Folio_Professional Practice Management by Amy Rodda

PROFESSIONAL PRACTICE MANAGEMENT FOLIO Amy Rodda | Master of Architecture & Urban Design

INTRODUCTION : What do you think PROFESSIONAL PRACTICE MANAGEMENT is? Professional Practice Management delineates the combination of professional practice and project management within the architectural realm. This means that the definition is very holistic within its definition and pretty much includes anything within the architectural industry and how itâ&#x20AC;&#x2122;s run from ethical practice and legal requirements to the character and operations of practices; cashflow and profitability, dilineation of roles and responsibilities, human resources and administration.

What do you hope to LEARN IN THIS UNIT? I hope to learn more about how the architectural industry is run, how to manage workplace relationships and the economical forsights that come with working within the design and construction industries.

How do you think your learning in this unit will BENEFIT YOU IN YOUR FUTURE CAREER? Entering into a career can be daunting in terms of how to display your knowledge and also how you should be treated both within the practice and in terms of finances so having more knowhow about how to go about this I think would be very beneficial.

What SUPPORT/ASSISTANCE are you hoping for from your tutors and the unit convenor? I am looking forward to this unit as I love planning and organisation and from what I can see this unit seems to be reflecting both these attributes so I am hoping that this unit will continue to do so. I am also very intregued into how things are run or how things should not be run. Finally I am wanting to have a better understanding about researching methods and economic confidence.

HOMEWORK TASKS

NEWS ARTICLES

SEMINAR TASKS

GROUP & INDEPENDENT ASSIGNMENTS THAT POSE INVESTIGATORY SOLUTIONS Week 01 / 03 Week 04 / 06-13 Week 08 / 14-19 Week 09 / 20-25

ONE CURRENT AFFAIRS/NEWS ITEM RELATED TO THIS UNIT EACH WEEK Week 01 / 28-29 Week 02 / 30-31 Week 03 / 32-33 Week 04 / 34-35 Week 05 / 36-37 Week 06 / 38-39 Week 07 / 40-41 Week 08 / 42-43 Week 09 / 44-45 Week 10 / 46-47 Week 11 / 48-49 Week 12 / 50-51

BUSINESS MODEL CANVAS/INDUSTRY EXPERTS SHARK TANK/SOILS & SECRETS Seminar 01 / 52-55 Seminar 02 / 56-61 Seminar 03 / 62-77

GROUP PROJECTS

VIGNETTES

REFERENCES

A / S / A / K / A | BUSINESS STRATEGY, FINANCE, MARKETING & COMMUNICATION PLAN Introduction / 78-81 Identity / 82-87 Structure / 88-91 Niche Market / 92-93 Concept Statement / 64-65 Feedback & Competition / 96-97 Potential Clients / 98-99 SWOT/PESTEL Analysis / 100-101 Components / 102-109 Administration / 110-113 Finances / 114-123 Strategies & Links / 124-125 Business Concept Summaries / 126-127

THREE PROSPECTIVE PRACTISING ARCHITECT CASE STUDIES Vignette 01 / 128-139 Vignette 02 / 140-149 Vignette 03 / 150-159

RESOURCES USED THROUGHOUT THE SEMESTER Homework Tasks / 162-163 News Articles / 164-165 Assignment 01 / 166-171 Assignment 02 / 172-179 Assignment 03 / 180-183

COMMUNICATING GOOD DESIGN TASK watch: https://www.youtube.com/watch?v=tabNSNMldq0&t=187s

BRANCH STUDIO ARCHITECTS

GOOD ONLINE INTERFACE

Location : Melbourne Home page : Neutral coverpage

Mission Statement

Where they have been published

Flythroughs of projects they have completed

Presence & Participation within the industry on multiple levels

Menu : Contains tab that state right up front what they specialise in niche architectural identity as they not only provide architectural services but also research & furniture Drawing board | showing that they use multiple mediums to obtain design outcomes Featured Projects | shows what they excel at & the execution of works from their initial drawing boards Practice | includes the profile of the firm, people who work there, awards that have won, media platforms they are on, lectures & talks they have participated in & exhibitions Profile | shows the people that work at the firm along with candid shots of both the person & the services being created thus assimilating the personal touch the firm provides

Contact | including employment available for prospective employees

FABIAN DE RANGO ARCHITECTS

ROOM FOR IMPROVEMENT

Location : Melbourne Home page : Simplistic in layout Architects

Confusion as to whether the firm goes by FADE or Fabian De Rango

Only 3 images on their slideshow

Menu : very few tabs

Residential | Only 1 Project - possibly a small firm? perhaps only a few projects at any one time? - possibly do not try to market on soft format? they may rely more on word of mouth?

Recently Completed | - donâ&#x20AC;&#x2122;t give much information regarding context of completed project - they do however show not only the final product but also the process in the construction phase. - nevertheless, as an architecture firm they should be aiming to show the design development phase more so than the construction phase Contact | only have how you can contact them via email - no information about how to contact them via phone, making them appear impersonal & making you question whether you will actually get a response Social Media | only one platform given; Instagram - from their social media platform you can then see that they have in fact worked on more than a couple of projects & yet this is not reflected on their online interface

WOLVERIDGE ARCHITECTS

PERSONAL PREFERENCE

Location : Melbourne Home page : Simplistic in layout

Slideshow of projects

Video introducing the firm

Mission Statement

Office Profile

Expertise & services

Meet the Team

Director & Associates in separate tab showing the hierarchy of the business

What their established clients have to say showing up front their standards when it comes to service

Menu : Contains tabs that show they have a vetted interest in sustainability & technology; niche market opportunity

TOYS & GAMES FROM AROUND THE W RLD

UNITED KINGDOM

ROCKING HORSE

CONKERS [GAME]

origin | 17th Century

origin | 1821

The earliest version of the Rocking Horse was the Hobby Horse in the Middle Ages, which as most of you know is a fake horses head on a stick.

The name conkers comes from the seed of the Horse Chestnut Trees for which the game is based.

The Rocking Horse as we know it today was birthed in the Victorian Era when the idea of making the horse hollow & adding a safety stand.

Two players each with a conker threaded onto a piece of string take turns striking each other until one breaks.

RUGBY LEAGUE/UNION origin | 1845 Rugby originated in 1835 at Rugby School in Rugby Warwickshire, England. Rugby then split into two leagues in 1895 with the introduction of Northern Rugby Union [what would eventually be known as Rugby League].

SINDY DOLL origin | 1963 British Fashion Icon & Rival of the Barbie. The Sindy doll was first created by Pedigree Dolls & Toys in 1963.

IRELAND

IRISH PORCELAIN DOLLS

GAME OF â&#x20AC;&#x2DC;RINGSâ&#x20AC;&#x2122;

origin | unknown

This particular toy was a staple of my childhood. These well known dolls are handmade with a soft-filled body, a strong head and arms and legs; porcelain skin.

Well-known brand of these dolls is the Crolly Doll. These were first produced in Donegal in 1939.

Traditional Irish game that was introduced to the four corners of the world due to emigration of the Irish during the famine years.

HURLING/CAMOGIE

BRANDUBH

origin | ~1200BC

origin | ~1932

Not the same Cornish Hurling; Similar to Gaelic Football with the addition of sticks called hurls.

A variation of Tafl - a Viking orientated strategy game. The name Brandubh means black raven.

Camogie is another version of this game solely for women.

One a checkered board where 5 pieces are played against 8 pieces with one of the 5 being a Branan or Chief.

WHAT ARE IMPORTANT THINGS TO KNOW IF A REGISTERED ARCHITECT WANTS TO DO PROJECTS IN ANOTHER COUNTRY? Week 9 task completed by Group 9 | Amy Rodda, Sajid Sadi, Apeksha Patidar, Kenny Nguyen, Aslihan Ozdemir

BOARD OF ARCHITECTS OF QUEENSLAND

NSW

Architects Registration Board

LOCAL REGISTRATION

MUTUAL RECOGNITION

Registration is in accordance with each State and Territories as they administer their own Architects Acts

• Under the Australian Commonwealth, State/Territory legislation & New Zealand Legislation are designed to facilitate free trade in services. • Any Architect registered in any Australian jurisdiction, or in New Zealand may apply for registration within Australia & New Zealand under the mutual recognition provisions. • Contact the Board in the State or Territory for subsequent registrations is sought for application procedures & application fees.

THINGS TO CONSIDER WHEN WORKING IN ANOTHER STATE

• PI insurances is typically covered across Australia • Worker’s Compensation is different across states but a worker is always connected to one state

• Income Tax & GST taxes are collected by the federal government through the ATO

• Planning Overlays & Planning Schemes are managed by local government entities.

• Payroll taxes are levied by state governments

• Public Liability or other insurances with an address must be obtained within that corresponding state

APEC COUNTRIES

These international arrangements provide streamlined pathway opportuniities

USA | Australia | New Zealand

WORKING IN OTHER COUNTRIES CASE STUDY | UNITED KINGDOM ARB does not directly recognise any qualifications from outside the United Kingdom other than those listed under the Professional Qualifications Directive 2005/36/EC when held by nationals of EU Member States or those with EU Rights.

You will need to pass ARB’s Examination for Equivalence to Prescribed Qualifications [‘Prescribed Examination’]

• Part 1 | you must have successfully completed a three year course of study • Part 2 | you must already hold Part 1 and have completed two further years of postgraduate study in architecture • Part 3 | qualification from a UK school of architecture..

seek advice from the Board of Architects in the nominated country

particular prerequisites maybe required amongst other steps such as exams & interviews

NEWS ARTICLES PROFESSIONAL PRACTICE MANAGEMENT 27

WEEK 01 : ‘ARCHITECTS DON’T APPROVE DRAWINGS’: STUDIO E ASSOCIATE DENIES SIGNING OFF CLADDING 6 March 2020 | Ella Jessel This article explores to continuing inquiry into who is liable for the Grenfell Tower fire. At the current time the parties that are being investigated are the contractor, the architect and the specialist subcontractors. In the article, Jessel is reporting on the defense of the architecture firm involved Studio E & the examination of one of their associates Neil Crawford states that they are not liable as

“

Architects don’t approve drawings; they comment on them, that’s the distinction,

”

And therefore, when it came to the tower refurbishment project, the responsibility of the architect shifts to that of a consultant role once appointed by contractor Rydon under the new design and build contract. However, the building contractor, Rydon’s schedule of architectural services conflicts with the statements made by the architect, stating the deed in which the architects are appointed outlines that Studio E was required to seek to ensure the designs complied with relevant Statutory Requirements. Nevertheless, the article then goes on to state that it is not unusual in the industry to find projects running with ’very badly put-together contracts’ that didn’t reflect the reality on site & that the architect had originally asked for several amendments to be made to the contract before signing it with only minimal changes, under pressure from Rydon. Crawford was later asked by the inquiry lawyer, Richard Millett QC, whether Studio E’s lack of experience on high-rise refurbishments meant they were ‘learning on the job’, to which Crawford responded that this is often the case for industry architects; ‘every project is unique; it has its own challenges, its own set of learning.’ Crawford uses this reasoning as to why he was unfamiliar with the aluminium composite material (ACM) cladding that had been selected prior to him being put on the job.

