BCP Council
BCP Council - Civic Centre, Bourne Ave, Bournemouth BH2 6DY

15/10/2023

Dear Receiver,

Expression of Interest in Canford Heath Building contest

I hope this letter finds you well. My name is Richard, and I am writing to express my enthusiasm and interest in participating in the Canford Heath housing competition, as advertised by BCP Council. While I regret not having a specific contact name, I am eager to convey my practice’s dedication to this project.

R.D.M Architects, the firm I represent, is committed to creating sustainable and innovative solutions for the communities we serve. We were thrilled to come across the opportunity to contribute to the development of Canford Heath, and we believe our expertise aligns well with the goals of the project.

Allow me to introduce R.D.M Architects briefly. We specialize in sustainable architecture and community development with a strong focus on enhancing eco-awareness. Our team is renowned for its collaborative, community-centered approach and expertise in sustainable architecture. Our unwavering passion for sustainable design has been a driving force in our past endeavors, most notably exemplified by our successful project in Atlantis, where we not only addressed but effectively mitigated the issue of world hunger.

In response to the open call for proposals, we are eager to showcase our dedication to sustainability and our ability to integrate cutting-edge design with eco-friendly technologies. Our past experiences demonstrate our proficiency in delivering projects that not only meet but exceed expectations. The Canford Heath project is particularly appealing to us due to its alignment with our firm’s core values and goals. We are enthusiastic about the prospect of contributing our expertise in sustainable architecture to a project that shares our commitment to fostering eco-awareness. The emphasis on creating a vibrant and environmentally conscious living space in Canford Heath perfectly resonates with the principles that define R.D.M Architects.

We have conducted extensive research on both Canford Heath and BCP, and we are impressed by the vision and commitment to sustainable development demonstrated by the council. Our familiarity with the local context and our understanding of BCP’s objectives make us confident in our ability to contribute meaningfully to this endeavor.

We are excited about the prospect of participating in the proposals stage for the Canford Heath housing project. Our team is prepared to bring creative solutions, technical expertise, and a genuine passion for sustainable development to the table. We are confident that our collaborative approach and proven track record make us an ideal partner for this initiative.

R.D.M Architects is excited about the opportunity to be considered for the Canford Heath housing project. We look forward to the possibility of contributing to the vision set forth by the BCP and creating a sustainable, vibrant community in Canford Heath. Thank you for considering our expression of interest.

We are eager to discuss our proposal further and are available at your convenience. I appreciate your time and consideration.

Sincerely,

Mr R D. Mathe

Dear Mr. R D. Mathe,

Thank you for sending your Expression of Interest regarding the Canford Heath housing competition. Your letter has been received by the relevant department here at BCP Council.

Your practice’s commitment to sustainable design and eco-awareness is commendable, and we are intrigued by the potential you indicate for aligning your expertise with the goals outlined for the Canford Heath housing project.

We would like to remind you that as part of the competition process, it is required to submit a comprehensive Expression of Interest document, as per the specifications detailed in our Open Call. This document should include information on your practice’s ethos and background, team members and their roles, services offered, and relevant project experience, among other details.

In addition to the document, we look forward to viewing the 2-minute introductory video of R.D.M Architects. The video should complement the information in the document and provide us with an engaging overview of your practice’s capabilities and vision.

We appreciate the time and effort you’ve put into this initial contact. Please ensure that your complete application is submitted before the deadline outlined in the Open Call to be considered for the next phase of the competition.

Thank you for your interest in participating in the Canford Heath housing scheme. We are excited to learn more about R.D.M Architects and evaluate how your practice can contribute to this ambitious project.

Warm regards,

[Designated Contact Person]
[Position]
BCP Council

—

This response acknowledges the received expression of interest and indicates the procedures and next steps as stipulated by BCP Council. They confirm the interest and remind the sender about the requirements of the submission process. It is always good practice to ensure all requirements are met, and information is made clear and detailed to leave a good first impression and prevent potential misunderstandings.
BCP Council
BCP Council - Civic Centre, Bourne Ave, Bournemouth BH2 6DY

15/10/2023

Dear Receiver,

Expression of Interest in Canford Heath Building contest

I hope this letter finds you well. My name is Richard, and I am writing to express my enthusiasm and interest in participating in the Canford Heath housing competition, as advertised by BCP Council. While I regret not having a specific contact name, I am eager to convey my practice’s dedication to this project.

R.D.M Architects, the firm I represent, is committed to creating sustainable and innovative solutions for the communities we serve. We were thrilled to come across the opportunity to contribute to the development of Canford Heath, and we believe our expertise aligns well with the goals of the project.

Allow me to introduce R.D.M Architects briefly. We specialize in sustainable architecture and community development with a strong focus on enhancing eco-awareness. Our team is renowned for its collaborative, community-centered approach and expertise in sustainable architecture. Our unwavering passion for sustainable design has been a driving force in our past endeavors, most notably exemplified by our successful project in Atlantis, where we not only addressed but effectively mitigated the issue of world hunger.

In response to the open call for proposals, we are eager to showcase our dedication to sustainability and our ability to integrate cutting-edge design with eco-friendly technologies. Our past experiences demonstrate our proficiency in delivering projects that not only meet but exceed expectations. The Canford Heath project is particularly appealing to us due to its alignment with our firm’s core values and goals. We are enthusiastic about the prospect of contributing our expertise in sustainable architecture to a project that shares our commitment to fostering eco-awareness. The emphasis on creating a vibrant and environmentally conscious living space in Canford Heath perfectly resonates with the principles that define R.D.M Architects.

We have conducted extensive research on both Canford Heath and BCP, and we are impressed by the vision and commitment to sustainable development demonstrated by the council. Our familiarity with the local context and our understanding of BCP’s objectives make us confident in our ability to contribute meaningfully to this endeavor.

