in their professional discretion, consider

necessary to become familiar with the progress and quality of the work, and to determine that the

work is in general conformity with the construction documents and to so report, in writing, to the

client, the constructor, and Authorities Having Jurisdiction.

Fixed Fee:

Onestatedsumofmoneyfortheperformanceorprovisionofspecicservices.

Functional Program:

A written statement which describes various criteria and data for a building project, including

operational criteria, design objectives, site requirements and constraints, spatial requirements and

relationships,detailedinformationonrooms,furnishings,ttingsandequipment,buildingsystems

andequipment,exibility/adaptabilityrequirements,andfutureexpandability.

Multiplier:

A percentage or gure by which direct payroll expenses of sta (Direct Personnel Expense) are

multipliedtocoverpayrollburden,overheadexpenses,andprot.

Oce Overhead:

Includesrentandutilities,ocesupplies,computermaintenance,automobileexpenses,promotion

and advertising, books and subscriptions, annual dues, leasing expenses (except as noted below),

postage, delivery services, bank charges, interest charges, business taxes, donations, seminar and

training expenses, and depreciation. Consultant expenses that are related to architectural services

are excluded from overhead expenses, but other consultants for services such as legal, accounting,

marketing, and the like are included in overhead expenses. The purchase or lease of major expenditure

items,suchasautomobiles,computers,orocerenovations,arechargedasoceoverheadonlyto

the extent that such expenses can be depreciated in accordance with federal policy.

Percentage Fee:

A method of compensation which links the fee for architectural services to a percentage of the

construction cost of the project. The percentage will vary depending on the type of building, the

construction value, and the type of construction contract.

Pre-design Services:

The architectural services provided prior to the traditional building design services that assist the

clientin establishingafunctionalprogram aswellastheprojectscope,including anancialand

scheduling plan.

Project Budget:

The client’s estimated total expenditure for the entire project. It includes, but is not limited to, the

construction budget, professional fees, contingencies, costs of land, rights of way, and all other

costs to the client for the project.

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Denitions | 37

Royal Architectural Institute of Canada | RAIC.ORG

Retainer:

Therstpaymenttothearchitect,uponengagement,representingastipendtocoverthearchitect’s

initial work and expenses on the client’s behalf. This amount is retained on the account against

theeventualnalbillingforservicesontheproject.Typically,theretainerisnegotiatedandoften

reectsthevalueofthersttwomonthsofserviceoronehalfofthevalueoftherstphaseofthe

commission.

Services (from RAIC Document Six):

Theservicesmeans theprofessionalservicesidentiedin Schedule A–Services,includingthose

performed by the architect, the architect’s employees, and the consultants engaged by the architect.

Value-Added Taxes (from RAIC Document Six):

Value-added taxes are those taxes levied by the federal or any provincial or territorial government

including the Goods and Services Tax, the Quebec Sales Tax, the Harmonized Sales Tax, and any

similar tax, the collection and payment of which are imposed by tax legislation.

MAISON DE LA LITTÉRATURE

Chevalier Morales Architectes

Photo: Chevalier Morales architectes

CASEY HOUSE

Hariri Pontarini Architects

Photo: Hariri Pontarini Architects

STADE DE SOCCER DE MONTRÉAL

SAUCIER+PERROTTE /

HCMA Architecture + Design

Photo: Olivier Blouin

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Other References | 38

Royal Architectural Institute of Canada | RAIC.ORG

Provincial Associations of Architects’ Schedule of Fees or Tari of Fees

Architectural Institute of British Columbia. Tari of Fees for Architectural Services. Fourth Edition.

Revised February 2009.

Alberta Association of Architects. Schedule of Designated Services for Recommended Conditions of

Engagement and Schedule of Professional Fees for Building Projects. September 2013.

Saskatchewan Association of Architects. Bylaws of the Saskatchewan Association of Architects.

November 2002. Refer to Bylaws No. 16, 17, 18, 19, 20, 21, 22, 23, 24, and 25.

Association of Architects in Private Practice of Québec. Standard Contract for the Services of an

Architect. November 2013.

Architects Association of New Brunswick. Schedule of Recommended Fees. January 7, 2011.

Newfoundland Association of Architects and Association of Professional Engineers and Geoscientists

of Newfoundland. Guidelines and Recommended Minimum Fees for Architectural and Engineering

Projects. March 2003.

4 | Other References

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Appendices | 39

Royal Architectural Institute of Canada | RAIC.ORG

Appendices

Appendix A Fee Calculation Sheet

Appendix B Example Fees Using Fee Calculation Worksheet

Appendix C Typical Invoice Using Percentage-based fee

Appendix d Alphabetical List of Buildings by Category

Appendix e Scope of Services Checklist

Appendix F Basic Services of an Architect – Narrative Description

Appendix G List of Additional Architectural Services

Appendix H Comprehensive List of Types of Consultants on the Design Team

Appendix i Finding, Selecting and Engaging an Architect

Appendix J Typical Buildings Requiring the Services of an Architect

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Appendices | 40

Royal Architectural Institute of Canada | RAIC.ORG

Appendix A – Fee Calculation Sheet

FEE ADJUSTMENT

FACTOR

COMMENTS

Project Number

Project Name

MAJOR BUILDING OCCUPANCIES

Building Category

Building Area

Project Complexity

Construction Budget

Method of Project Delivery

Heritage Conservation

METHODS OF COMPENSATION TO ARCHITECT

Fee 1 Percentage-based

Fee 2 Hourly or Per Diem

Fee 3 Fixed Fee

SCOPE OF SERVICES BY PHASE

Pre-design

Design

Construction Documentation

Bidding and Contract Negotiation

Contract Administration

Post-construction

Facility Management

ADJUSTMENT FACTORS

Construction Schedule/Fast-track

Project Documentation

Specialist Consultants

Approvals

Submittals

New Technologies

ThirdPartyCertication

Construction Contract(s) Administration

Location

Renovation/Vertical Additions

Repeat Work/Repetitive Design

Architect’s Personnel

Other

Total Fee Adjustment Factors

Adjusted Fees

Fee 1 Percentage-based

Fee 2 Hourly or Per Diem

Fee 3 Fixed Fee

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Determining Appropriate Fees for the Services of an Architect