This article makes you realise the complexity of liability within the construction industry, and that there is a real disconnect between what has been agreed to when parties are first appointed a project, the perspective of this agreement from different parties and what actually happens throughout the duration of the project. It is therefore important to learn from mistakes previously made in the industry and put these learnings into the writings of all future project contracts in order to allow for any unforeseen circumstance that arise.

WEEK 02 : WHEN ARCHITECTURE CAN FIGHT LONELINESS 26 March 2020 | Niall Patrick Walsh Architecture & Design have republished an article originally written by Niall Patrick Walsh for ArchDaily. The article reports on the top three places to come out of the, Bubble Design Competitions’, international competition challenging teams to “Eliminate Loneliness Through Design.”. The outcome saw three winners emerging, with seven honorable mentions, and thirty finalists. There was a range of scales and approaches taken within the responses, from a strategic infill scheme in Tokyo to an initiative that uses recycled plastic modules to activate public squares. The first place went to the project: From Eliminating to Elevating: Tokyo Loneliness Tree Hole Plan - Gandong Cai, Mingjie Cai / USA This project seeks to eliminate Tokyo’s Loneliness statistics by providing small spaces in the city for lonely individuals to enjoy being with themselves, with space, and with loneliness; it aims to take a negative situation and celebrate it in order to create a positive outcome. The project proposes the insertion of three typologies of Urban Tree Hole into the downtown Tokyo ward of Shibuya, Tokyo. These typologies will come about by either reinvigorating redundant street stores, creating corridors between buildings, or excavating underground spaces. The second place went to the project: Let it Rain- Dominique Cheng / Canada Umbrellas are conventionally used singly in isolation when people intuitively look for some form of protection when it rains, meaning that in these moments there are rarely opportunities for connection [as most people are often fleeting in nature]. The Let it Rain project looks at using this everyday apparatus as a catalyst for connection, by modifying the connotation of umbrellas from boundaries of social interaction to simple makeshift gathering spaces by allowing them to attach to each other ad infinitum and thus dictating the fundamental laws of attraction through the proximity of different umbrellas to one another. The third place went to the project: Mind Craft- Jan Sikora, Ewa Siostrzonek, and Katarzyna Maliszewska / Poland [see image to the left] This project aims to take the idea of people designing their own environment manually from scratch, from the game Mind Craft. By creating blocks that have varying shapes and colors assigned to specific features the project allows people to build fluent spaces together, for themselves and for others throughout the city’s public spaces. The blocks, made from recycled plastic, vary in size as well meaning that some are so big, that building a structure is only possible through the help of others. This means that through cooperation, bonds instinctively arise making this part of the project the main aim of the game, and as this project is ever changing, what happens later within these crafted spaces is up to the people. This article teaches you that there are varying responses to every one question posed and that although all of the responses were architecture related, each had their own identity and their own projection of future possibilities.

WEEK 03 : TIPS FOR ARCHITECTS WORKING AT HOME DURING COVID-19 3 April 2020 | Niall Patrick Walsh This article focuses on the ramifications that the coronavirus paved way for in terms of workspaces, with the article stating that an estimated 900 million people around the world have had to stay at home due to the pandemic. Specifically Walsh talks about what this has meant for architects and designers, and how working remotely can in fact lead to the enhancement of skills, knowledge, and development as an architect. At the forefront of this prospect is digital technology, as this is the key to the continuation of collaborations between architects, clients, consultants and colleagues. After the introduction, Walsh outlines some general advice that he suggests readers to utilise during these unprecedented times, including keeping up to date with your jurisdictionâ&#x20AC;&#x2122;s official guidelines whilst limiting the amount of news and time spent on social media, maintaining a routine that sustains your daily productivity, mental health, and happiness, and staying socially connected in order to sooth others anxieties regarding the current climate. The second part of this article explores way to maintain workflow in a new work environment through different softwares, technologies and platforms. Namely, it suggests that architects consider moving everything to cloud-based storage, in addition to suggestions regarding online communication and collaboration methods. After this, Walsh goes into more detail regarding ways in which to create a Healthy Work/Life Balance when both reside in the same space by creating areas within this space that are designated to each, and finding best practices for coping with any implications that may arise from this. As outlined in his opening statement, Walsh then talks about how architects can enhance their skills, knowledge, and development in this new circumstances through online learning, and gives the reader several resources to obtain these enhancements. Finally, the article closes with several quotes that capture and give insight into how the architectural community has responded to COVID-19 thus far. The thing that attracted me to this article is that the author is trying to communicate how the changes that are having to be made during this crisis do not have to be seen as a negative thing. Walsh wants to educate readers on how the architectural profession can take these unfavourable circumstances, and adapt & thrive on them. I have learnt new flexibilities when it comes to architectural working environments and avenues for me to take in order to gain new architectural skills and knowledge, and thrive in the architectural world, whether I work in further for in a physical practice environment or remotely.

WEEK 04 : SECOND SURVEY OF COVID-19 EFFECTS ON ARCHITECTURE PRACTICES LAUNCHED 30 March 2020 | Editorial Desk AAU This article lets readers know that the Association of Consulting Architects (ACA) is currently undertaking an ongoing project that is attempting to gauge the state of the architectural industry in regards to the economic impact of COVID-19 worsens. The point of the article is to report that the ACA has launched a second “pulse check” survey of Australian architecture practices, and the results from the preliminary survey that was launched on 15 March 2020. The number of architectural practices that responded to the initial survey was 1,341, and most of the practices stated that they expect delays or cancellations of projects to arise as a result of the pandemic. The reason for the second survey, as ACA national president John Held puts it, is that:

“

A lot has changed over the last two weeks. Tracking the impacts of COVID-19 over time is essential to developing the most effective support

”

From this second survey, the ACA are hoping to gain a better understanding of the experiences of Australian architectural practices in this new environment so far so as to what assistance, information and advocacy needed. It aims to identify the practical and mental impacts that come from architects working at home, in addition to how the coronavirus is impacting productivity and employment across the industry. In addition to these investigations, as the federal government rolls out wage subsidies in order sustain the employment in Australia, where possible, the ACA hopes to measure how this subsidy will effect the architectural industry. As the world as a whole is impacted by this global pandemic, I was eager to learn who is investigating the impacts in regards to the Australian architectural industry; this article helped me gain that knowledge. I plan on continuing to observe what the ACA’s project outcomes, and participate in any survey necessary to providing these outcomes, in order to hopefully hone in on these findings and better educate myself professionally on what assistance, information and advocacy is needed in times of crisis.

WEEK 05 : SHOULD CONSTRUCTION SITES BE SHUT DOWN IN A PANDEMIC? 1 April 2020 | Editorial Desk AAU Following on from last weeks article, this also article explores the continuation of events happening in regard to the impact of Covid-19 on the construction industry. The article first looks at what is happening with the construction industry overseas as young architects in the UK have created a petition to shut down construction sites there, stating that social distancing cannot be maintained by construction workers whilst doing there jobs and this is in turn putting themselves, their families and the general public at risk of further spread. This petition has come about due to the UK’s construction industry resisting sacrificing progression and profit for this public health crisis. The article then looks into what’s happening back home with Australia’s construction industry as the National Cabinet deems construction work an essential activity in amongst the current health crisis. However, unlike in the UK most architectural entities are supportive of keeping the construction industry going with certain construction services being amped up. This decision was further supported when the Australian Institute of Architects [AIA] wrote a letter to the Australian government stating that:

“

“keeping construction running” and “bringing forward infrastructure programs and projects” as “key actions for Australia to weather this storm”.

”

The Australian construction industry has seen several construction sites confirm that a number of workers have tested positive to the virus. Nevertheless, unions have typically aligned with both the government and the AIA when it comes to keeping construction sites open. The article then states that a tradesman, Ryan Stanton, has responded to unions by arguing that they are not acting with in best interest of workers health, due to the lack of preventative measures in place on construction sites. In response to concerns like this the Master Builders Association, in association with two prominent workers unions, have initiated advertising campaigns that are aiming to promote good hygiene practices and social distancing on construction sites where possible. Finally the article closes by once again looking overseas to an example where construction sites have been closed down in New Zealand in order to show the reader that it depends on what each country deems to be essential services in a pandemic, and what industries remain open during these times of lockdown. My main takeaways from this article, and what is being reported on at the moment, is that construction industry is a major stimulus to the Australian economy during this pandemic, and as the industry standard states that all workers must wear appropriate PPE gear and maintain good OH&S practices when on site, the construction industry should alter what these requirements are to the times before considering shutting down.

WEEK 06 : PLANNING RULES AMENDED TO SUPPORT CONSTRUCTION SECTOR 14 April 2020 | Editorial Desk AAU Once Again I chose this week to continue the theme of looking at what is happening with the pandemic in regards to the Australian construction industry. This week’s article, corresponds with last week’s article, and looks at what each state is doing to enhance the economic pull of the construction sector in order to mitigate the loss from other sectors. The four states that the article reports on are: • NSW | where assessments in regards to State Significant Developments, re-zonings and development applications are being fast-tracked, which will also help mitigate the current backlog cases in jurisdictions such as Sydney. • QLD | amendents have been made to planning legislation so as to give the planning minister more flexibility to adjust statutory time frames across the planning framework. In addition other tolerances have been made to fast-track projects, such as relaxing heavy vehicle lock out restrictions for the Queen’s Wharf project. • WA | exemptions have been made to local planning requirements due WA being in a current State of Emergency. This exemptions include allowing the planning minister to temporarily override any statutory obligations in regards to local planning schemes and planning approvals, and allowing any current development approvals to have a two-year extension across the board. • VIC | in contrast to other states the article documents that the main changes to the construction industry at this stage have been to allow for extra social distancing. Reasonings for such a big push for social distancing have come about due to two construction sites being temporarily closed down as a result of workers testing positive to COVID-19. However, the Victorian premier, Daniel Andrews, has stated that further changes will be made to allow for the state’s major infrastructure projects to be at the forefront of the economy coming out of this health crisis. From reading this article, my takeaways are that I am not surprised that different states have responded to the crisis differently as each state’s construction industry has it’s own identity, and I also question whether or not any risks that may come from fast-tracking and/or easing regulations are being mitigated in order to comply with the construction industry’s standards.