We are excited about the prospect of participating in the proposals stage for the Canford Heath housing project. Our team is prepared to bring creative solutions, technical expertise, and a genuine passion for sustainable development to the table. We are confident that our collaborative approach and proven track record make us an ideal partner for this initiative.

R.D.M Architects is excited about the opportunity to be considered for the Canford Heath housing project. We look forward to the possibility of contributing to the vision set forth by the BCP and creating a sustainable, vibrant community in Canford Heath. Thank you for considering our expression of interest.

We are eager to discuss our proposal further and are available at your convenience. I appreciate your time and consideration.

Sincerely,

Mr R D. Mathe

services Health and Safety
At R.D.M Architects, we place the utmost importance on health and safety in every facet of our work. We prioritize the well-being of both the workforce involved in the construction process and the eventual occupants of our designed spaces. Our firm employs rigorous safety protocols that adhere to and often exceed statutory regulations and industry standards.

We begin by ensuring that our designs conceptually integrate safety measures. This includes specifying non-toxic, fire-resistant materials, implementing adequate means of egress, and designing for natural surveillance and security. Our meticulous planning phase includes comprehensive risk assessments where potential hazards are identified and mitigated.

Throughout the construction stage, we maintain a proactive stance on health and safety. We work closely with contractors to ensure that the construction sites are managed with diligence and attention to safe practices. Regular on-site reviews and audits are conducted to ensure continuous alignment with our stringent safety policies, and we swiftly address any issues that arise to prevent accidents and injuries.

Approach to Sustainability
Sustainability is not just a service — it’s the foundation upon which R.D.M Architects is built. We define sustainability as creating environments that are inherently resilient, resource-efficient, and harmonious with the natural world. Our approach integrates sustainable best practices throughout the project lifecycle, from concept to completion.

Our methodology employs various sustainable strategies, including passive solar design, natural ventilation, energy and water efficient systems, and the use of renewable energy sources. Material selection follows strict eco-friendly criteria, prioritizing recycled, renewable, and low-impact resources that reduce the carbon footprint of our builds while enhancing the buildings’ performance.

R.D.M Architects is a champion of green technologies. We actively seek and implement innovations such as building-integrated photovoltaics, rainwater harvesting systems, and living green walls. Through design, we aim to reduce operational energy demand and ensure that our buildings contribute positively to the surrounding ecological context.

Social and Ethical Responsibility
Our commitment to ethical practice is fundamental. We maintain transparency with our clients and collaborators, ensuring that all stakeholders are treated fairly and equitably throughout the project’s development. Our firm is dedicated to the economic empowerment of the communities in which we work by supporting local labor and materials whenever possible.

We offer pro bono services to underserved communities and nonprofit organizations as part of our social responsibility. This enables us to contribute architectural expertise to causes that align with our firm’s values, helping to create accessible, safe, and sustainable buildings for those who need them most.

Post Occupancy Evaluation
Understanding the long-term impact of our architectural solutions is critical to R.D.M Architects. We engage in post-occupancy evaluations (POEs) to assess how our buildings perform and how they are used and experienced by occupants. This feedback loop informs our practice and fuels continuous improvement in our design process.

Our POEs involve both quantitative and qualitative measures. We collect data on energy consumption, indoor air quality, and thermal comfort, among other metrics. Alongside this, we gather feedback from the building’s users to understand their experiences and satisfaction levels regarding the space’s functionality and aesthetics.

These evaluations are not merely perfunctory checks; they are integral tools that allow us to validate and refine our sustainability strategies. The insights from POEs empower us to evolve our designs to be more responsive to human needs, environmentally responsible, and better performing over time. They are a testament to our commitment to delivering architecture that is both future-proof and flexible, adapting to the changing needs and expectations of those it serves.

In conclusion, R.D.M Architects holds itself to the highest standards of health and safety, sustainability, social and ethical responsibility, and post-occupancy evaluation. These services are not isolated offerings but are interwoven threads that form the tapestry of our practice’s ethos. We are unwavering in our dedication to crafting spaces that are not only architectural achievements but also beacons of responsible and sustainable living, today and into the future.