Appendices | 41

Royal Architectural Institute of Canada | RAIC.ORG

Appendix B – Example Fees using Fee Calculation Worksheet

FEE ADJUSTMENT

FACTOR

COMMENTS

Project Number 2009-08

Project Name Ottawa Valley University Classroom

MAJOR BUILDING OCCUPANCIES

Building Category Category 5 Non-technical Classroom

Building Area 3000 square metres

Project Complexity Average

Construction Budget $9,000,000

Method of Project Delivery Construction Management

Heritage Conservation

METHODS OF COMPENSATION TO ARCHITECT

Fee 1 Percentage-based 7.05

Fee 2 Hourly or Per Diem

Fee 3 Fixed Fee

SCOPE OF SERVICES BY PHASE

Pre-design N/A

Design Yes

Construction Documentation Yes

Bidding and Contract Negotiation Yes

Contract Administration Yes

Post-construction Additional

Facility Management Additional

ADJUSTMENT FACTORS

Construction Schedule/Fast-track No

Project Documentation Multiple Tender Packages Plus 0.25

Construction Document Phase

Additional Cost of 50%

Specialist Consultants Cost Consultant Separate Fee for Cost Consultant

Approvals Normal

Submittals Normal

New Technologies Green Roof Plus 0.10

ThirdPartyCertication LEEDCertication Plus 0.10

Additional Energy Analysis and

Documentation

Construction Contract(s) Administration Multiple Contracts Plus 0.10

Location Normal

Renovation/Vertical Additions No

Repeat Work/Repetitive Design No

Architect’s Personnel No Additional Personnel Required

Other

Total Fee Adjustment Factors 1.55

Adjusted Fees 7.05 x 1.55 = 10.9275 10.9275

Total Fee

Approximately $983,475

Fee 1 Percentage-based

Fee 2 Hourly or Per Diem For Additional Services Only

Fee 3 Fixed Fee Additional 9,000 for Cost Consultant

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Determining Appropriate Fees for the Services of an Architect

Appendices | 42

Royal Architectural Institute of Canada | RAIC.ORG

Appendix C – Typical Invoice Using Percentage-based Fee

A statutory holdback of consulting fees, required by lien legislation in some jurisdictions, is not included in this

sample invoice.

NOTE:

INVOICE

To: Acme Architecture Ltd.

77 Skyway Drive

Anytown, ON

Y2K 2Y2

INVOICE No.

Project:

Project No.:

Date:

GST/HST No.:

8094

AcmeOceAddition

8051

15 March 2018

R109976007

Client-Architect Agreement

Document Six, dated June 15, 2018

28 February 2018

For Professional Services Rendered:

Fees to:

Earned to date

Additional Services

Schematic Design Phase:

Design Development Phase:

Contract Documents Phase:

Tendering/Bidding Phase:

Contract Admin. Phase:

Change Orders 1, 2 & 3

100%of12.5%of8%of$500,000

100%of47.5%of8%of$500,000

100%of2.5%of8%of$500,000

20%of25%of8%of$536,800

Subtotal – Basic Services

6hours@$140/hour

15hours@$85/hour

Subtotal – Additional Service

Total fee earned to date

Less previously invoiced

TOTAL FEE DUE THIS INVOICE

Subtotal due this invoice

GST/HST @ 13%

TOTAL DUE THIS INVOICE

Reimbursable expenses due excluding GST/HST

(see attached invoices)

$34,262.20

$28,840.50

$5,421.70

$5,744.30

$746.76

$6,491.06

$322.60

$5,000.00

$19,000.00

$1,000.00

$2,147.20

$32,147.20

$840.00

$1,275.00

$2,115.00

Reference:

$32,147.20

$2,115.00

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Appendices | 43

Royal Architectural Institute of Canada | RAIC.ORG

Appendix d – Alphabetical List of Buildings by Category

AdministrativeOceBuilding(shellonlyexcluding

tenantt-up)

Agricultural Building (specialized) 3

AirTracControlTower 7

Aircraft Hangar 5

Airport Passenger Terminal 6

Alterations 7

Ambulance Facility 4

Amusement Park Building 5

Animal Clinic 4

Animal Hospital 5

Animal Shelter 1

Apartment 2

Aquarium 6

Archives Building 6

Armed Forces Base, Armoury 3

Art Gallery 6

Auditorium 6

Barn 1

Botanical Gardens 5

Bowling Alley 3

Bus Passenger Terminal 6

Cannabis Production Facility 5

Car Dealership 3

Cemetery Chapel 5

Chancellery 7

Chronic Care Facility 6

Church 5

City Hall 5

Club: Town or Country 4

Commemorative Monument 7

CommercialorAdministrativeOceBuilding

(shellonlyexcludingtenantt-up)