WEEK 07 : DIA SURVEY REVEALS COVID-19 PAIN 20 April 2020 | Editorial Desk AAU For this week’s article, I decided to look at the design affected aspects of the architectural profession in regards to COVID-19. The subject of this article, the Design Institute of Australia (DIA), conducted a survey that looks into how designers around Australia are coping with the impact of the current global pandemic. Participants in this survey included DIA members and non-members, with 98.5 percent of respondents currently working from home. The article states that the outcome of this survey shows that designers are facing lost clients, loss of employment and reduced cashflow as projects dry up. The survey also identifies prospective future priorities the industry needs, both during and coming out of this pandemic; as DIA senior policy advisor John Gertsakis states:

“

the pandemic talks to the power of design and its potential to help address and mitigate one of the most complex problems challenging Australia

”

Thus, one of the main priorities survey respondents wanted the DIA to advocate for, in order to alleviate the impact of COVID-19 on the industry, is the promotion of the value of good design. Other outcomes that the survey established included designers wanting to gain general business skills and knowledge [in regard to legal issues, cashflow management, marketing communication and sharper social media skills]; find new positions, commissions and engagements; attend online masterclasses or short courses; and attend webinars and DIA organised live-streamed panel discussions. Finally, the article ends with another quote from Gersakis stating “How we respond to COVID-19 as an industry and profession will play a key role in how we sustain a new and restorative approach to fostering the design industry over the coming weeks and months...Through collaboration and connection, we can come back from this crisis smarter, stronger and more resilient.” I quite liked this article and agree with the survey respondents in terms of what the design industry perceives as key challenges during these unprecedented times, and what needs to be prioritised in order to sustain, enhance and celebrate the design industry and the niche value it brings to Australia. I believe that this unit is helping me gain several of the skills and knowledge that the survey respondents are seeking, and hope that the DIA will establish new online engagements that I can participate in.

WEEK 08 : COLUMN: WHICH CLOUD ARCHITECTURE MIGHT BE RIGHT FOR ME? 30 April 2020 | Savva Mueller This week’s article looks at the different options architectural businesses can in order to retain records. The article states that even thought there is no right method of storing records, the ways in which each business stores their records can change over time as the organisation’s immediate requirements and business needs evolve. The Article then goes onto note that the most used type of storage for both current and archival content is the ever prevailing on-site storage, with a 2019 survey showing that more than 50% of media and entertainment customers rely solely on this method of storage. Mueller then reports on the different types of on-site storage including having a server room with either spinning disks, LTO tapes or optical disks, and having private cloud architecture with multiple locations connected to centrally located server. In saying this the article states that public online storage solutions are becoming more and more popular as either the primary storage system or, more commonly, a hybrid solution often in conjunction with on-site storage. The two different storage solutions have pros and cons when it comes to financing each: public cloud-based storage is provided as a subscription service making it optimal for short-term or unplanned productions as businesses are only billed for what they use. For long-term storage, businesses favourably use on-site storage as they are able to plan for this type of storage and minimise storage costs over time. The article then states that there are operational costs associated with both storage solutions with on-site storage needing electricity, maintenance, and the real estate to house the hardware, whilst cloud-based storage needs high-speed internet connectivity, access fees and potentially the egress of files. It also states that there are lifecycle policies associated with both solutions, and that there is the pros and cons to the ability to replicate files easily through cloud based storage: pro - access of files from multiple regions, con - implications of administering this. Regardless of the system used, the article states that the important thing to consider is how easily you can find and access this stored content thus Mueller states no matter which storage solution you go with, you should adopt automated workflows in order to automate asset movement. The article closes by stating that businesses should combine “storage that meets your current requirements with solutions that provide the ability to automate workflows and lifecycle policies” in order to ensure that your chosen storage solution supports you now and in the future. This article is quite relevant to the changing work environment that the architecture profession is experiencing at the moment. It enlightened me to the possibility of adopting a hybrid solution to store records as opposed to using one method or another. I believe that going forward cloud-based storage solutions will become more and more common, however, there is something to say of the privacy and financial security that can come from on-site storage solutions, in an increasingly virtual world.

WEEK 09 : ARCHITECTS, NOT ARCHITECTURE: MARIO BOTTA 6 May 2020 | Diego Hernández Architects, not Architecture: Mario Botta is an article written by ArchDaily to inform readers that there is an architectural entity, Architects, not Architecture [AnA], that aims at creating events that celebrates architects’ careers rather than their accomplishment of project portfolio. The AnA was founded in 2015 in Hamburg, Germany, and looks to inform people of the speakers path within the architecture profession, their influences and experiences, so as to gain a better understanding of their work, without them actually naming them. The article talks about the current event series that is taking place online in order to help us cope with the current world lockdown; a series that is sharing previous talks held by the AnA that were not previously published online. This week’s talk included three speakers and took place in Berlin, Germany. The article includes the actual talk by Mario Botta where he explains his career up to this point, including his collaborations with Le Corbusier and Louis I. Kahn. Mario Botta has his own architectural practice, from which the architectural services range from small residential buildings to large public building designs. However, as with all the talks of this event series, Mario Botta expands on the manifestation of his career outside his building accomplishments, and talks about how he has given back to the architecture community through lectures, seminars and courses in architecture schools around the world, and founded the Università della Svizzera Italiana in Mendrisio to which he still teaches and directs. I really liked this article and this talk; the major thing I took away from this is a new found desire to continue watching this series of AnA and perhaps even one day go and see a talk in person. It make me wonder whether there is anything like this in Australia, and if not want to advocate to create one. In university, we are educated on the architects who are deemed to be successful. However, this success is only assessed on the recognition of their buildings rather than the pathways taken by architects themselves; we are not taught about all of the unique experiences, troubles and hardships taken to register as an architecture or the ones taken since. AnA has made me want this to change because how are we supposed to progress as a profession if we are not learning everything that has helped shaped the values held by the industry today?

WEEK 10 : SO YOU’RE ABOUT TO GRADUATE INTO A GLOBAL DEPRESSION? 28 April 2020 | Flora Samuel This article looks to alleviate some of the anxieties that students and architectural graduates have, and advises the prospective architects how to deal with entering the industry in a global crisis. The main subject of this article is Flora Samuel, who herself graduated during a deep recession herself. She then uses this article as a way of sharing her story with the hopes to help those who will go through similar experiences, as she did, in the current pandemic and expected global recession, and to smooth the transition of graduates from university and practice. Samuel narrates the article by opening with the reason for writing the article; that she has received several queries as to how COVID-19 will affect architecture in the future. She then answers this question from her perspective stating that we will see radical change in our immediate future as we enter into an era where social value and the climate change will together be at the forefront of architectural services. Samuel then states that based on her own experience she predicts that those with a vested interest in architecture should focus on education for the next couple of years until the dust settles. She says this pathway has been enhanced by governments and universities around the world putting an emphasise [and in some cases funding] on higher-education as a way to mitigate the impact of the coronavirus in the long run. As Samuel is a British Architect, the next section of the article goes into how she as a professor of architecture intends to take this crisis and teach ways in which she can teach students real, long-term social values for them to take with them in the career; values such as personal resilience and better mental health outcomes, intellectual property protection, and confidence in competence. This article gives resources for prospective architects to look into and suggest that they take this time in lockdown to build up their online portfolio.

“

Samuel then ends the article with one final statement that reads:

We owe it to the next generation to make the profession of architecture so much more resilient

”

This article gives light to several of the values this unit is trying to educate, such as the rights of architect’s work. It also makes me question whether instead of going straight into the industry, due to the current crisis, I should instead further my studies by possibly looking into doing a PhD.

WEEK 11 : DOES PLAYING THE SIMS MAKE YOU AN ARCHITECT? 27 May 2020 | Ben Knight This article looks at ways in which the computer game, the Sims, prepares you for life as an architect, and the correlating between the game and what happens in the real world. In the articles opening paragraph, Knight states that the general concensus is that the game is just as much being an amateur architect, as it is about simulating and managing life. This consensus has been backed up by UNSW Built Environment professor, architect, and computational designer Dr Russell Lowe who states that even though the game does not equate to any real-life qualifications, it is not that different from what happens in real-life practice as many might think. Dr Lowe then states that The Sims is a good example of how the application of gaming based hobbies can yield tangible benefits to the practice of architecture and in some cases lend itself to the development of architectural skills by users. Through being a world building game that initiates collaborations with other people Dr Lowe states that:

“

If you pay attention and are fully engaged with the spatial experiences, you can learn something out of it, and you would be a better designer because of it

”

Deemed ‘sandbox’ games, games such as The Sims and minecraft have paved way for a new generation of prospective architects over the last 20 years as many players have transitioned the love of these games into a career in architecture. And it is expected that this trend will continue to increase, including gamers who decide to change from a different career in order to do something they have a vested interest in. And it is because of this trend that more and more opportunities are arising in the architectural profession that align with the application of these types of technologies and virtual skills, with Dr Lowe predicting that “video games will continue to have a transformative effect on the architecture industry and that graduates will be leading the way”. I chose this article as I thought it was a good contrast to all of the negative articles that are being written at this time. As a milennial I have played The Sims throughout my lifetime and do believe that there is a real skillset to be gained from playing these game in relation to the architectural profession. This article backs up my views on this subject by giving confirmation from an educated source. I cannot wait to see what the future holds for the architectural industry due to the impact of these games on industry professionals.