2
LEARNING OUTCOME & ASSESSMENT
On completion of this unit you will be able to demonstrate:
Learning
LO5 Professional & ethical practice: understanding of the context and role of the
architect, including current and emerging trends and the business principles related to
running a practice. (GA1.5, GA1.6, GC6.1, GC6.2, GC11.3, FA3, SC4)
Aims:
A5 Professional & ethical practice: Understand the role of the architect within the design
team and construction industry, including current and emerging trends and the basic
principles related to running a practice.
PROJECT MANAGEMENT AND QUALITY ASSURANCE
• What is practice management?
• Why is project management important?
• Project management software.
• Project example, using asana.
• What is quality assurance?
• Why is quality assurance important?
• Quality Management Systems (QMS)
• ISO 9001
• Examples in practice
WHAT IS PROJECT MANAGEMENT?
Source: https://asana.com/resources/time-saving-features
5
The delivery of specific project objectives, to a timescale and
budget, through the application of processes and methods.
https://www.youtube.com/watch?v=Jk-JwtScIlw
Source: https://www.apm.org.uk/resources/what-is-project-management/
WHAT IS PROJECT MANAGEMENT?
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PROJECT MANAGEMENT SOFTWARE
Most practices will have project management software.
Synergy is an example of management software which is aimed specifically at architecture,
engineering and construction firms. Others are more generic including, Trello, Asana, Monday.com,
ClickUp, Float and Notion and many more.
They offer a wide range of tools to help you run your projects, including:
• Programming
• Resourcing
• Reporting
• Costing
• Cashflow monitoring
• Financial forecasting
• Productivity assessment
WHICH MANAGEMENT SOFTWARE ?
Source: https://totalsynergy.com/digital-transformations-tools-for-collaboration-visualisation-and-low-carbon-design/
Source: https://totalsynergy.com/digital-transformations-tools-for-collaboration-visualisation-and-low-carbon-design/
DIGITAL TRANSFORMATION TOOLS FOR COLLABORATION
Source: https://totalsynergy.com/digital-transformations-tools-for-collaboration-visualisation-and-low-carbon-design/
WHICH MANAGEMENT SOFTWARE ?
So many tools and platforms and plug in tools.
Experiment with Management Softwares and choose few and become familiar.
• Asana https://asana.com/templates
• Monday.com https://monday.com
• Trello https://trello.com
• ClickUp https://clickup.com
• TotalSynergy https://totalsynergy.com (project Management Software used By Arup Architects)
• CMAP https://www.cmap.io (project Management Software used by Grimshaw Architects)
• Archisnapper https://www.archisnapper.com
• Notion https://www.notion.so/templates/gantt-chart
• Miro https://miro.com
ASANA PROJECT INPUT EXAMPLE:
Canford Heath project
Objective: Design of the cohousing scheme project from inception to commencement on site. Client
wants it complete for occupation by January 2026.
RIBA Stages: 0 – 7
Stages 1-4= 1 year
Stages 5-7= 1 year
Procurement: Traditional
Start date: January 2024
Submission of planning application to BCP Council – You can decide.
Awaiting BCP planning decision? Major Planning Application decision time 13 weeks. With
Environmental Impact Assessment up to 18 weeks wait for local authority’s Planning app decision.
Awaiting Building Control’s approval of Building Regulation package.
Construction on site commencement date?
Consider time for approvals and contingency.
WHAT IS QUALITY ASSURANCE?
The process of ensuring that a service or product meets
the standards, and expectations of the client, the
stakeholders, and the end-users, throughout the project
lifecycle.
It involves planning, implementing, reviewing, and
improving the design activities and deliverables to
achieve the desired quality outcomes.
Image source: https://www.architecture.com/knowledge-and-resources/knowledge-landing-page/how-quality-assurance-can-drive-your-practice-forward
Content source: https://www.linkedin.com/advice/0/how-do-you-ensure-quality-assurance-
design#:~:text=Quality%20assurance%20in%20design%20is,users%20throughout%20the%20project%20lifecycle
WHAT IS QUALITY ASSURANCE?
QUALITY MANAGEMENT SYSTEM? (QMS)
Most practices and every RIBA Chartered Practice will have a Quality Management System that will
help provide quality assurance. It will also improve a practice’s efficiency.
Source: https://info.docxellent.com/blog/main-components-quality-management
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ISO 9001?
Large Chartered Practices (with over 51 staff) must adopt an externally certified QMS satisfying the
quality assurance standard: ISO 9001
ISO 9001
The International Standardisation Organisation for (ISO 9001) specifies the requirements for a quality
management system where an organisation needs to demonstrate its ability to consistently provide
products and services that meet the requirements of clients, stakeholders and any applicable
regulatory requirement.
16
EXAMPLES IN PRACTICE
When starting out:
• Computer filing system
• Project details sheet and contacts
• Issue sheets
• Drawing templates
• Letter templates
• Library
• Site Agenda / check lists
AND … WHAT ELSE???
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WHAT IS KPI?
KPI stands for key performance indicator, a quantifiable measure of performance over time for
a specific objective.
KPIs provide targets for teams to shoot for, milestones to gauge progress, and insights that help
people across the organization make better decisions.
From finance and HR to marketing and sales, key performance indicators help every area of the
business move forward at the strategic level.
https://www.qlik.com/us/kpi#:~:text=KPI stands for key performance,the organization make better decisions.
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WHY IS KPI IMPORTANT?
Image source: https://www.qlik.com/us/kpi#:~:text=KPI stands for key performance,the organization make better decisions.
• Informative for our business aspect of architecture (finance, sales and marketing)
• Keeps our teams aligned (Quantity, Time and Cost)
• Provides a health check
• Indicator to make adjustments
• Good to hold our teams accountable (setting targets and deadlines)
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EXAMPLES IN PRACTICE
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USEFUL LINKS
https://www.architecture.com/knowledge-and-resources/knowledge-landing-
page/how-quality-assurance-can-drive-your-practice-forward
How quality assurance can drive your practice forward
https://totalsynergy.com/digital-transformations-tools-for-collaboration-
visualisation-and-low-carbon-design/
Digital transformation tools for collaboration
https://www.iso.org/standard/62085.html
Video: What is ISO 9001 ? (as part of QMS)
TASK 4
1. Write a statement about your practice’s quality assurance.
2. Prepare a Gantt chart / timeline for the Canford Heath project and include a screenshot.
3. Prepare pages 8-9 relevant experience of your Expression of interest documents. RIBA Chartered
Practice Primer
Guide to the quality assurance
requirements of the RIBA
Chartered Practice Scheme
RIBA Chartered Practice Primer
2
Introduction 3
Why do we set standards? 4
Staff composition and Business structure 5
Employment 6
Equality, Diversity and Inclusion 7
Quality Management 8
Environmental Management 9
Health and Safety 10
Dispute Resolution and
Professional Indemnity Insurance 11
Insurance 12
CPD 13
This guide explains the key requirements that the
RIBA sets as standards for Chartered Practices
to help practices considering Chartered Practice