Communications Building 6

Community Centre 4

Computer Centre 6

Concert Hall 6

Consulate 7

Convent 5

Convention Hall 4

Courthouse 6

Crematorium 5

Custom Residence 7

Custom Residential Swimming Pool 7

Customs and Immigration Building 6

Dairy and Creamery 4

Dance Hall 3

Decorative Work 7

Dental Building 6

Distillery 4

Dormitory 2

Drill Hall 3

Dry Cleaning Establishment 4

Embassy 7

Emergency Operations Center 5

Exhibition Building 4

Exhibition Display 7

Facility for High-level Medical Care for Active Diagnostic

and Acute Treatment

Financial Customer Service Centre

(such as Bank Branches)

Fire Station 4

Flight Service Station 7

Foreign Mission 7

Fountain 7

Freight Handling Terminal 5

Funeral Home 5

Funeral Monument 7

Grandstand 4

Gymnasium 5

Hotel 4

Housing – Specialized Housing Including High-level

Residential Support

Housing – Multiple Unit Residential Building (Apart-

ment, Condominium, Dormitory, Townhouse, etc.)

Housing – Custom Residence 7

Ice Arena 5

Industrial Building (such as Light Manufacturing) 3

Junior, Middle and Senior High School 4

Kennel 1

Kindergarten and Elementary School 3

Laboratory 6

Laundry 4

Legislative Building 7

Library 6

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Royal Architectural Institute of Canada | RAIC.ORG

Licensed Beverage Establishment 5

Licensed Daycare 5

Long Term Care Facility 5

Maintenance Building 3

Manufacturing 4

Marina 3

Mausoleum 5

Maximum or Medium Security Detention Centre 6

Medical Clinic (Walk-in) 6

Medical Research Facility 6

Mental Health Facility and Rehabilitation Facility 6

Mercantile Buildings for Business and Personal

Services including Store, Shop, Barber and Hairdressing

Shop, Supermarket, Shopping Centre, Department

Store, (excluding tenant layouts)

Minimum Security Detention Facility 5

Mint 7

Monastery 5

Motel and Apartment Hotel 3

Multiple Unit Residential Building (Apartment, Condo-

minium, Dormitory, Townhouse, etc.)

Museum 6

Museum (exhibition hall as shell, non-complex pro-

gram without environmental conditions)

Observatory 6

OcialGovernmentResidence 7

Opera House 6

Park Building 2

Parking Structure (Freestanding) 4

Pedestrian Links and Bridges 5

Physical Education Building 5

Place of Worship 5

Planetarium 6

Police Station 4

PostOce 4

Processing or Specialized Storage Facility 4

Promenade 7

Public Garden 7

Radio or TV Facility 6

Rail Passenger Terminal 6

Rapid Transit Station 6

Recreation Building 5

Recreational Pier 3

Resort Building (building shell only) 3

Restaurant 5

Restoration of Historic Monument or Building 7

Retirement Facility 4

School–Junior, Middle and Senior High School 4

School–Kindergarten and Elementary School 3

Science Building 6

Seaport/Ferry Passenger Terminal 6

Data Centre 5

Self-service Storage Building 1

Senior Citizens’ Apartment 3

Service Garage 3

Service Station 3

Shed 1

Shelter for Homeless 4

Shelter for Women 4

Special Care Facility (such as a Group Home) 5

Special Maintenance Garage 5

Specialized Housing Including High-level

Residential Support

Stable 1

Stadium 4

Storage Building 1

Student or Institutional Residence 3

Studio 6

Summer Camp 2

Swimming Pool 5

Telephone Equipment Building 5

Tenant Space Planning 7

Theatre 6

Town Hall 5

TV Facility 6

University or College 5

Warehouse 1

Zoo 5

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Determining Appropriate Fees for the Services of an Architect

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Royal Architectural Institute of Canada | RAIC.ORG

Appendix e – Scope of Services Checklist

Basic and Additional Services, All Applicable Phases

Structural Consulting Engineering Services Mechanical Consulting Engineering Services Electrical Consulting Engineering Services

Acoustic Consulting Services Audio Visual Consulting Services Building Sciences Consulting Services

Energy Modeling Consulting Services Civil Engineering Consulting Services Commissioning Agent Consulting Services

Cost Estimating Consulting Services Food Services Consulting Services Heritage Conservation Consulting Services

Archaeological Consulting Services Hardware Consulting Services Interior Design Consulting Services

Laboratory Design Consulting Services Landscape Architect Consulting Services Lighting Design Consulting Services

Microclimate Consulting Services Planning Consulting Services Project Management Services

Security Consulting Services

Security and Communications Systems

Consulting Services

TracConsultingServices

Furniture, Fixtures and Equipment (FF&E)

Selection, Procurement, and Installation

Coordination

Graphic Design and Signage Vertical Transportation Consulting Services

Multiple Construction Contracts Coordination of Work of Client’s Own Forces Tenant Improvement Design Services

Value Engineering Services Life Cycle Cost Analysis Services Coordination of Client’s Equipment

Climate Change Analysis Enhanced Sustainable Design Energy Modeling Services

Commissioning Multiple Language Services SustainableDesignCertication

Coordination Services, All Applicable Phases

Project Protocols Client Meetings Consultant Coordination Meetings

Project Dossier Project Reporting Coordination of Consultants

Coordination of Multiple Constructors Coordination of Client’s Own Forces

Coordination of Client’s Furniture, Fixtures

and Equipment (FF&E)

Computer-Aided Design and Drafting (CADD) Building Information Modeling (BIM) BIM Model Manager

Authorities Having Jurisdiction Services, All Applicable Phases

Review of Regulatory Requirements Zoning or Land Use Amendment Variances

Site Development Review Development Approval or Agreement Public Hearings

Building Permit Application

Thesechartsaretypicalchecklistsofservicesoeredbythearchitectandtheirsub-consultants.Thenatureofeach

individual project, and the services customized to the client’s needs, will determine the scope of services required.