WEEK 12 : COULD WE SAVE MELBOURNE’S RESTAURANTS BY ALLOWING THEM TO USE PUBLIC SPACES? 2 June 2020 | Chloe Booker This week’s article poses the possibility of blurring the lines public spaces by allowing restaurants and bars to spill out onto street, and potentially even closing off sections of the street could lead to Melbournian’s saving not only retaurants themselves but the life and memories of melbourne prior to the pandemic that are rapidly fading. This article stipulates that even with the hospitality industry opening back up and stagured restrictions lifted to the number of patrons allowed, the restrictions that have been put in place regarding physical distancing restaurants, cafes and bars are expected to struggle unless tolerances are made. Booker reports that the combination of 4sqm. for each patron plus the table layout restrictions will mean that a lot of hospitality spaces will not be able to hold enough patrons to sustain themselves financiallly. RMIT Centre for Urban Research planner Thami Croeser then suggests that there are four ways in which Melbourne’s restaurants, cafes and bars can expand their floors space and allieve this problem. This article discuss one of these options: re-purposing car park spaces. This practice known as ‘parklets’ came about in the mid-2000s when residents of San Francisco, USA used street parking spaces as places to roll-out astro-turf and set up seating by putting money in the parking meter. Parklets were then introduced to Melbourne in 2010 and have made appearance in one place or another ever since [with the provision that eateries successfully apply for a permit]. This type of urban thinking is known as tactful urbanism, and Croeser, in conjuction with Melbourne councils such as the Moreland Council, are suggesting that Melbourne look at parklets as a way to allow eateries to host more customers whilst still complying with COVID-19 restrictions. This article states that it is this type of tactful urbanism that could lead Melbourne Councils to close of roads or parts of roads, taping off entire parking lots temporarily or on certain days throughout the week, and allowing footpath trading and pop-up hospitality spaces. I think this article bookends my weekly news articles nicely as a lot of my articles have looked into the effects of COVID-19 on the architectural profession due to what is currently being reported on in the media. Throughout this semester, I have observed what has happened to the architecture industry going into lockdown, during lockdown and now this article looks at what is likely going to happen in Melbourne coming out of the pandemic in terms of Melbourne’s built environment. As I am undertaking a Master of Architecture & Urban Design degree, this article delves into how the pandemic potentially will give way to more human-scale thinking. This article gives me hope that even though physical distancing is a requirement at this current time more social human scale interventions may be in the works so that our streets and city’s are not dominated by vehicles rather than people.

SEMINAR 01 : BUSINESS MODEL CANVAS Completed by Group 9 | Amy Rodda, Sajid Sadi, Apeksha Patidar, Kenny Nguyen, Aslihan Ozdemir

BUSINESS MODEL CANVAS value propositions

customer relationships

customer segments

• communicate with clients

• Improved social built environment for clients

• community groups (building-oriented | local construction developers | non-building oriented | youth support | neighborhood watch)

• Running Community engagement groups sessions

• Enhancing emotional community outcomes

• Establishing a personal level connection with clients to get to know them better & serve them accordingly

• Individuals aspiring to facilitate remote location communities with architectural amenities that enhance them

• community engagement groups (engage with a diverse group of stakeholders & gradually spread our services in regional areas outside victoria)

• Urban Design consultation services

• Building customer relationships in order to improve opportunities of RETURN CLIENTELLE.

• Families wanting energy efficient and comfortable homes without compromising aesthetics

• Transparency in communication

• Local council governments aspiring work spaces/offices with environmentally friendly attributes

key partnerships

key activities

• government agencies (council level)

• advertising firms/agencies

• Architecture/Design consultation services

• Peer reviews • Industry peer review

key resources • Surveys • Questionnaires • Computer aided softwares • Resource Clouds • Networking Events • Information seminars • Meeting Spaces • Social media campaigns/marketing • Outdoor advertising • Websites • Phone/Tablet Company App • Technical Equipment

• Customer centric deliverables • Improving social wellbeing of the community • Solving specific design problems presented by clients • Solving lack of ongoing place making and safety • Solving the lack of technical design/ construction knowledge • Being transparent with clients throughout the entire design/building phase • LISTEN and PROVIDE appropriate SOLUTIONS to PROBLEMS presented • The need of people to come up with solutions that don't only take into consideration the tangible parts of the project but the intangible as well • Putting customer needs over monetary gain

cost structure • Funding community consultations

• Investment on appropriate technical equipment (Computers/ Printers/Licensed softwares/suites)

• Employee Salaries/wages

• Investment on employee training (Time=Money) • Cost of hiring an employee(s)

• Local council governments commissioning construction of public spaces (Town Centrals/ Parks/Public Plazas/Train Stations)

channels

• Ecologically conscious millennials and seniors

Individual Clients & Families • TV Channel Advertising • Radio commercials • Social media marketing Website advertisement

• Individual clients (Eg. Someone wanting a sensibly designed environmentally friendly home/commercial space)

Local Government authorities • Hosting Colloquiums • Networking events • Attending conferences • Private invite only events hosted by ASAKA with sole purpose of advertising products and services (Value proposition)

revenue streams

• Purchase/Leasing of Office/Studio Space

• Investment on studio/Work space setup (Furniture & Fittings)

• Realistic projections of outcomes

• Tolerance for change and negative feedback insurance • Advertising expenditure

• Customer Needs Targets (To ensure all client needs are appropriately met)

• Recognition for outstanding service ... Customer gratitude

• Surveys and feedbacks from customers to ensure client needs are met

• Broader networking availabilities

• Key Performance Indicators (KPI's) used by employees to ensure they are always providing the most ideal service possible • Pay the appropriate fees for the services provided

• Clients appreciating delivered items on personal/ business social media

BUSINESS: A / S / A / K / A We at A / S / A / K / A are in the business of creating healthy & sustainable communities. Our staff are experts in sustainable architectural design, urban planning & landscape architecture. We look for collaborative design processes between our client & other relevant authorities to ensure design outcomes create value without compromising the environment. With ample room for sustainable redevelopment , A / S / A / K / A prioritises carrying out sensible design development in urban areas and remote locations. We have the ability to identify value for our clients by collecting trending data & community research that aligns with strategies outlined by Government Bodies; connecting people to jobs & amenities as well as Melbourne to Regional Victoria. In an expanding city there are great opportunities for growth in Regional Victoria. We have identified key regional areas in Victoria to help support expanding markets in local goods & services. We aim to align our clients interests with the state & local governments to provide greater diversity for housing & employment opportunities through building sustainable developments.

SEMINAR 2 : INDUSTRY EXPERTS SHARK TANK

SEMINAR 02 : DMITRIOS SALIMPASIS interview takeaways architecture is heading further towards a advisory or consultancy point of view

don't start your own business unless you have a job & substantial experience

the key skills that you as an enterprise architect need to encapsulate are soft skills:

the biggest mistake you can make is showing a level of impatience if things don't work out there is always a reason behind it

• an open-mindedness • a convenient disposition when it comes to your working capacity • an ability sustain cultural dexterity • showing vulnerability in order to show adaptability, and • the ability to step outside your discplinary boundaries

try to do things in real-time; you will know when something is mature enough to actually happen

starting your own business requires:

don't judge anyone from the first moment

• capital • time • resources • worthiness

don't underestimate & waste resources

before you start a business you need to know why you are starting it; what innovation/change are you providing & what impact this has

& lastly keep yourself active, and don't leave doors open; finish something before moving onto the next step!

don't jump into business just because you have an idea; an idea is not enough

allow time to do research, create a compelling case & a show your professionalism in a well-executed manner

always have a realistic contingency plan & never underestimate the time it takes to get things done well

JARROD HABERFIELD interview takeaways Within the architectural realm, it is important to find ways to ensure that your design has value in the minds of the people to whom you are working with; a common understanding of the role of what it is that we do & a shared appreciation of what design thinking & design intelligence can bring to the conversation is integral.

• Finding ways in which to collaborate effectively; this is really the intangible aspect of architectural enterprise

It is important to find ways in which to balance the quality of the output with the commercial imperatives of running a business; this is an incredibly complicated task & something that must be dealt with in an explicate & proactive way.

Aspects that become integral when looking to start your own business are:

The real cost to any architectural practice is the people; paying people for their ideas & output. The practice of architecture is becoming increasingly collaborative: • It is becoming a richer & busier ecology • Architects need to find ways in which to work really effectively with large numbers of people, and • Find ways in which to ensure that the design idea remains at the forefront of collaborative conversations [other collaborators may have other priorities] • The roles of advocacy in a collaborative relationship is critical & challenging The key skills that tomorrows leaders need to hone in on are: • Advocacy; value amongst working relationships, recruitment & finding value in design elements • Design management; effective design management practices & protocols with an office makes the world of difference • Consistency of work; time, effort & quality of output

Good collaborations just relies on two things; respect & empathy [value & perspective]

• Planning; needs to exist at two completely different scales: - The big ides [long time frame] - Detailed ideas [short time frame] You should treat planning as a design exercise within itself • Brand/market position; elements of the business such as prospective clients, practice policies, pitching voice, business engagement, business goals & business identity It is a good idea to have your business’ brand be synonymous with something • Really engage with the business aspect of your architecture practice; surround yourself with a team of people for whom you can rely on • Understanding your weaknesses & being really honest with yourself regarding them so you can fill in those gaps that exit • People; architecture beings to the professional services subset ¶ this subset is entirely reliant on the quality of their people & Finally, the biggest takeaway from lessons learnt is having a deep understanding of the working relationship of having a business partner; ensure that you are both on the same trajectory & ensure that you are realistically close enough to be reliant on each other when it comes to going into business together.

SEMINAR 02 : HARRY NICHOLAS interview takeaways architectural practice = work; what we do on a day-to-day basis; the provision of sevices architectural business = processes & methods we implement to facillitate the provisions of those services.