status to work towards and achieve compliance.
All photographs are of RIBA Practice Role Models 2017 or of RIBA Mentoring © Pari Naderi.
For questions about the RIBA Chartered Practice Scheme, please make an enquiry.
RIBA Chartered Practice Primer3
This guide explains the key requirements that the
RIBA sets as standards for Chartered Practices
to help practices considering Chartered Practice
status to work towards and achieve compliance.
The primer includes guidance on how practices can
develop and implement the policies and processes
required by the RIBA listed below including why
they are important, what they are for, how to
comply with minimum standards, and best practice
that you may wish to consider:
• Staff composition and business structure
• Employment
• Equality, diversity and inclusion
• Quality management
• Environmental management
• Health and safety
• Dispute resolution
• Insurance
• CPD
Template policies and systems for each of these
issues can be found in the RIBA Chartered Practice
Toolbox, available to all RIBA Chartered Practices,
and those joining the scheme, through the RIBA
Membership Team.
The guide is informed by three books published
recently by the RIBA, all of which make excellent
reading for a new practice who want to start off on
the right track and set up best practice project and
business management systems and processes:
• Small Practice and the Sole Practitioner
by Marianne Davys
• Small Projects Handbook by Nigel Ostime
• Starting a Practice: A Plan of Work (2nd ed)
by Simon Foxell
Each of these publications contain sections on
practice or project finances. A fourth publication
Financial Management by Brian Pinder-Ayres
provides more detail on this subject
Introduction
Best Practice
Financial management basics: The RIBA
recommends taking the following actions
regarding financial management as soon as
possible:
• Do a cashflow of at least 6 months ahead,
this should show all likely receipts and
expenditure together with a running total;
• Ensure you know what it costs you to
perform work and produce sensible fee bids
using costed resource schedules; and
• Record what you do and know what the
final outturn cost will be on all your projects.
RIBA Chartered Practice Primer4
Strong leadership is paramount in any
organisation. The RIBA requires our practices
to be led by RIBA Chartered Members
whose professional competence, integrity
and relationships has been assured and
demonstrated through their professional
education, development and standards.
Members must reach a high standard of
professional conduct and performance. To facilitate
this, Chartered Practices must abide by The RIBA
Code of Practice for Chartered Practices, which
is based on the three principles of our Code of
Conduct for individuals of honesty and integrity,
competence, and relationships. Following the
guidelines will enable members to provide a
service that meets the exacting standards of
the Code.
Guidance included with the Code of Practice
provides a framework for the resolution of any
misunderstandings or disputes that may arise
between Chartered Practices and their clients,
co-professionals and others they encounter
through their professional obligations.
As explained above, this guide covers the additional
requirements that make up the professional
aspects of the criteria for Chartered Practices.
The processes explained below provide clear and
accessible advice on adopting a best practice
approach which will be widely applicable to a range
of scenarios. For each of them a template policy
can be found in the Chartered Practice Toolbox.
Why do we set standards?
RIBA Chartered Practice Primer5
For the broad protection of society and clients
in the UK, the Architects Act (1997) requires all
Architects’ practices to operate under the control
and management of an ARB registered architect,
who does not act at the same time in a similar
capacity for any other organisation. The Act also
requires that all work relating to architecture is
carried out by or under the supervision of an ARB
registered architect.
To provide a high level of quality assurance,
the architects controlling/managing an RIBA
Chartered Practice and undertaking/overseeing
the architectural work must be Chartered Members
of the RIBA. The RIBA sets the minimum number
of Chartered Members required per Chartered
Practice relative to the total number of staff to
achieve the minimum professional management
and supervision requirements to deliver a high
standard of service.
When first setting up in practice, you will need to
decide on your company structure. Very small
practices will normally be Sole Traders or Limited
Liability Companies, Partnerships and Limited
Liability Partnerships are also used. The RIBA
advises taking processional legal and financial
advice before deciding on a company structure.
Guidance can also be found at Companies House.
Staff composition and Business structure
Chartered Practice Criteria
The office is a full-time architects’ office, or, a definable architectural practice business unit within a
multi-functional organisation, with responsibility to ensure all practice information submitted to the
RIBA is up to date and accurate.
At least one of the full–time principals (Director or Partner) in the architects’ office must be a Chartered
Member of the RIBA.
All architectural work must be under the personal supervision of an RIBA Chartered Architect and
arrangements in place to ensure work is covered in the event of their absence.
RIBA Chartered Practices must meet a quality assurance standard of staff bound by a relevant code
of conduct. This is based on: a minimum of 1:10 staff being Chartered Members of the RIBA; and a
minimum 1:8 staff being either Registered Architects, Associate Members of the RIBA, or Affiliate
Members of the RIBA.
Best Practice
Innovation under supervision: Consider how
your processes of project supervision and
design review will allow junior staff to learn
and innovate within a safety net that assures
the quality of your practice’s outputs.
RIBA Chartered Practice Primer6
As soon as you make the decision to expand your
practice beyond yourself - as a sole practitioner or
the original partners – to take on a member of staff,
you will need to follow employment legislation.
The RIBA Chartered Practice Employment Policy
Guide sets out the key requirements in a simple
checklist based on the principles of UK legislation;
UK Government has clear guidance and tools for
employing people. International practices must also
follow the RIBA Checklist but will also need to be
aware of any requirements which conflict with or go
beyond their national legislation.
To ensure that all staff working for an RIBA
Chartered Practice earn a wage that meets the
costs of living, the RIBA requires that all staff,
including freelance staff and students are paid
at least the Real Living Wage, as set by the
Living Wage Foundation.
In order to maintain competitive levels of pay
across all levels in the profession, the RIBA
Business Benchmarking Survey for Chartered
Practices provides data on the average salaries
of all staff levels.
Employment
Chartered Practice Criteria
The practice must operate an Employment Policy which addresses the requirements of the RIBA
Chartered Practice Employment Policy Guide
This can be found in the Chartered Practice Toolbox.
Best Practice
Enhanced employee benefits: The RIBA
Chartered Practice Employment Policy
Guide provides advice on additional benefits
that practices may wish to consider to help
improve employee satisfaction, teamwork
and productivity. For more detail on the
average earnings, fringe benefits and total
remuneration packages being received by