The checklist and table include both basic and additional services and are intended to support discussions between

the client and architect to gain a shared understanding of the services required for a project. RAIC Document Six,

Schedule A is also a useful document to support a discussion about project scope and services.

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Appendices | 46

Royal Architectural Institute of Canada | RAIC.ORG

Appendix F – Basic Services of an Architect – Narrative Description

The following describes the basic services of the achitect on a typical project:

1.0 Architect’s Services

1.1 The architect’s services consist of those services performed by the architect, the architect’s

employees,andthearchitect’sconsultants,setforthherein,andanyadditionalservicesidentied

in the contract. They include the provision of normal structural, mechanical, and electrical

engineering services by professional engineers when these consultants are engaged by the

architect.

1.2 The architect’s services include consultant coordination required to integrate all parts of the

services.

2.0 Schematic Design Phase:

The architect shall:

2.1 Review the program of requirements furnished by the client and characteristics of the site;

2.2 Review and comment on the client’s construction budget in relation to the client’s program of

requirements;

2.3 Review with the client alternative approaches to the design of the project and the types of

construction contracts;

2.4 Review applicable statutes, regulations, codes, and by-laws and, where necessary, review the

same with the Authorities Having Jurisdiction;

2.5 Based on the mutually agreed upon program of requirements, schedule, and construction

budget, prepare for the client’s review and approval, schematic design documents to illustrate

the scale and character of the project and how the parts of the project functionally relate to each

other; and

2.6 Prepare and submit to the client an estimate of probable construction cost based on current area

or volume unit costs.

3.0 Design Development Phase:

Based on client-approved schematic design documents and agreed estimate of probable construction

cost, the architect shall:

3.1 Prepare for the client’s review and approval: design development documents consisting of

drawings and other documents appropriate to the size of the project, to describe the size and

character of the entire project including the architectural, structural, mechanical, and electrical

systems, materials, and such other elements as may be appropriate;

3.2 Prepare and submit to the client for approval a revised estimate of probable construction cost;

and

3.3 Continue to review applicable statutes, regulations, codes, and by laws as the design of the

project is developed.

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Royal Architectural Institute of Canada | RAIC.ORG

4.0 Construction Documents Phase

Based on the client-approved design development documents and agreed estimate of probable

construction cost, the architect shall:

4.1 Prepare, for the client’s review and approval, construction documents consisting of drawings and

specicationssettingforthindetailtherequirementsfortheconstructionoftheproject;

4.2 Advise the client of any adjustments to the estimate of probable construction cost, including

adjustments indicated by changes in requirements and general market conditions;

4.3 Obtain instructions from, and advise the client on, the preparation of the necessary bidding

information, bidding forms, conditions of the contract, and the form of contract between the

client and the contractor; and

4.4 Review statutes, regulations, codes, and by-laws applicable to the design, and where necessary,

review the same with the Authorities Having Jurisdiction in order that the client may apply for and

obtain the consents, approvals, licenses, and permits necessary for the project.

5.0 Bidding and Negotiation Phase

5.1 Following the client’s approval of the construction documents and the latest estimate of probable

construction cost, the architect shall assist and advise the client in obtaining bids or negotiated

proposals, and in awarding and preparing contracts for construction.

6.0 Construction Phase – Contract Administration

6.1 During the construction phase – contract administration, the architect shall:

6.1.1 Be a representative of the client;

6.1.2 Advise and consult with the client;

6.1.3 Have the authority to act on the client’s behalf to the extent provided in this contract

and the construction contract documents;

6.1.4 Have access to the work at all times, wherever it is in preparation or progress;

6.1.5 Forward all instructions from the client to the contractor;

6.1.6 Carryoutthegeneral/eldreviewofthework;

6.1.7 Examine, evaluate, and report to the client upon representative samples of the work;

6.1.8 Keep the client informed of the progress and quality of the work, and report to the

clientdefectsanddecienciesintheworkobservedduringsitereviews;

6.1.9 Determine the amounts owing to the contractor under the construction contract,

based on the architect’s observations and evaluation of the contractor’s application(s)

for payment;

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6.1.10 Issuecerticatesforpaymentinthevalueproportionatetotheamountoftheconstruc-

tion contract, of work performed, and products delivered to the place of the work;

6.1.11 In the rst instance, interpret the requirements of the construction contract docu-

mentsandmakendingsastotheperformancethereunderbyboththeclientand

contractor;

6.1.12 Render interpretations in written and graphic form as may be required with reason-

able promptness on the written request of either the client or the contractor;

6.1.13 Renderwrittenndingswithinareasonabletime,onallclaims,disputes,andothermat-

ters in question, between the client and the contractor relating to the execution or per-

formance of the work, or the interpretation of the construction contract documents;

6.1.14 Renderinterpretationsandndingsconsistentwiththeintentof,andreasonablyin-

ferable from, the construction contract documents; showing partiality to neither the

client nor the contractor; but shall not be liable for the result of any interpretation or

ndingrenderedingoodfaithinsuchcapacity;

6.1.15 Have the authority to reject work that does not conform to the construction contract

documents, and whenever, in the architect’s opinion, it is necessary or advisable for

the implementation of the intent of the construction contract documents, have the

authority to require special inspection or testing of work, whether or not such work

has been fabricated, installed or completed;