Leaders = pull everyone with them [the why] • need to identify their own why; their direction, brand definition & standout differention • they need to align with the right people at the client, consultant & subconsultant levels, & with mentors, collaborators & the alike

When it comes to architectural practice, we as architects, have the challenge of educating our clients & target audience as to the value of the services we provide

Managers = push [the how, when & who] • actively try to resource the appropriate skillset to the appropriate people at the appropriate time

there is an under appreciation as to the intrinsic nature of an idea & how much work it takes to get something that is simple & elegant in nature as a design solution

It is important to understand the detail of both of these skills sents • leaders are extroverted in their detail • managers are introverted in their focus; how a project will function from inception to completion

the process or volume of work undertaken is often misunderstood it is important to manage the change in scope & value when it comes to the key skills that go into the running of an architectural business it is important to differentiate the distinction between leaders & managers as the larger the enterprise becomes, the bigger the division between leadership & management. The main difference between these two skills is : • the difference in mindset • the difference in skillset • the difference in overall activities, and • the different skillsets between listening & communication - communication = actively with clarity & in a specific way - listening = stopping & actively listening

^ large scale systemic thinking Other key skills include listening, trust & the balance between implcate & explicate delegation. When starting your own business is important to find clairty in ones self as to what it is that you want to get out of your own business, what it is that defines it & what it is that defines your happiness as an individual. It is important to connect with your mentors regularly, learn to delegate, know that what you see as an end product is not neccessarily what someone else sees, focus on the process & not the end result, find the best ways to communicate your intent & have the ability to listen & learn from what dysfunctionalities you have in your working process & finally have every contract checked before you sign it.

AMMON BEYERIE interview takeaways the main challanges when it comes to working within the architectural industry is acknowledging & challaenging the public perception on what an architect does; architects. Architects are possibly even a little over educated for what's out there in the real world; what your output is in terms of skillset does not match what you get back in terms of recognition or monetary gain. This skillset can include: • participatory design • communication development • working in groups to help the people you're working with to think financially, to think about sustainability, decision-making processes & managing risks = design ends up being about 10-20% of what architects actually do Key skills that can come from being an architect include: • people skills [soft skills] • spreadsheets [basic algebra] • planning your time • being rigorous with the things you know & the things you don't know • collaborating • understanding what the architectural process is & what is done at each stage • knowing when to get things done ; what's important to work on in the now = thinking about time all the time It is important when it comes to architecture enterprise that you embrace the things that need to be talked about up front & work through them upfront; not putting them off; having those difficult conversations; mocking up worst case scenarios

It is important to balance having a senstitivity as to what's going on with your clients, and looking after your business simultaneously. It is also important when it comes to the development of your team that you recognise & utilise the diverse range of skillsets different people in the team have, help people learn new ones & ensure that you have rigid communication when it comes to experties when need, as well as having flexible & emotional communication in order to build internal working relationships. When it comes to tips for stating your own business the most integral one is to have a go! • find personal drivers that inspire you; don't think about what other people are telling you that you should do • set goals that are ambitious; work towards them, talking about them & buildl your portfolio, contacts & reputation as a business • learn from your mistakes & don't be afraid to make them - crate an iterative process; embrace the mistakes & be resilient about it • find ways in which to best communicate with people from the get go & make sure you hone in on this skillset & finally draw on mentors early including for paying for mentorships at both the business & practice level advice!

SEMINAR 03 : SOIL & SECRETS VIGNETTE | PART A Completed by Group 9 | Amy Rodda, Sajid Sadi, Apeksha Patidar, Kenny Nguyen, Aslihan Ozdemir

You have recently completed your Master of Architecture studies at Swinburne University, and apply for an architectural role at a small architecture firm called Slater Abraham Architects. You are offered the job and very excited for your first project. Although the firm is small, you feel as though you will learn a lot from the team and get to be involved across all phases of their projects.

Slater Abraham Architects has recently submitted a tender to do an apartment building on a historical brownfield site that was formerly a gasworks. On your second day working at Slater Abraham Architects you hear that the firm has been awarded the apartment building project. To celebrate being awarded the new project, the Director shouts all of the staff a morning tea. You hope you get to be part of the team working on this project as everyone seems so excited.

You are excited that you were chosen to be part of the team to be working on the apartment building project. You are also excited to be working alongside Sarah Nardella who is the only other recent graduate at the firm, and you work really well together.

The soil testing results are not at all what was expected. Not only is the ground much more contaminated than initially thought, with evidence of extensive contamination, the contamination percentages exceed safe inhabitation levels.

You are on a site visit with Sarah and the two Project Architects from Slater Abraham Architects. You are there as a consultant from The Royal Australian Chemical Institute is going to go over the results of the recent soil testing with you and your colleagues.

On top of that, a large area on the site had obviously been used as an asbestos dumping ground, with evidence of asbestos fibres spread across 45% of the site.

DIRECTOR PROJECT ARCHITECT 1

PROJECT ARCHITECT 2

PROJECT ARCHITECT 3 [JAMES CHIN]

ARCHITECTURAL GRADUATE [YOU]

ARCHITECTURAL GRADUATE [SARAH NARDELLA]

ARCHITECT

SEMINAR 03 :

What should architects do when commissioned to design a building on or near a site which may have been filled or contaminated? Architects should consider the need for an appropriate investigation and/or evaluation to be carried out. Architects should seek expert advice from professional specialist consultants.

Briefly describe the responsibilities of local governments, architects & clients relative to identification, notification & management of contaminated land.

local governments - the local government, in which the site sits, will be required to notify the relevant Environmental Protection Agency [EPA] of the extensive contamination of the site and that the contamination percentages exceed safe inhabitation levels. architects - as part of the pre-design stage of the site, Slater Abraham Architects will need to recommend that the clients establish, as far as possible, the conditions of the contamination extents on the brownfield site. As part of the design process, Slater Abraham Architects will need to recommend to the client that investigations be made to the potential contamination on surrounding land in case this aďŹ&#x20AC;ects the contamination of the clientâ&#x20AC;&#x2122;s site. Slater Abraham Architects will also need to recommend to the client that the nature of the contamination conditions on the site are properly investigated so that the site will be safe when the demolition or construction work is complete. At the construction stage of the apartment buildings, Slater Abraham Architects will need to make provisions in the construction documents and ensure that suitable equipment is available on site.

As the site is contaminated, Slater Abraham Architects will need to engage with a specialist environmental consultant to provide a report on the contamination conditions. If the engagement of this consultant is not covered in the Client and Architect Agreement, this matter should be discussed and agreed with the client prior to the engagement of the environmental consultant.

As part of this consultation, Slater Abraham Architects will need to provide accurate information deﬁning the site, a datum to which the depth of holes can be related, and the location on site and nature of the proposed works on the site

clients - It is also the responsibility of the client to inform the relevant EPA of any known notifiable activity on their property. Future owners of the apartment building will also be required in to inform any occupiers, such as persons who are renting, managing or leasing the land, of the conditions of the site, if the property is listed in the Contaminated Land Register or Environmental Management Register and subject to the conditions of any site management plan. Any owners selling or otherwise disposing of this land, if it is listed on either of the registers, will also be required to give written notice of the land’s listing to any potential purchaser before agreeing to dispose of the land.

Detail two AIA recommendations for the preparation of construction documents for work associated with a contaminated site. There are two recommendations by AIA for the preparation of construction documents for work related to a contaminated site, it’s recommended that one of the subsequent options should be included within the tender documents:

Option A - In this option a tender document is prepared within which tenderer is answerable for determining the extent of contaminants and safely getting rid of them. All risks are borne by the tenderer and also the tender price is going to be reflected. All available information should be provided to tenderers so as to help them in their assessment, more accurate the information provided the less risk and also the less loading of the worth for the unforeseen. Option B - Tender documents are prepared on the basis that tenderers are going to be answerable for making all allowances for methods of excavation and safely disposing of contaminants but that quantities required are going to be indicated within the tender documents and subject to adjustment. The risks of removal and disposal are borne by the tenderer, but quantity risks are borne by the owner. Tender prices will reﬂect this and all available information should be provided to tenderers to help them in their assessment. It is recommended that certain quantities be included within the contract price to reduce the impact on the contract price when the actual quantities are adjusted against the allowance.

SEMINAR 03 :

How could a Client & Architect Agreement be used and help manage risk in this situation? A Client & Architect agreement can be used for design and building projects of various sizes and complexity. It is recommended that the architect and the client have a signed and written agreement that, as a minimum, defines the services to be provided and the fees to be paid. This agreement should be ready and entered into before the architect commences work on a project. In Victoria, it is a legal requirement for an architect to enter into a written agreement with the client. A clearly written and appropriate agreement is the most effective way to avoid miscommunications and disputes during a project and the associated costs and risks.

The architect has various obligations that must be met : - Deliver services described in the agreement - Act as the clientâ&#x20AC;&#x2122;s agent for the project as required under contract - Maintain accurate records and keep the client informed of progress at all stages by way of meetings, reports and means - Keep the client updated with all instructions and any other requirement changes on the scope of services, reports etc. - If conflict arises, notify the Client and suspend the services until the conflict is removed or terminated - Comply with Code of Practice - Maintain necessary registration and accreditations to deliver the services - Costs and fees of suspended work, cost of works (in general) must be clearly defined to the Client

Client Obligations: - Client must appoint the architect as its agent for the Project as necessary for the Architect to carry out the services - Cooperate with the Architect fully to ensure the efficient and satisfactory progress through all stages of the project; including prompt confirmation of approvals given for the services - Agree with the architect a reasonable budget for the Cost of Works - Provide all information required by the architect to complete the services - Engage directly with the Specialist Consultants specified in the contract, after consultation with the Architect, on the conditions of Clause E.1 - Allow the Architect reasonable access to photograph or otherwise record the Project before or after completion - Allow architect to publicise the Project, including marketing, purposes or awards, unless the parties agree otherwise - Attribute the Architect in accordance with Clause F. 2 - Comply with the Architectâ&#x20AC;&#x2122;s reasonable requirements or directions in respect of access to the site and; - Notify the Architect of any details of the Project that the client requires the Architect to keep confidential.

The Client & Architect agreement is mandatory and nonnegotiable for all services that need to be provided through a practicing firm, this Agreement is used to outline all necessary services, scope of works, fees, administration work, building works etc, in order to set out a reasonable and realistic guideline for the Client. The Client & Architect Agreement ensures and outlines all the information needed for both parties to agree on under all circumstances in order to eliminate risk, misinformation, risk and misunderstandings. In Victoria it is a legal requirement to action such an Agreement before any Project commences so that both the Client & Architect have clearly defined and agreed to the terms and conditions of the overall Client & Architect Agreement Form.

SEMINAR 03 : SOIL & SECRETS VIGNETTE | PART B Completed by Group 9 | Amy Rodda, Sajid Sadi, Apeksha Patidar, Kenny Nguyen, Aslihan Ozdemir

A few days later...