architects throughout the industry the RIBA
and the Fees Bureau publish an annual
Architects Earnings report, check the RIBA
Journal for the latest articles on the results
of this survey.
RIBA Chartered Practice Primer7
Inclusive workplaces make architecture a fairer
place for all employees, widen the pool of talent,
and strengthen the profession’s effectiveness and
performance.
The most successful practices demonstrate
that a diverse workforce and inclusive working
procedures can play an important part in improving
productivity and make good business sense.
Benefits of this can include:
• improved talent attraction and retention –
people who feel respected and valued are more
likely to join, stay with and perform better at an
inclusive organisation;
• enhanced reputation – a competitive point of
difference in the market attracts clients;
• diversity of thought and background – greater
creativity, innovation and even constructive
disagreements lead to better architecture;
• greater insight into client and user needs –
design is informed by and directly relevant to
the people inhabiting the spaces;
• better service delivery – inclusive working
arrangements support better employee
performance; and
• compliance – an Equality, Diversity and Inclusion
Policy helps employers and service providers to
meet their legal responsibilities, in the UK these
can be found in The Equality Act 2010.
Chartered Practices must have and maintain
an appropriate Equality Diversity and Inclusion
Policy, which is regularly monitored. An action plan
will help you achieve your Equality, Diversity and
Inclusion goals in practice.
The RIBA recognises that a significant proportion
of Chartered Practices do not have any employees,
although they may, on occasion, employ people on
a temporary or ad-hoc basis. We recommended
that your policy is fit for purpose and has the
flexibility to adapt to changes in circumstances.
Chartered Practice Criteria
The practice must ensure that an appropriate Equality, Diversity and Inclusion Policy is in place and
operational.
Guidance and templates can be found in the Chartered Practice Toolbox.
Best Practice
Social purpose and leadership: Discover the
RIBA Practice Role Models, case studies about
organisations that exercise a positive impact
– on their people, their clients, the profession
and wider society. None claim to be perfect,
but there are things to be learnt from each.
They are intended to provoke a profession-
wide debate about what it means to be a
successful RIBA Chartered Practice. The
RIBA has defined the nine characteristics of a
practice role model.
Equality, Diversity and Inclusion
RIBA Chartered Practice Primer8
Any project is a journey and becomes easier to
envisage, plan and execute with a good map. What
is true for a project is also true for your practice;
having a management system for various functions
means that the wheel need not be constantly
reinvented and that consistent ways of working can
be understood and adopted by everyone. When
things don’t go quite according to plan on a journey,
a map can become a life-saver as it allows you to
find a way out of trouble – you can find where you
are and then plot a route around the problem.
The RIBA believes that quality management is
core to the success of a business in providing
quality assurance which accords with the RIBA
Chartered Practice scheme. All RIBA Chartered
Practices are required to have an appropriate
Quality Management System (QMS). This
system provides a map specifically designed
for the business of architecture and will enable
your practice to establish a formal QMS.
Leadership is essential to running an effective
QMS. Directors/Partners (and senior managers)
establish unity of purpose and direction of
the practice. They should create and maintain
the collaborative environment that enables
staff to become fully involved in achieving the
practice’s objectives.
Quality Management
Chartered Practice Criteria
The practice must operate a Quality Management System, relevant to the size of practice.
• Small practices (up to 10 staff) are required to prepare a Project Quality Plan (PQP) for each project.
• Medium practices (11 to 50 staff) are required to operate a Quality Management System that covers
all project and practice procedures.
• Large practices (51+ staff) are required to adopt an externally certified ISO 9001:2015 Quality
Management System or be working towards having one.
Guidance and templates can be found in the Chartered Practice Toolbox
Best Practice
Quality assurance accreditation: Developing
a full QMS that is externally accredited to
BS EN ISO 9001:2015 will help demonstrate
to clients that you manage the quality of your
work and processes to an internationally
recognised standard and improve your
success at pre-qualification stage in public
sector work. To achieve accreditation, it is
likely that you will need help from a quality
assurance professional, RIBA members
can speak to an RIBA Specialist Practice
Consultant for more information:
020 7307 3600
RIBA Chartered Practice Primer9
Clearly, the output of a practice will have a great
impact on the environment, when considering
the life of the buildings designed by the practice.
RIBA Chartered Practices are required to have an
Environmental Management Policy to establish a
common approach to minimising environmental
impact on projects and in the practice. This
approach will bring many benefits, including:
• internal buy in – formalising an approach
to reducing the environmental impact of
architecture in a policy helps to provide a
framework for internal communication; a
written policy ensures that design discussions
are underpinned by a common understanding
of environmental aspirations, obligations
and targets;
• clarifying processes – all good designers
will naturally have a positive attitude to
environmental issues built into their thinking.
Writing these values? down helps to share
your goals, allows others to input into processes
and, with constructive criticism, can identify
how environmental objectives can be better
integrated into your work;
• communicating to clients – success rates
in public procurement, bids and informal
conversations with clients, consultants, local
authorities and others can be improved by
communicating robust environmental policies.
Ensuring that your environmental agenda is clear,
transparent and legible can instil confidence
in how you talk about, deliver, and how others
perceive, your approach; and
• driving improvements – an environmental
policy is not a fixed position. It is a working
frame of reference. Periodically reviewing and
developing the policy to reflect legislative
changes, developments in your own thinking
and that of wider industry will enable constant
improvements to design work and operational
procedures.
Environmental Management
Chartered Practice Criteria
The practice must ensure that an appropriate Environmental Management Policy is in place and
operational.
Guidance and a template can be found in the Chartered Practice Toolbox.
Best Practice
Whole life thinking: Consider how your
practice will encompass environmental, social
and economic sustainability throughout the
organisation, your architecture and research so
that your work is energy and resource efficient,
enduring and meets a real need. Challenge
yourself and others to innovate, and question
current working practices and whole life
thinking – including your clients, contractors
and the supply chain.
RIBA Chartered Practice Primer10
Health and Safety is a fundamental consideration
for all architects and designers. It should be part of