6.1.16 Review and take other appropriate action with reasonable promptness upon such

contractor’s submittals as shop drawings, product data, and samples, for conformance

with the general design concept of the work, as provided in the construction contract

documents;

6.1.17 Prepare change orders and change directives for the client’s approval and signature

in, accordance with the construction contract documents;

6.1.18 Have the authority to order minor adjustments in the work that are consistent with

the intent of the construction contract documents, when these do not involve an ad

justment in the contract price or an extension of the contract time;

6.1.19 Furnish supplemental instructions to the contractor with reasonable promptness, or

in accordance with a schedule, for such instructions agreed to by the architect and the

contractor;

6.1.20 Determine the date of substantial performance of the work;

6.1.21 Receive from the contractor and forward to the client, for the client’s review, the writ-

ten warranties and related documents;

6.1.22 Verifythevalidityofthecontractor’sapplicationfornalpaymentandissueacerti-

cateofnalpayment;and

6.1.23 Prior to the end of the period of one year following the date of substantial perfor-

manceofthework,reviewanydefectsordecienciesthathavebeenreportedorob-

served during that period, and notify the contractor in writing of those items requiring

attention by the contractor to complete the work in accordance with the construction

contract.

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Appendix G – List of Additional Architectural Services

The following is a list of some of the additional services oered by architectural practices or coordinated with

special consultants.

PRE-DESIGN SERVICES

• Functional Programming

• Feasibility Studies

• Existing Site and Facilities Analysis

• TracandParkingStudies

• Existing Equipment and Furniture Inventories

• Energy Analysis

• Master Programming and Planning

• Environmental Studies

• Space Schematics/Flow Diagrams

• Marketing Studies

• Financial Analysis

• Project Financing

• Advisor for Architectural Competitions

• Preparation of Proposal Call Documents

POST-CONSTRUCTION SERVICES

• (Re)Commissioning Services

• Post-occupancy Studies

• Maintenance and Operational Programming

• Building Maintenance Manuals

• Post-occupancy Evaluation

SITE DEVELOPMENT SERVICES

• Site Analysis and Selection

• Site Development Planning/Site Plan Agreement

• Detailed Site Utilization Studies

• On-site Utility Studies

• O-siteUtilityStudies

• Environmental Studies and Reports

• Zoning and Land Use Amendments

• Geotechnical Engineering

• Site Surveying

• Legal Survey

• Landscape Design

MATERIALS AND SYSTEMS TESTING

• Procurement of Testing Services

• Review and Analysis of Testing

INTERIOR DESIGN AND DESIGN SERVICES

• Space Planning

• Adaption of Mechanical and Electrical Systems and

Other Systems to Tenant Needs

• Preparation of Furnishing Requirements

• Bidding or Purchasing Procedures for Furniture

• Furniture and Equipment Selection and Layout

• Special Furnishings Design

• Tenant-related Services

• Interior Partition Location

• FurnitureandFinishingSpecications

• Selection of Interior Materials, Finishes, and Colours

• Procurement of Furniture

• Coordination of Installation and Delivery of

Furniture

• Design of Interior and Exterior Signage and Symbols

• Selection or Acquisition of Fine Arts or Crafts

• Graphic Design

• Documentation of Requirements and Procurement

of Graphics Work

PROJECT ADMINISTRATION AND CONSTRUCTION

MANAGEMENT SERVICES

• Project Administration

• Disciplines Coordination/Document Checking

• Enhanced or Extensive Consulting with Authorities

Having Jurisdiction

• Submittal Services

• Owner-supplied Data Coordination

• Schedule Development/Monitoring

• Testing and Inspection Administration

• Project Representation

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• Supplemental Documentation

• Administration of Multiple Contracts

• Detailed Cost Estimates and Quantity Surveys

• Value Analysis or Value Engineering

• Life Cycle Cost Analysis

• Coordination of Mock-ups

• Facility Management

• Advocate Architect Services

PROMOTION AND PUBLIC RELATIONS

• Preparation of Press Releases

• Preparation of Promotional Brochures

• Presentations at Public Meetings

• Preparation of Leasing Material

• Preparation of Models

• Preparation of Renderings

• Condominium Documentation

• Computer Presentations

DOCUMENTATION SERVICES

• Preparation of Special Certicates and Letters of

Assurance

• CertiedAreaCalculations

• Record Drawings and Computer Files

• Preparation of Measured Drawings

• Building Inspection and Reporting

• Aerial Site Photography

• Still Photography of Existing Conditions

• Periscope Photography of Models

• Presentation Photography of Renderings or Models

• Construction Progress Photographs

• Architectural Photography of Completed Building or Site

• Videotaping

• Computer Database

• Inventories of Materials, Equipment or Furnishings

• Building Scanning

• Creating of Building Information Model (BIM) of

existing building

ARCHITECTURAL CONSERVATION

• Historic Building Documentation

• Heritage Conservation District Studies

• Conservation Reports

EXPERT WITNESS

• Testimony at Court or Hearing

• Opinion on Codes or Regulations

COMPUTER APPLICATIONS

• Computer Renderings

• 3-D Computer Presentations and Walk-throughs

• Electronic Communication and Distribution

• Computer Analysis and Mock-ups

• Project Scheduling

• Project Accounting

URBAN DESIGN

• Streetscape Design

• Drafting of Zoning Bylaws and Regulations

• Shadow Studies

• Urban Design Studies

• Wind Studies

• Land Use Studies

• Transportation Studies

RESEARCH

• Research in Construction Materials and Methods

• Building Envelope Investigation

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Appendix H – Comprehensive List of Types of Consultants on the