Slater Abraham Architects have been very busy with their projects and have many pressing deadlines. Youâ&#x20AC;&#x2122;ve noticed that your colleague Sarah Nardella, is falling behind in some of her tasks and has not been putting together the site meeting minutes as quickly as usual. You are not sure if the Client is aware of the recent soil test results, but you know it is important that the Client is kept informed of the progress of work undertaken and of any issues that may affect the projectâ&#x20AC;&#x2122;s quality or cost.

1. 2.

What clauses of the AIA Code of Professional Conduct are relevant in this situation? Explain why you think they are relevant.

Suggest what steps you would take and who you might speak to, in response to your observations in this situation.

SEMINAR 03 :

Principle 1 : Obligations to the Public

1.1

The Client will need to be informed of progress of work in the project as this may affect the projectâ&#x20AC;&#x2122;s quality and cost. Providing accurate information in a timely manner will allow the Client to make necessary decisions to the future of the project.

1.3

Slater Abraham Architects must provide the Client with information that is accurate and in a timely manner. This will ensure the client is well informed to make critical decisions on the future of project.

1.4

Anyone selling or otherwise disposing of land that is listed on either of the registers is required to give written notice of the landâ&#x20AC;&#x2122;s listing to any potential purchaser before agreeing to dispose of the land.

1.5 74

Slater Abraham Architects must abide by the codes of ethics and conduct outlined in the Rule of Law by the Institute of Australia in all manner of communication and operation.

Principle 2 : Obligations to the Client

2.1 2.2

Performing with skill, care and diligence is required at all stages of a project. Upon requirement and when receiving specialist information, clients need to be updated in a timely manner.

2.3 2.4

Performing with skill, care and diligence is required at all stages of a project. Upon requirement and when receiving specialist information, clients need to be updated in a timely manner.

For the Client and for the Architect any delay can affect the project and the Client - Architect relationship. Slater Abraham Architects have within their power to provide the Client with crucial information that will affect the future of the project they must do so to the best of their professional abilities.

Principle 3 : Obligations to the Profession

3.1

For Slater Abraham Architects to uphold their professional activities honestly and fairly information provided to the Architect will need to be provided to the Client in appropriate time. It is also important to note that any specialist consultant engaged is professionally qualified and have the resources to satisfactorily complete a commission

3.3

Slater Abraham Architects must disclose accurate information in a timely manner regarding the soil test to the Client. Land owners are required under the relevant environmental protection legislation to inform the relevant EPA of any known notifiable activity on their property.

Principle 3 : Obligations to Colleagues

4.6

Slater Abraham Architects must support the stresses Sarah Nardella is experiencing as she is falling behind in her tasks. Her manager and colleagues must provide her with professional support where possible.

SEMINAR 03 : It is understandable that Sarah may be falling behind as Slater Abraham Architects have come into a busy period with deadlines approaching on other projects. The Project Architects may not be able to give her the support she likely received a month earlier.

The Client is paramount and results from the soil test need to be relayed back to them as it relates to their obligations of disclosure. Sarah and I will need to speak with the Project Architect and organise a meeting to the Client to update the client on work thus far and the findings of the soil test.

As we are working on a project together it would be appropriate to casually approach her and talk about how this busy period may be affecting her abilities in the office. While Sarah should feel encouraged and empowered to getting back on track on her own, she should seek support from her Project Architect for additional help.

GROUP PROJECTS : A / S / A / K / A Completed by Group 9 | Amy Rodda, Sajid Sadi, Apeksha Patidar, Kenny Nguyen, Aslihan Ozdemir

ABSTRACT 80

“

At the beginning of this semester I was assigned to work in Group 9 & tasked with creating a hypethetical architecture business: A / S / A / K / A. The members of this group were myself, Sajid Sadi, Apeksha Patidar, Kenny Nguyen & Aslihan Ozdemir. Each member was assigned a roll & required to collaborate together in order to create a Marketing & Communication Plan [Assignment 1] & a Business and Financial Plan [Assignment 2]. I was given the roll of the business’ managing director, & as such was tasked with not only contributing to the assignment but also leading my other teams mates as to how we will complete these assessment tasks. The following section shows the outcomes of this collaborative work with all graphics illustrated by myself.

”

ASAKA

Sustainable. Harmonious. Solutions.

BUSINESS IDEA Sensible design solutions Sensible design consultancy solutions Building permits Environmental performance advice & consultancy Heritage consultancy

BUSINESS EXECUTIVE SUMMARY BUSINESS NAME : A/S/A/K/A

LOCATION : 285 Lennox Street Richmond, VIC, 3121

COWORKING SPACE

BUSINESS IDENTITY A | chieve - Our goal is to activate areas for healthy living and urban resilience. S | ensibility - Designing with sensibility is paramount to creating value for our clients & their communities.

A | ffinity -

Our team has a natural talent for finding our clientâ&#x20AC;&#x2122;s needs, so we can go beyond their expectations.

K | nowledge - Our team is what makes us the best in what we do. We aim to apply our

knowledge and expertise in all aspects of our practice in bringing you the best possible outcome for your project.

A | wesome - We believe great design is for everyone. We want our clients to be in awe with

where they live and how we operate!

mission statement Here at A / S / A / K / A we strive to design and build the most sensible design solutions in order to create healthy and sustainable communities. Our purpose is to create harmonious places; places that communities, and the environment, adore.

BUSINESS GOALS

overall financial customer performance development Achieve satisfactory customer satisfaction from at least 95% of clients/overall community census

Continually monitoring timelines in the design process. Find out which areas need more attention and which areas can be further streamlined.

All A / S / A / K / A clients will be served with consistent standards of transactional honesty, transparency and personalised assistance from the period of initial consultancy to delivery and beyond.

To aim for an Increased revenue, Profitability, Maintaining the operating capital and finally financially secured.

In 5 years our intention is to create a team that allows employees to open up a second office outside of Melbourne that will primarily focus in rural towns.

BUSINESS STRUCTURE

15%

60% director

LIMITED LIABILITY COMPANY

project architect

10%

HR & finance manager

marketing manager

10% project architect

RECRUITMENT PROCESS application forms | resumes | cover letters | employee portfolios

CONSULTANCY SERVICES STRATEGY | MANAGEMENT CONSULTANT

ENGINEERING CONSULTANT

LEGAL CONSULTANT

ENVIRONMENTAL CONSULTANT

CONSTRUCTION LAW CONSULTANT

HERITAGE CONSULTANT

STAGE 1

face to face interview | decision making | contacting successful applicant

STAGE 2

induction training | understanding of office operations

STAGE 3

INFORMATION TECHNOLOGY CONSULTANT

ORGANISATIONAL CHART Managing Director Executive Assistant

HR Manager/ Finance

Project Architect

Marketing Manager

Principal Landscape Architect

Urban Planning Manager

Reception/ Admin

Junior Architect

Senior Landscape Architect

Urban Planner

Community Engagement Consultant

Admin/ IT Support

Intern

Student Architect

Graduate Landscape Architect

Junior Urban Design

Ethnographic Research Assistant

Draftsperson

CROâ&#x20AC;&#x2018;Focused Designer

KEY PLAYERS

Director

HR & Finance Manager

• Provide direction on employee development activities and shared goals throughout the architecture practice

• Management of the Company’s Culture.

• Responsible for driving a culture of technical excellence by providing opportunities for growth and development of senior staff

• Performance Appraisal and Management

• Ensures sufficient quality management is obtained by all staff while establishing compliance to company policy, process, and data governance

• Benefits Administration.

• Work collaboratively with the architectural practice’s stakeholders to develop and implement strategies that align with the business’ mission statement.

• Monitoring Cash Flow

• Recruitment

• Training and development of the new hires.

• Managing and Coordinating the Budgeting, Daily and Monthly Reporting.

• Liaising with accountant teams.

Marketing Manager • Developing marketing strategy for the company aligning with company objective • Coordination of marketing campaigns and sales activities • Creation & publication of all marketing materials in line with marketing plans • Monitor and report on effectiveness of marketing communications • Brand management and enhancing corporate identity • Plan, implement and manage online marketing campaigns

Project Architect #1

Project Architect #2

• Focus on promptly and successfully completing a building project; providing design sketches, meeting with clients, and preparing budgets.

• Creating communities that promote healthy and sustainable living through Statutory Planning and Statutory Development.

• Lead a team through all stages of the project and ensure the team is working efficiently, effectively and keeping on top of schedules.

• Planning and Design consultations with local community groups and residents.

• Communicating needs and concerns to our employees. • Providing reports to clients to keep them informed and up to date about the status of the project. We need to execute these operations smoothly in order to have a productive and efficient outcome.

• Keeping developers updated on key stages of the development. Value research, community engagement, design and construction. • Design outcomes to developers and council planners. • Post-construction consultation.

BUSINESS OPPORTUNITY POTENTIAL

current market

OVERPOPULATION

INFLATING HOUSING PRICES

SOCIAL DISTANCING

SHORT-TERM TRANSIENT THINKING

LOCAL GOODS & SERVICES

AFFORDABLE HOUSING OPTIONS

COMMUNITY SENSITIVE INCLUSION

DIVERSITY OF EMPLOYMENT OPPORTUNITIES

market niche

UNIQUE VALUED OFFERED eco-friendly design beautiful landscapes mixed-use cultural places

barrier free designs

lucrative ideas

vernacular architecture

INITIAL CONCEPT STATEMENT We at A / S / A / K / A are in the business of creating healthy and sustainable communities. Our office are experts in sustainable architectural design, urban planning and landscape architecture. We look for collaborative design processes between our client and other relevant authorities to ensure design outcomes create value without compromising the environment. With ample room for sustainable redevelopment , A / S / A / K / A prioritises carrying out sensible design development in urban areas and remote locations. We have the ability to identify value for our clients by collecting trending data and community research that aligns with strategies outlined by Government Bodies; connecting people to jobs and amenities as well as Melbourne to Regional Victoria. In an expanding city there are great opportunities for growth in Regional Victoria. We have identified key regional areas in Victoria to help support expanding markets in local goods and services. We aim to align our clients interests with the state and local governments to provide greater diversity for housing and employment opportunities through building sustainable developments.