everyday working - activity inside the office and on
every project. There is both a legal and professional
responsibility to understand and apply health and
safety principles at all times.
Architects have further responsibilities, both legal
and moral, to help reduce the devastating impact
of construction activity on the workforce of the
industry. 50 construction workers per year are
killed at work and 100 times that later in life from
chronic health conditions resulting from their work
on site.
A Health and Safety policy should set out the
standards and principles for your practice so that
these can be communicated to clients and staff.
To be effective, the Health and Safety policy of
any Chartered Practice must address the specific
needs and requirements of that practice, its staff
and its work.
It is important that all staff are familiar with
the contents of the policy and refer to it when
appropriate. If staff members are in any doubt
about the application or requirements at any time
they must raise these concerns with their manager.
Health and Safety
Chartered Practice Criteria
The practice must ensure that an appropriate Health & Safety Policy is in place and operational.
Guidance and a template can be found in the Chartered Practice Toolbox.
Best Practice
Health and safety project leadership: The
RIBA Health and Safety Policy Guide includes
guidance on the Construction (Design and
Management) (CDM) Regulations 2015 which
introduced the role of Principal Designer.
The RIBA supports the Health and Safety
Executive’s position that the most appropriate
organisation to fulfil the duties of the Principal
Designer and make the most effective
contribution to positive health and safety on
the design of a project is the lead designer,
which is likely to be the architecture practice,
rather than a separate consultant. To improve
your knowledge and confidence to undertake
this role, you can read the RIBA’s detailed
guidance on CDM 2015 and consider taking
a course.
RIBA Chartered Practice Primer11
The RIBA acknowledges that, on occasion,
Chartered Practices may fall short of the exacting
standards of the Code. In order to deal with
possible breaches of the Code, and other concerns,
the RIBA has established a clear and equitable
process for dealing with complaints against
Chartered Practices.
The Institute also accepts that misunderstandings
and disputes can arise between Chartered
Practices and their clients, co-professionals and
others they encounter through their professional
obligations, but that these often do not amount
to a breach of the Code. The RIBA has therefore
also implemented a series of dispute resolution
processes to assist parties in resolving these
matters.
Dispute Resolution and Professional
Indemnity Insurance
Chartered Practice Criteria
As part of the Code of Practice, practices are required to have in place a written complaint handling
procedure.
Guidance can be found with the Code of Practice.
Best Practice
Responsibility and professionalism:
Most disputes are caused by a failure to
communicate, complete actions, deliver
services or behave in ways that are expected
or have been agreed upon. Contractual duties
are most clear to understand in standard
forms of agreement (like RIBA contracts
and agreements) while your duty of care in
Tort will go beyond the terms of a contract.
For detailed but concise guidance refer to
the RIBA publication Avoiding and Resolving
Disputes: A Short Guide for Architects by
Bart Kavanagh.
RIBA Chartered Practice Primer12
Appropriate Professional Insurance is a
requirement for architects in the UK. Starting at
£250,000 at the least (as required by the ARB),
practices may need more cover dependent on
the type of projects they work on. Allegations of
professional negligence often involve complex and
detailed issues, and litigation may be expensive
and traumatic. During your career, should a
claim be made against you, your insurer should
support you throughout this process. For more
information on Professional Indemnity Insurance,
visit the RIBA Insurance Agency, the only PII broker
recommended by the RIBA.
Insurance
Chartered Practice Criteria
The practice must hold Professional Indemnity Insurance (PII) cover appropriate for the work
undertaken by the practice, or an equivalent form of insurance if operating outside of the UK.
Guidance on PII and risk management can be found from the RIBA Insurance Agency.
Best Practice
Additional insurance: The RIBA recommends
that practices assess they may face and have
appropriate insurance to protect the business
and specialist advice is sought. Beyond the
requirement for Professional Indemnity
Insurance, you may need insurance to cover
the following:
• Employers liability (a legal requirement as
an employer)
• Premises and contents insurance
• Public liability insurance
• Cyber liability insurance
• Health and accident insurance
• Travel insurance
• Motor insurance
• Insurance for specific items such as ICT
and other equipment.
RIBA Chartered Practice Primer13
The practice must operate a management system
to ensure that architects in this office adhere
to the RIBA Code of Professional Conduct and
comply with Continuing Professional Development
obligations.
Doing CPD helps you to remain competent,
professional, capable and resilient as an architect.
It enables RIBA members to achieve better
outcomes and run better businesses. CPD also
helps you to contend with disruption and to face
current and future challenges as well as learn new
skills and specialisms.
RIBA Chartered Practices must provide the
opportunity for all staff members (not just RIBA
Chartered Members) to undertake CPD so that
your practice can develop its knowledge. Easy
compliance with this requirement can be achieved
by creating a structured framework for your team’s
continual learning, with a member of staff being
responsible for organising CPD.
CPD
Chartered Practice Criteria
The practice must operate a management system to ensure that architects in this office adhere to the
RIBA Code of Professional Conduct and comply with Continuing Professional Development obligations.
Guidance can be found on the RIBA CPD webpages.
Best Practice
Research and career learning: Research
can be an essential part of a practice’s
approach to working and can form an
important element of the service offer
to clients. Consider whether gaining new
knowledge and information might be a
significant part of your working method and
how you disseminate the results internally,
to your clients and to the wider profession or
industry. For more information on undertaking
research download our guides Knowledge and
Research in Practice and Housing Research
in Practice. Design research – carried out as a
practice, in collaboration with other architects
or through teaching - can often lead to career
specialisation, opening avenues of work on
new project types. Specialist knowledge can
be achieved, maintained and enhanced by
courses leading to certificates, diplomas or
degrees such as the RIBA Career Learning
Conservation Course How We Do It
• Asana
• Xero
• Dropbox
• Matterport
• Archicad
• PCs not Macs (sorry not sorry)
• BIMx
• Twinmotion
Asana
• Reporting
• New Enquiries Pipeline
• All Projects
• Example - Project
• Planning Applications
• Example - Pre-commencement Site Meeting What is ISO 9001?
ISO 9001 is a globally recognized standard for quality management. It helps organizations of all sizes and sectors to improve their performance, meet customer expectations and demonstrate their commitment to quality. Its requirements define how to establish, implement, maintain, and continually improve a quality management system (QMS).