Design Team

SPECIALIST CONSULTANTS:

• Acoustical consultant

• Airport consultant

• Architectural historian

• Art consultant

• Building code consultant

• Building envelope consultant

• Computer or CAD consultant

• Conservation or heritage architect

• Construction manager

• Cost consultant

• Demographer

• Economist

• Education consultant

• Elevator consultant

• Energy management consultant

• Environmental consultant or ecologist

• Facilitator

• Facilities manager

• Food service/kitchen consultant

• Graphic artist

• Hardware consultant

• Hospital consultant

• Information technology consultant

• Interior designer

• Laboratory consultant

• Land surveyor

• Landscape architect

• Lighting consultant

• Marketing consultant

• Programmer

• Psychologist

• Public relations consultant

• Quantity surveyor

• Realtor

• Scheduling consultant

• Security consultant

• Signage or graphics consultant

• Sociologist

• Specicationswriter

• Technologist

• Theatre consultant

• Translator

• Transportation planner

• Urban and regional planner

• Urban designer

• Value engineering consultant

• Wayndingconsultant

• Wind/snow studies consultant

ENGINEERING CONSULTANTS:

• Acoustical engineer

• Civil engineer

• Electrical engineer

• Environmental engineer

• Geotechnical engineer

• Hydrological engineer

• Mechanical engineer

• Process engineer

• Seismic engineer

• Structural engineer

• Tracengineer

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Appendix i – Finding, Selecting and Engaging an Architect

Selectingtherightarchitectisoneofthemostsignicantdecisionsyoucanmakeonabuildingproject

1.0 How to Find an Architect

Youcanndanarchitectinseveralways,including:

• Use the RAIC online Member Directory called “Find an Architect”;

• Request and review a copy of the RAIC Directory, or, if available, obtain a provincial association

directory, which is produced by some of the provincial associations of architects;

• Visit architects’ websites;

• Use your own experience to nominate architects that have served you well in the past;

• Ask for recommendations from other organizations or persons who may have had similar projects;

• Advertise in a local or province-wide publication, such as the RAIC electronic Bulletin, or a provincial

association’s newsletter or website. If you choose to advertise, you can use the suggested wording

shown in the sample advertisement on the RAIC website.

Youwillndtheprocesseasierifyoukeepthelistofpotentialarchitectstoamanageablenumber.

Fora small project, two architects may be sucient;ten or moremay be appropriate for a large,

complicated assignment.

2.0 How to Select an Architect

There are three methods for selecting an architect:

• QualityorQualications-basedSelection(QBS)

• Direct Selection

• Architectural Design Competition

• Low fee

2.1 QualityorQualications-basedSelection(QBS)

More information on QBS can abe found on the RAIC website at:

https://www.raic.org/raic/qualications-based-selection-qbs

Additional information in the OAA QBS Kit and sample templates can be found on the website

of the Ontario Association of Architects (OAA) at:

http://www.oaa.on.ca/images/docs/1311598926_OAA_QBS_Introduction_Final_Aug_2010.pdf

http://www.oaa.on.ca/images/docs/1305296260_OAA_QBS_SAMPLESllledout_Final__

Sept._14.06.pdf

Finally, the Canadian Handbook of Practice for Architects includes a detailed Checklist and

Guidelines for Issuing Requests for Proposals at the end of Chapter 1.2.2 – The Client.

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2.2 Direct Selection

There are many good reasons why a client might select an architect directly, often because of a

referral from a previous client, or the public reputation of the architect.

Architectsareawareoftheimportanceoftheirreputation,bothonaproject-specicbasisand

onabroaderpubliclevel.Mostclientsrelyoneitherformalorinformalreferencestoconrm

that they are selecting the best architect for the project at hand.

More information on direct selection can be found on the RAIC website at:

www.raic.org/architecture_architects/choosing_an_architect/index_e.htm

2.3 Architectural Design Competition

Architectural Design Competitions are appropriate when an owner wishes to create a public

dialogue about architecture, or where a sponsor is seeking design solutions that are very

dierent,onefromtheother.Moreinformationonarchitecturalcompetitionscanbefoundon

the RAIC website at:

www.raic.org/architecture_architects/architectural_competitions/index_e.htm

2.4 Low Fee

There may be limited circumstances when the selection of an architect is based on low fee.

Although this method is strongly discouraged and the potential for reduced value to the client

ishigh,insituationswherethereisnegligibleprojectriskandasimpleandfullydenedscope

of work, low fee may be appropriate.

3.0 How to Engage an Architect

A clear and written agreement is essential.

Theservicesofanarchitectarerenderedmosteectivelywhenaclearunderstandingexistsbetween

the client and the architect, and it is incorporated into a written contractual agreement.

This understanding is most eectively accomplished by a thorough and clear discussion and

conclusion as to:

• The scope of the services to be provided by the architect;

• The scope of services provided by subconsulting engineers and specialists to be engaged by the

architect;

• The role of the architect with respect to project coordination and any subcontracts with other

consultants;

• The role of the architect relative to the review of construction;

• Professional responsibility and liability;

• Project timelines;

• The method of establishing the architect’s fees; and

• The method of payment for the architect’s services.

When a client and architect have fully discussed and agreed upon these items, a written contract

outlining all of these terms should be prepared.