REVISED CONCEPT STATEMENT We at A / S / A / K / A are in the business of creating healthy and sustainable communities. We are experts in sustainable architectural design, urban planning and landscape architecture. We look for collaborative design processes between our client and other relevant authorities to ensure design outcomes create value without compromising the environment. Creating healthy communities that are diverse and happy is paramount to us. The first step to start this process is by engaging our client with the community. This ensures that when we design and build residential or commercial projects we do so with care and consideration. With ample room for sustainable redevelopment, A / S / A / K / A prioritises carrying out sensible design development in urban areas and remote locations. We have the ability to identify value for our clients by collecting trending data and community research that aligns with strategies outlined by Government Bodies; connecting people to jobs and amenities as well as Melbourne to Regional Victoria. In an expanding city there are great opportunities for growth in Regional Victoria. We have identified key regional areas to help support expanding markets in local goods and services. We aim to align our clients interests with State and local governments initiatives; providing greater employment opportunities and more housing diversity.

CONCEPT FEEDBACK

Sandra

Tracey

Tahlia

Sarah

Vicki

Registered Architect (Argentina) Architectural Draftsperson (Estudio Germa)

Design, innovation & technology technician with an architecture background

Senior sales coordinator Managing Director of own business

IT incident management, currently completing my degree in business administration at Swinburne :)

Student Architect Master of Architecture student

What do you like about the design concept?

I like the acknowledgment of opportunities in Regional Victoria. It seems very unique and sounds like you guys have “the key to success” & that part might be very appealing to potential clients.

• Acknowledgement on both the livability of communities, and the consideration for our environment. e.g. tangible and intangible, short term and long term. • Engagement with a diverse group of stakeholders, through a range of data collection methods. • Creating transparency (For further exploration: At the beginning of the business, without word of mouth how is this achieved?) • Wider community engagement via social media, data collection.. • Logo resonates with the meaning of the mantra. The 3 leaves also subtly flows with the rhythm of the business name and 3 words mantra.

Clear mission statement and customer focused throughout.

The customer focus was very strong.

Strong focus on sustainability and its value to people and the community.

I also liked how you synthesised how your work process is and mentioned the players involved (clients, Government, communities, etc). Suggestions for improvement

It’s clear that you are engaged with the environment and the investors’ profits/needs, but what about the design outcomes for people who are actually going to live/work in your urban development? No need to give a long description, simple adjectives like “healthy” (as you used) helps a lot to visualise what kind of communities ASAKA has in mind :)

You might clarify the location (and reach) of your business. Do you only work in Victoria?

Suggestions for improvement

The statements can be more sharp and simple.

Asaka has a clearly defined premium product offering that not only benefits the consumer but also the environmental impact and wider community for years to come. Buyers are looking to minimise their financial outlay with sustainable technology, Asaka will be a key driver in architectural innovation. Suggestions for improvement

Advertise in TV channels, radio & outdoor media. The revenue stream ‘how customers reward us’ could be improved by having a quantitative metric that can accurately define what business success looks like, and also how that can be measured for Asaka to succeed. E.g. KPI’s and targets the company will aim for with every customer, surveys and feedback from the customer to ensure customer needs are met.

Suggestions for improvement

Presentation could expand a bit more about the services provided. Marketing ideas were great. Could even expand on the website and make a mobile compliant standalone app. The Key partners was a bit unclear to tell who where the shareholders and stakeholders. Potential Clients

Individuals rather than companies.

Strong focus on communication and client relationship to ensure their needs are met. Suggestions for improvement

The business scope is a little broad in trying to cover architecture, urban design and landscape. This makes it slightly difficult to understand what you could be proposing to achieve “healthy and sustainable communities”. Perhaps it would be beneficial to provide some basic examples on how your architecture/urban/ landscape design achieves sustainability? Particularly to help an audience, who may not have a design background, better understand your concept. Potential Clients

Those already with an interest in sustainable development

BUSINESS COMPETITORS • Inspiring ideas that are fully integrated in the creative journey with an imaginative approach.

• Lack of locality specialisation; being the company that knows a particular territory and how to get new developments approved and built in that territory can be useful for building a patch.

• Competitors expertise in numerous typologies of buildings.

• Inability to provide the clients with the most ideal solution despite what they believe.

• No obligation consultation (potential of winning over clients). • Very engaging websites(informative on current situations, graphically appeasing).

• Lack of exclusivity in technical services such as vernacular architecture, urban planning and landscaping.

• Highly individualised response to projects, considering unique attributes of each site and client.

• Lack of brand differentiation to an extent (most of their websites possess similar themes).

• “Inventing” Practice cultures.

• Inadequate level of community engagement decreases chances of being favored by a large group of people.

• Cross fertilisation of ideas. • Extraordinary buildings that MATTER. Practice ownership models have rising opportunities for growth.

• Their firms operate using techniques that have been the norm for over a decade, hence their advancement towards futuristic visions is questionable.

• Due to their legacies, they have no lack of investment capital. • New clients may prefer existing experienced firms over a newcomer. • Rich portfolio = ample confidence.

WEAKNESSES

STRENGTHS

• Long-standing prominence in the industry. Established clientele.

BIO

‘I want to ensure Manningham is continually innovating and growing in a healthy manner’

Occupation: Local Council Member Gender: Male Age: 43

Residence: Templestone Income: $110k

Character: Active, Ambitious, Conscientious, Logical, Precise, Organised, Firm. Communication:

In-person, Phone calls, Emails

How can I help? I am able to liaise with the State Government for funding for innovative ideas to improve local communities. What I need? Better design solutions for livability and sustainable ecology that aligns with or is better than our planning scheme. What I want to avoid? Unclear and unreachable goals that does not lead to results.

Hi there! I’m Chad and work for Brookfields Multiplex as a Project Manager. I am always looking for new projects my company can invest in to make sure our stakeholders are getting the most financial value from their investments. Currently I am looking to develop a high-rise residential apartment building to build on my portfolio and continue to climb the corporate ladder.

CHAD BUDWICK

ALEXANDER PAVLOU

Hi, my name is Alexander and I am a Local Council Member. For the past 15 years I have been focused on future-proofing the City of Manningham through considered zoning, implementing more resilient and sustainable civic spaces and providing its people with better amenities. As I also reside in the area I want to ensure Manningham is continually innovating and growing in a healthy manner. That way we can ensure our residents and visitors are happy to spend time in the area.

‘I only work for myself and ensure it is profitable to me’

How can I help? I can find value for my stakeholders and make sure the job is delivered in a timely manner.

Gender: Male

What I need? Result, Value and to improve my portfolio.

Residence: Moonee Ponds

What I want to avoid? Anything

Occupation: Project Manager Age: 33

Income: $100k

Character: Ego-driven, Confident, Slapdash, Profit-driven, Adeptlearner & Extrovert. Communication:

Phone calls, Emails, In-Person, LinkedIn, Whatsapp & text message.

BIO

Hello, my name is Theodore and I am an I.T Consultant. I have worked in the IT infrastructure sector, supporting clients and designing a technology solutions for 43 years. Now I am looking to work remotely. I am looking for a regional Victorian town, away from the cities hustle and bustle. I want to be able to contribute to the community in any way I can and am looking forward to working with Julia my wife in providing lower socio-economic children have a better education.

Hey I’m Julia and I am a Professor at Monash University where I have been teaching for 21 years. I enjoy my profession as I get the chance to teach the future generation and see them grow. I don’t think we ever stop learning but I also don’t want to stop teaching. We are looking to move to Shepparton. Hopefully a place where I can assist in providing every child a better chance at education.

‘I want a healthy living environment, where nature can breathe’

Occupation: I.T. Consultant Gender: Male Age: 63

Residence: Hawthorn Income: $200k

Character: Conscientious, Creative, Intellectual, Active, Humble, Perfectionist and Tech Savvy & Committed Communication:

In-person, Zoom consultation & Phone calls.

How can I help? I am looking forward to invest my savings into some green urban projects like sustainable agro-urban community development What I need? A sustainable, ecofriendly community with minimum carbon footprint. What I want to avoid? The other investors are not getting along with each other and complicating the development of community.

JULIA

THEODORE

BIO

‘I want to ensure that with my knowledge I can guide children to their future’s gate’

Occupation: Professor at Monash University Gender: Female Age: 58

Residence: Hawthorn Income: $192,781k

Character: Sympathetic, Intelligent, Kind, Patience, Anxious, Organised Committed & Consistent. Communication:

In-person, Phone calls, Emails and Zoom consultation.

How can I help? I can help by providing educational facilities to the lower rural socioeconomic adolescents. What I need? A community where we all can live in harmony and work together for the betterment of the neighbourhood. What I want to avoid? I don’t want a community which is not excelling in a positive way and we are not getting along with the other community members.

• Highly skilled staff with expertise in design, marketing & financial operations as well as a dedicated human resources team. • Providing sensible solutions in order to enhance a communities health and sustainable living. • Purely focused on the people and the wants and needs of their community. • Innovative technology experts in building and sustainable design.

• Ability to hire quality and experienced employees. • Lack of experience as a new firm in the industry • Potential lags • Competitors are more experience and those that have been practicing for longer • Convincing investors to pay us money because of our new-ness and originality

• Team of urban planners who are experts in future thinking.

• The need for our products and services for the overall wellbeing and sustainability of (selected) communities. • Few competitors in our area with a main focus on community living. • Lack of innovative/sustainable developments. • Volume developers/building designer market with little engagement with communities who only refer to minimum sustainable standards.

• Emerging competitors in providing sustainable design solutions as it becomes a rising issue in Victoria. • Changing environment and climate change. • Negative press • Aboriginal communities not aligning with our vision to enhance or create any sort of change that affects their lifestyle norms. • Global Pandemic affecting the economy and hence the demand for our products and services • Changing customer opinion on ‘volume building’ through architecturally designed homes and considered urban planning.

• Large marketing team for all aspects of our practice, covering press/and media coverage for our products and services.

• Losing repeat clients. • Poor workplace culture that could potentially lead into the increase of employee dissatisfaction, thus leading to a decrease in productivity within the workplace.