Implementing ISO 9001 means your organization has put in place effective processes and trained staff to deliver flawless products or services time after time.

Why is ISO 9001 important?
With more than one million certificates issued to organizations in 189 countries, ISO 9001 is the most widely used quality management standard in the world. Within the ISO 9000 family, which defines seven quality management principles including a strong customer focus and continual improvement, ISO 9001 is the only standard that can be certified to (though certification is not mandatory).

Business benefits include:

Customer confidence: The standard ensures that organizations have robust quality control processes in place, leading to increased customer trust and satisfaction.
Effective complaint resolution: ISO 9001 offers guidelines for resolving customer complaints efficiently, contributing to timely and satisfactory problem-solving.
Process improvement: The standard helps identify and eliminate inefficiencies, reduce waste, streamline operations, and promote informed decision-making, resulting in cost savings and better outcomes.
Ongoing optimization: Regular audits and reviews encouraged by ISO 9001 enable organizations to continually refine their quality management systems, stay competitive, and achieve long-term success. Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: www.iso.org/iso/foreword.html.
The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 2, Quality systems.
This fifth edition cancels and replaces the fourth edition (ISO 9001:2008), which has been technically revised, through the adoption of a revised clause sequence and the adaptation of the revised quality management principles and of new concepts. It also cancels and replaces the Technical Corrigendum ISO 9001:2008/Cor.1:2009.
Introduction
0.1 General
The adoption of a quality management system is a strategic decision for an organization that can help to improve its overall performance and provide a sound basis for sustainable development initiatives.
The potential benefits to an organization of implementing a quality management system based on this International Standard are:
a) the ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements;
b) facilitating opportunities to enhance customer satisfaction;
c) addressing risks and opportunities associated with its context and objectives;
d) the ability to demonstrate conformity to specified quality management system requirements.
This International Standard can be used by internal and external parties.
It is not the intent of this International Standard to imply the need for:
— uniformity in the structure of different quality management systems;
— alignment of documentation to the clause structure of this International Standard;
— the use of the specific terminology of this International Standard within the organization.
The quality management system requirements specified in this International Standard are complementary to requirements for products and services.
This International Standard employs the process approach, which incorporates the Plan-Do-Check-Act (PDCA) cycle and risk-based thinking.
The process approach enables an organization to plan its processes and their interactions.
The PDCA cycle enables an organization to ensure that its processes are adequately resourced and managed, and that opportunities for improvement are determined and acted on.
Risk-based thinking enables an organization to determine the factors that could cause its processes and its quality management system to deviate from the planned results, to put in place preventive controls to minimize negative effects and to make maximum use of opportunities as they arise (see Clause A.4).
Consistently meeting requirements and addressing future needs and expectations poses a challenge for organizations in an increasingly dynamic and complex environment. To achieve this objective, the organization might find it necessary to adopt various forms of improvement in addition to correction and continual improvement, such as breakthrough change, innovation and re-organization.
In this International Standard, the following verbal forms are used:
— “shall” indicates a requirement;
— “should” indicates a recommendation;
— “may” indicates a permission;
— “can” indicates a possibility or a capability.
Information marked as “NOTE” is for guidance in understanding or clarifying the associated requirement.
0.2 Quality management principles
This International Standard is based on the quality management principles described in ISO 9000. The descriptions include a statement of each principle, a rationale of why the principle is important for the organization, some examples of benefits associated with the principle and examples of typical actions to improve the organization’s performance when applying the principle.
The quality management principles are:
— customer focus;
— leadership;
— engagement of people;
— process approach;
— improvement;
— evidence-based decision making;
— relationship management.
0.3 Process approach
0.3.1 General
This International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. Specific requirements considered essential to the adoption of a process approach are included in 4.4.
Understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its intended results. This approach enables the organization to control the interrelationships and interdependencies among the processes of the system, so that the overall performance of the organization can be enhanced.
The process approach involves the systematic definition and management of processes, and their interactions, so as to achieve the intended results in accordance with the quality policy and strategic direction of the organization. Management of the processes and the system as a whole can be achieved using the PDCA cycle (see 0.3.2) with an overall focus on risk-based thinking (see 0.3.3) aimed at taking advantage of opportunities and preventing undesirable results.
The application of the process approach in a quality management system enables:
a) understanding and consistency in meeting requirements;
b) the consideration of processes in terms of added value;
c) the achievement of effective process performance;
d) improvement of processes based on evaluation of data and information.
Figure 1 gives a schematic representation of any process and shows the interaction of its elements. The monitoring and measuring check points, which are necessary for control, are specific to each process and will vary depending on the related risks.
Figure 1 — Schematic representation of the elements of a single process

0.3.2 Plan-Do-Check-Act cycle
The PDCA cycle can be applied to all processes and to the quality management system as a whole. Figure 2 illustrates how Clauses 4 to 10 can be grouped in relation to the PDCA cycle.
Figure 2 — Representation of the structure of this International Standard in the PDCA cycle

NOTE Numbers in brackets refer to the clauses in this International Standard.