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Thefollowingareamongmanyvariablesthatwillinuencethelevelofeortneededtoprovidefull

architectural services for a given project:

3.1 Project Coordination

Coordination of the consultant team is critical to the successful completion of any building

project. The architect usually undertakes this coordination. Often the architect is appointed as

the prime consultant.

3.1.1 Prime Consultant

The prime consultant not only manages and coordinates the design and administration

of the project but also makes sure that all members of the consultant team are properly

informed of, and fulll, their responsibilities. These coordinating duties must be

compensated fairly as they are of considerable value to the owner.

3.1.2 Subconsultants

Subconsultants are usually retained by the architect but they may be engaged and

retained by the client or owner. Basic engineering consultants are structural, mechanical,

and electrical engineers. It is possible to establish the architect’s fee in one of two ways:

1) Including the fees of the three basic engineering consultants; or

2) Without the basic engineering fee.

3.1.3 Specialist Consultants

Today there is an increasing demand for new specialist consultants. It should be noted

that specialist consultants are not part of the basic services of the architect. Some of these

specialist consultants are:

• Fire protection consultants;

• Life safety and code consultants;

• Security consultants;

• Building envelope consultants; and

• Information technology specialists.

All of these are in addition to many of the basic consultants.

Refer to Appendix H for a complete list of possible subconsultants.

The architect typically coordinates the specialist and subconsultants, whether or not they have

been retained directly by the architect or by the owner. Compensation for this coordinating

role is sometimes called a coordination fee and the amount varies depending on:

• The complexity of the project;

• Thesubconsultant’sdisciplineoreldofexpertise;and

• The magnitude of the coordination activity.

Often the coordination fee is approximately 25-35% of the subconsultant’s fee. The fee

for the services of specialist consultants is always over and above the fee or normal

percentage for the architect’s services.

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3.2 Scope of Services

As indicated above, the scope of services must be agreed upon and the purpose of this document

is to determine an appropriate fee for the architect’s services. . This document provides checklists

for the architect and client to review related to both basic and additional services for a building

project. If the client and architect agree to eliminate some services, or add additional services, the

fee must be adjusted accordingly.

Refer to Appendix G for a list of additional services that architects provide.

3.3 Client’s Responsibilities

The written contract or agreement sets out the services to be provided by the architect. They also

identify the client’s responsibility to provide information, such as:

• The requirements for the project;

• Physicalspecications(suchasspatialandfunctionalrelationships)orfunctionalprogram;

• Legal services;

• Site conditions (such as surveys, subsurface investigation reports, designated substances

(asbestos, lead, etc.) and mould, etc.); and

• The schedule for payment of fees.

The use of RAIC Document Six is recommended.

NOTE: Some provincial associations develop their own contracts for use within their province.

The following are standard contracts which are also endorsed:

• OAA Document 600 (for use in Ontario)

• AIBC Standard Form of Contract 6C between Client and Consultant (for use on projects in

British Columbia with separately engaged consultants)

• AAPPQ Contract Between Client and Architect (for use in the province of Québec)

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Appendix J – Typical Buildings Requiring the Services of an Architect

Unless stated otherwise, this table lists the exceptions where the design services of an architect are not required.

Group A –

Assembly

Group B –

Care and

Detention

Group C –

Residential

Group D –

Business

and Personal Services

Group E – Mercantile

Group F – Industrial

Other Source

British

Columbia

Note: AIBC

Bulletin 31

describes

those buildings

for which the

design is within

the exclusive

scope of the

practice of

architects.

A one-story building,

other than a school

building, to be used

for public assembly,

if the gross area

exceeds 275 m

the unsupported

span exceeds 9 m.

A hospital or similar

building occupancy

with 13 or more

beds.

An apartment or

residential building

containing 5 or more

dwelling units.

A commercial or

industrial building,

or combination of

both with other

occupancies, in

excess of 470 m

gross area, being the

aggregate area of all

oors.

Any other building

in excess of 470 m

gross area, being the

aggregate area of

alloors,including

mixed-use buildings.

A mixed-use building

that contains

assembly occupancy

is assessed by the

most restrictive

use and therefore

requires an architect

when it exceeds

235 m

AIBC Bulletin 31, May

6, 2017 (Summary

of the Architects Act,

Section 60).

A building of more

than one story,

other than a school

building, to be used

for public assembly,

if the gross area

exceeds 235 m

A veterinary hospital

in excess of 470 m

gross area.

A hotel, or similar

occupancy,

containing 11 or

more guest rooms

for transient

or permanent

occupancy.

All schools, any size

Manitoba

Note: The

Architects Act

describes those

buildings, the

design of which

is within the

exclusive scope

of the practice

of architects.

All buildings, except

arenaswithaxed

seating capacity of

1000 people or less,

require an architect

or engineer.

All buildings.

A building exceeding

600 m

in building

area or exceeding 3

storeys in building

height.

A building exceeding

600 m

in building

area or exceeding 3

storeys in building

height.

The Architects Act,

Section 25, April;

20, 2018 and the

Buildings and

Mobile Homes Act,

Regulation 31/2011.

F2/3: A building

exceeding 600 m

in building area or

exceeding 3 storeys

in building height.

F1: All buildings

(architect or engineer).

Alberta

A building, 3 storeys or less in height that:

A building, 3 storeys

or less in height, for

residential occupancy

of hotel, motel, or

similar use that:

A building, 3 storeys

or less in height that:

A building that is a

farm building not for

public use.

Architects Act,

Chapter A-44, April

30, 2015.

In the case of a single storey building has a

gross area of 300 m

or less;

In the case of a single

storey building has a

gross area of 400 m

or less;

In the case of a single

storey building has a

gross area of 500 m

or less;

A relocatable

industrial camp

building.