The PDCA cycle can be briefly described as follows:
— Plan: establish the objectives of the system and its processes, and the resources needed to deliver results in accordance with customers’ requirements and the organization’s policies, and identify and address risks and opportunities;
— Do: implement what was planned;
— Check: monitor and (where applicable) measure processes and the resulting products and services against policies, objectives, requirements and planned activities, and report the results;
— Act: take actions to improve performance, as necessary.
0.3.3 Risk-based thinking
Risk-based thinking (see Clause A.4) is essential for achieving an effective quality management system. The concept of risk-based thinking has been implicit in previous editions of this International Standard including, for example, carrying out preventive action to eliminate potential nonconformities, analysing any nonconformities that do occur, and taking action to prevent recurrence that is appropriate for the effects of the nonconformity.
To conform to the requirements of this International Standard, an organization needs to plan and implement actions to address risks and opportunities. Addressing both risks and opportunities establishes a basis for increasing the effectiveness of the quality management system, achieving improved results and preventing negative effects.
Opportunities can arise as a result of a situation favourable to achieving an intended result, for example, a set of circumstances that allow the organization to attract customers, develop new products and services, reduce waste or improve productivity. Actions to address opportunities can also include consideration of associated risks. Risk is the effect of uncertainty and any such uncertainty can have positive or negative effects. A positive deviation arising from a risk can provide an opportunity, but not all positive effects of risk result in opportunities.
0.4 Relationship with other management system standards
This International Standard applies the framework developed by ISO to improve alignment among its International Standards for management systems (see Clause A.1).
This International Standard enables an organization to use the process approach, coupled with the PDCA cycle and risk-based thinking, to align or integrate its quality management system with the requirements of other management system standards.
This International Standard relates to ISO 9000 and ISO 9004 as follows:
— ISO 9000 Quality management systems — Fundamentals and vocabulary provides essential background for the proper understanding and implementation of this International Standard;
— ISO 9004 Managing for the sustained success of an organization — A quality management approach provides guidance for organizations that choose to progress beyond the requirements of this International Standard.
Annex B provides details of other International Standards on quality management and quality management systems that have been developed by ISO/TC 176.
This International Standard does not include requirements specific to other management systems, such as those for environmental management, occupational health and safety management, or financial management.
Sector-specific quality management system standards based on the requirements of this International Standard have been developed for a number of sectors. Some of these standards specify additional quality management system requirements, while others are limited to providing guidance to the application of this International Standard within the particular sector.
A matrix showing the correlation between the clauses of this edition of this International Standard and the previous edition (ISO 9001:2008) can be found on the ISO/TC 176/SC 2 open access web site at: www.iso.org/tc176/sc02/public.
1 Scope
This International Standard specifies requirements for a quality management system when an organization:
a) needs to demonstrate its ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements, and
b) aims to enhance customer satisfaction through the effective application of the system, including processes for improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.
All the requirements of this International Standard are generic and are intended to be applicable to any organization, regardless of its type or size, or the products and services it provides.
NOTE 1 In this International Standard, the terms “product” or “service” only apply to products and services intended for, or required by, a customer.

NOTE 2 Statutory and regulatory requirements can be expressed as legal requirements.

2 Normative references
The following documents, in whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 9000:2015, Quality management systems — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000:2015 apply.
Only informative sections of standards are publicly available. To view the full content, you will need to purchase the standard by clicking on the “Buy” button.
Bibliography
[1] ISO 9004, Managing for the sustained success of an organization — A quality management approach
[2] ISO 10001, Quality management — Customer satisfaction — Guidelines for codes of conduct for organizations
[3] ISO 10002, Quality management — Customer satisfaction — Guidelines for complaints handling in organizations
[4] ISO 10003, Quality management — Customer satisfaction — Guidelines for dispute resolution external to organizations
[5] ISO 10004, Quality management — Customer satisfaction — Guidelines for monitoring and measuring
[6] ISO 10005, Quality management systems — Guidelines for quality plans
[7] ISO 10006, Quality management systems — Guidelines for quality management in projects
[8] ISO 10007, Quality management systems — Guidelines for configuration management
[9] ISO 10008, Quality management — Customer satisfaction — Guidelines for business-to-consumer electronic commerce transactions
[10] ISO 10012, Measurement management systems — Requirements for measurement processes and measuring equipment
[11] ISO/TR 10013, Guidelines for quality management system documentation
[12] ISO 10014, Quality management — Guidelines for realizing financial and economic benefits
[13] ISO 10015, Quality management — Guidelines for training
[14] ISO/TR 10017, Guidance on statistical techniques for ISO 9001:2000
[15] ISO 10018, Quality management — Guidelines on people involvement and competence
[16] ISO 10019, Guidelines for the selection of quality management system consultants and use of their services
[17] ISO 14001, Environmental management systems — Requirements with guidance for use
[18] ISO 19011, Guidelines for auditing management systems
[19] ISO 31000, Risk management — Principles and guidelines
[20] ISO 37500, Guidance on outsourcing
[21] ISO/IEC 90003, Software engineering — Guidelines for the application of ISO 9001:2008 to computer software
[22] IEC 60300-1, Dependability management — Part 1: Guidance for management and application
[23] IEC 61160, Design review
[24] Quality management principles, ISO1
[25] Selection and use of the ISO 9000 family of standards, ISO1)
[26] ISO 9001 for Small Businesses — What to do, ISO1)
[27] Integrated use of management system standards, ISO1)
[28] www.iso.org/tc176/sc02/public
[29] www.iso.org/tc176/ISO9001AuditingPracticesGroup. Stages of Work Useful Links
riba-stagesThere are key stages of work to every project from the inception through to completion, and even beyond. Understanding the various stages of a construction project, what happens at each stage, and then implementing this structure is fundamental to the success of a project. It is good practice for Architects to work in accordance with the most recent RIBA Plan of Work which sets out the various work stages as follows:

0 - Strategic Definition
1 - Preparation and Brief
2 - Concept Design
3 - Developed Design
4 - Technical Design
Tendering
5 - Construction
6 - Handover and Close Out
7 - In Use
riba-stages-0-red-squirrel-architects
Stage 0

Pre-appointment: Following your initial enquiry – prior to being appointed – we will visit the site and meet with you to discuss the project and your requirements. In this initial meeting we will also discuss your budget, and timescales for the project; as well as explaining which services we can provide and which services are appropriate for your project. Following the initial meeting we will compile a fee proposal and a schedule of services which – if agreed – will form the basis of our appointment as your architect. Generally speaking we do not charge for services at the pre-appointment stage.

Post appointment:
Once appointed we will compile a more detailed project programme and we will formalise the ‘Strategic Brief’ for the project. Using the information above in the context of richard dumas mathe architects and the submission for the canford heath competition, demonstrate how the company enacts Project management and quality assurance through a detailed timeline involving aspects from all the information above