In the case of a 2-storey building has a gross

area of 150 m

orlessoneachoor;and

In the case of a

2-storey building has

a gross area of 200

or less on each

oor;and

In the case of a

2-storey building has

a gross area of 250

or less on each

oor;and

Interior design.

In the case of a 3-storey building has a gross

area of 100 m

orlessoneachoor.

In the case of a

3-storey building has

a gross area of 130

or less on each

oor.

In the case of a

3-storey building has

a gross area of 165

or less on each

oor.

A single-family

dwelling.

A multiple family

dwelling containing 4

dwelling units or less.

Condition

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Group A –

Assembly

Group B –

Care and

Detention

Group C –

Residential

Group D –

Business

and Personal Services

Group E – Mercantile

Group F – Industrial

Other Source

Saskatchewan

Any building conforming to the scope of NBCC Part 9. Any farm building

Architects Act,

Section 23, Scope of

Practice.

Interior design.

Condition

Ontario

Architect required.

A building that is not

more than 3 storeys

and not more than

600 square metres in

gross area.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area.

A building used

directly in the

extraction,

processing, or

storage of ore from

a mine.

Architects Act,

Section 11, April 18,

2018.

A building that is

not more than 3

storeys and contains

1 dwelling unit or 2

attached dwelling

units constructed

directly on grade.

Interior design.

A building that is not

more than 3 storeys

and not more than

600 m

building area,

containing 3 or more

dwelling units.

Quebec

Architect required.

A semi-detached or

attached single-family

dwelling unit, a multi-

family dwelling that

contains no more

than four units, that

is not more than two

storeys and not more

than 300 square

metres in gross area

after the work is

completed and has a

single basement level.

A business,

mercantile, or

industrial occupancy

that is not more

than 2 storeys, not

more than 300

square metres in

gross area after the

work is completed,

and has a single

basement level.

Or a combination

of such dwellings

or occupancies

that is not more

than 2 storeys and

not more than 300

square metres in

gross area after the

work is completed,

and has a single

basement level.

Architects Act;

R.S.Q. Chapter A-21,

Section 16.

A detached single-

dwelling unit.

Ontario –

Licensed

Architectural

Technologist

(limited scope

of practice)

A building that is not

more than 3 storeys

and not more

than 600 square

metres in gross

area, used for a

restaurant designed

to accommodate

not more than 100

persons consuming

food or drink.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area.

A building used

directly in the

extraction,

processing, or

storage of ore from

a mine.

Policy Statement:

Policy of the

Council of the

OAA with respect

to applications

for a license and

certicateof

practice by holders

ofacerticateof

qualicationto

make an application

as a Licensed

Technologist

issued by the

Ontario Association

of Applied

Architectural

Sciences (OAAAS),

January 2017.

A building not more

than 4 storeys and

contains 1 dwelling

unit or 2 attached

dwelling units.

Interior design.

A building not more

than 4 storeys and

not more than 600

in building area,

containing 3 or

more dwelling units.

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Appendices | 58

Royal Architectural Institute of Canada | RAIC.ORG

Group A –

Assembly

Group B –

Care and

Detention

Group C –

Residential

Group D –

Business

and Personal Services

Group E – Mercantile

Group F – Industrial

Other Source

New

Brunswick

Architect required.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area.

Interior design.

Architects Act of

New Brunswick,

January 1998.

Condition

Nova Scotia

A building that is not

more than 1 storey

and not more than

200 square metres

in building area.

Architect required.

A building that is not

more than 3 storeys

and not more than

450 square metres

in building area.

A building that is not

more than 3 storeys

and not more than

450 square metres

in building area (D,

E, F2, F3).

Interior design.

Architects Act,

November 23, 2006.

One-dwelling or a 2

dwelling unit.

A building that is not

more than 1 storey

and not more than

200 square metres in

building area (F1).

Prince Edward

Island

Architect required.

A building that is

not more than 3

storeys and contains

1 dwelling unit or 2

attached dwelling

units constructed

directly on grade.

Not permitted.

A building used

directly in the

extraction,

processing, or

storage of ore from

a mine.

Architects Act,

Chapter A-18.1,

March 31, 2000.

A building that is not

more than 3 storeys

and not more than

600 m

in building

area, containing 3 or

more dwelling units

constructed directly

on grade with no

units above another.

Interior design.

TABle 9 Scope of Design Services in the Practice of Architecture

Newfoundland

and Labrador

A building, in whole

or in part, used

or intended for

assembly occupancy

only, where the

building’s total

occupant load

does not exceed 50

persons.

Architect required

A detached or semi-

detached house or

row housing, with or

without a subsidiary

apartment.

A building where

the total area of all

oorslocatedatand

above the lowest

outside grade does

not exceed 300 m

and the building

does not contain

more than one

dwelling unit (D & E).

Interior design.

Architects Act, 2008.

A building

containing only

residential units,

having a maximum

of 15 bedrooms,

where access to

each unit is only

from the exterior.

A building, in whole

or in part, used or

intended for industrial

occupancy only,

where the building’s

total occupant load

does not exceed 50

persons.

A lodging house or

bed and breakfast

establishment

where the maximum

number of guest

bedrooms does not

exceed 4.

Northwest

Territories

Architect required.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area.

A building that is not

more than 3 storeys

and not more than

600 square metres

in gross area (D, E,

F1, F2).

A building that is a

farm building not

for public use.

Architects Act;

SNWT, 2001 cp.10.

A relocatable industrial

camp building.