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

government funding for public spaces

changes to government

cultural difference

inflation

community behaviour

economic growth

population growth

building legislation & planning policies

new ways of producing products/services

millenium development goals

new ways of distributing products/services

scarcity of raw materials

interest rates

new materials

exchange rates

new technologies theory of escalating desire

encouraged re-use of materials locality of consciousness SWOT analysis environmental weaknesses environmental opportunities environmental threats

L heritage general principles •reversibility •recording •traditional materials •planning permissions •existing dwellings •listed buildings •dwellings in conservation areas

•trees on the property grants

other funding societies & community groups National Trust Funding Government Planning portal AIA ACA

101

KEY COMPONENTS systems integrated management solutions

CAD | rendering | documentation | administration | communication

QMS | EMS | OHSMS | EnMS | ISMS | WMS | OMS | quality assurance

specifications business goals | scope | collaboration specifications | execution | time management

data governance risk management | report writing | statutory reporting | strategic planning | strategic development

heat maps business planning | marketing | operations management | interpersonal management | finance management

102

LEGAL REQUIREMENTS

REGISTRATION

CODE OF CONDUCT

EMPLOYMENT LAWS

CONTRACTORS

BUSINESS STRUCTURE

BUSINESS INSURANCE

INTELLECTUAL PROPERTY

FAIRTRADING CONSIDERATIONS

ENVIRONMENTAL PROTECTIONS

PRIVACY LOSS CONSIDERATIONS

MARKETING COMPLIANCE

103

MARKETING STRATEGIES

COMMUNICATION STRATEGIES SOCIAL MEDIA ARCHITECTURAL PRESENCE

ASAKA

Sustainable. Harmonious. Solutions.

INTERFACE

Virtual gallery style website through an interactive user interface, encouraging surfer’s engagement and inducing a joyful experience Outlining in a precise and propitious summary of A / S / A / K / A’s constituents in the website homepage.

COLOUR ORIGIN Pastel greens to promote ecological & sustainable growth and white for purity and transparency.

ANNUAL PARTICIPATION A / S / A / K / A EVENTS BRANDING PUBLICITY PRO-BONO CONSULTATIONS

EXPENDITURE APPLICATION SUBSCRIPTIONS P.A. = $14,932

$ 2,835

$ 1,548

$ 248

$ 5,405

$ 4,896

PAYMENTS :

20-30 CUSTOMERS

OUTRIGHT FEES (4 USERS) $3,980

UTILITIES P.A. = $14,135.74 RENT IN MELBOURNE CBD

$120,000 P.A. â&#x2C6;&#x2018; SALARY WAGES P.A. $2,025,000

INSURANCE COST $20,000 P.A.

$ 13,000

$ 4,896

STAGES 01

concept design

design development

town planning/ development application

construction documentation

contractor selection

106

contractor selection

BUSINESS SERVICES DRAWING & DOCUMENTATION

COMMUNITY ORIENTATED CONSULTANCY

BUILDING APPROVAL SERVICES ENVIRONMENTAL ADVICE

DEVELOPMENT APPROVAL SERVICES

CONCEPT DESIGNS

PRICING

TAXATION ASPECTS PAYROLL TAX

TAX FILE NUMBER

AUSTRALIAN BUSINESS NUMBER

TAXABLE PAYMENTS ANNUAL REPORT multi-fee pricing strategy

AUSTRALIAN COMPANY NUMBER

PAY-AS-YOU-GO TAX charging per hour

COMPANY TAX

FRINGE BENEFITS TAX

percentage fee

GOODS & SERVICES TAX

INCOME TAX CONCESSIONS

107

OCCUPATIONAL HEALTH & SAFETY ISSUES

white card

108

whs safety act 2011

pcbu reporting

oh&s risk management

REQUIRED INSURANCES

PROFESSIONAL INDEMNITY

PUBLIC LIABILITY

MANAGEMENT LIABILITIES

CYBER LIABILITY

CONTENTS

THEFT

WORKERS COMPENSATION

109

SERVICE

DELIVERY PROCESS

appointments bookings with client

PHONE/VIDEO CONFERENCING

virtual meetings without compromising quality of conversation

DRAWINGS & DOCUMENTATION specialist design & construction consultation from start to finish

110

FACE TO FACE

design consultation | building up client relations | project delivery & fees

RESOURCES

BUSINESS REQUIREMENTS

ATO | ABR | ASIC | AIA | AACA | Electricity/Gas, Waste & Water

FINANCES

CAPITAL

$150,000 core business owners investment

FUNDS

$600,00 Westpac Bank loan 3 years | 4.48% interest rate | 6 month repayment deferral period

111

BUSINESS SUPPLIES CHAIN OFFICEWORKS | STAPLES | ART SUPPLIES AUSTRALIA

office equipment

112

office stationery

model making materials

kitchen consumables

cleaning supplies

CUSTOMERS

COMMUNITY MINDED INDIVIDUALS

EDUCATION INSTITUTIONS

COMMUNITY FACILITIES

STATE GOVERNMENT

LOCAL COUNCILS

SUPPLIERS artsupplies AUSTRALIA

113

PROFITS & LOSSES STATEMENT LOSS expenses $2,487,437

debitor

$827,400 (expected owing on projects in 1st year)

114

services $3,312,800

creditor $600,000

PROFIT

115

SALES & INCOME FINANCES 100k

PROJECT ARCHITECT #2

MARKETING

20k

HR/FINANCE

40k

PROJECT ARCHITECT #1

60k

DIRECTOR

employee income

80k

2X MED-HIGH DENSITY

Project $6,250,000 - 2yrs Architect Fee = 7%

8X RESIDENTIAL

Project $620,000 - 1yr Architect Fee = 12%

Project $4,750,000 - 1.5yrs Architect Fee = 12%

2X SMALL DENSITY

Project $4,000,000 - 1.5yrs Architect Fee = 12%

$221,340

post construction

founding members

TOTAL INCOME FOR 25 EMPLOYEES | $1,364,500

$1,228,020 construction

pay cycle

withheld

YEAR 1 PROJECTS $3,312,800

$53,940

tendering documentation

116

3X MEDIUM DENSITY

$1,809,500

contract documentation

CASH FLOW FORECASTS total gross = $3,312,800 total taxable = $2,981,520

GROSS & TAXABLE INCOME

TAXES

BANK EXPENSES

$294,456

income $

800K 600K 400K 200K 0

month

OCCUPANCY COSTS

GENERAL ADMIN EXPENSES

$331,280

$2,784

$117,443 year 1 total

$43,879

$230,400

$6,376

1ST MONTH

$1,140

$2,400

$10,548

$7,200

$496

$43,990

$7,152

TRANSPORT EXPENSES $5,168

$25

117

CASH FLOW WORK SHEET Month Cash balance at the start of each month #

Cash receipts from customers Total Operating Revenue

Funds borrowed Total monthly cash in

118

1st Month 2nd Month 3rd Month 4th Month Month five Month six Month seven Month eight Month nine Month ten Month elevenMonth twelve $750,000 $579,073 $816,681 $924,854 $1,103,087 $1,414,825 $1,466,215 $1,350,679 $1,200,434 $1,643,754 $1,667,424 $1,732,304

$353,265

$418,890

$275,205

$353,265

$418,890

$275,205

$600,000 $150,000 $750,000 $1,103,265 -

$0 $0 $0 $418,890 -

$0 $0 $0 $275,205 -

OPERATING REVENUE

$355,140

$502,500

$211,980

OTHER SOURCES OF CASH INFLOWS

$0 $0 $0 $355,140 -

$0 $0 $0 $502,500 -

$0 $0 $0 $211,980 -

$52,080

$11,160

$671,920

$206,620

$250,320

$3,720

Total

$52,080

$11,160

$671,920

$206,620

$250,320

$3,720

$3,312,800 $3,312,800

$0 $0 $0 $52,080 -

$0 $0 $0 $11,160 -

$0 $0 $0 $671,920 -

$0 $0 $0 $206,620 -

$0 $0 $0 $250,320 -

$0 $0 $0 $3,720 -

$600,000 $150,000 $750,000 $4,062,800 $4,062,800

PPE Gear Computers Plotter/Printer Accounting/Legal/Consultant fees Company Registration Software license fees Business insurance Business Name Registration Signage Focus groups/Events AIA & Other Memberships Membership fee for Archi Soccer (15 Players Newspapers & magazines Cleaning & cleaning products MYKI Etag Vehicle cost Fuel Vehicle service costs Tyres & other replacement costs Insurance Vehicle Registrations Parking Domain name registration Electricity/Gas Telephones Mobile Phones Internet Rent Repair & maintenance Waste removal Water Total monthly cash in

$1,590 $91 $5 $1,909 $91 $273 $45 $1,358 $60 $8 $273 $182 $396 $273 $7 $82 $5 $56 $470 $2 $3,999 $27 $11 $11 $9 $12 $45 $5 $21 $55 $28 $80 $20,945 $91 $18 $9 $32,541

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $0 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,009

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $11 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,020

GST EXPENDITURE DEDUCTIONS

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $0 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,009

$0 $91 $0 $0 $91 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $11 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,111

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $0 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,009

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $11 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,020

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $0 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,009

$0 $91 $0 $0 $91 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $11 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,111

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $0 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,009

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $11 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,020

$0 $91 $0 $0 $0 $273 $0 $0 $60 $0 $0 $182 $0 $0 $7 $0 $5 $38 $0 $5 $0 $27 $0 $0 $9 $12 $0 $0 $21 $55 $28 $80 $0 $91 $18 $9 $1,009

$1,590 $1,091 $5 $1,909 $273 $3,273 $45 $1,358 $719 $8 $273 $2,182 $396 $273 $87 $82 $55 $476 $470 $52 $3,999 $327 $65 $11 $103 $144 $45 $5 $253 $655 $338 $959 $20,945 $1,091 $218 $104 $43,879

119

CASH FLOW WORK SHEET

Bank charges PPE Gear Credit card commission Computers Plotter/Printer Accounting/Legal/Consultant fees Company Registration Software license fees Business insurance Business Name Registration Total General & Administrative

Signage Focus groups/Events AIA & Other Memberships Membership fee for Archi Soccer (15 Players Total Marketing & Promotional

Newspapers & magazines Cleaning & cleaning products Total Operating Expenses

120

$10 $17,490 $1,000 $60 $21,000 $1,000 $3,000 $495 $14,940 $659 $85 $59,739

$3,000 $2,000 $4,360 $3,000 $100 $12,460

$80 $900 $50 $620 $1,650

$10 $0 $1,000 $0 $395 $0 $0 $3,000 $0 $0 $659 0 $5,064

$0 $2,000 $0 $0 $100 $2,100

$80 $0 $50 $420 $550

$10 $0 $1,000 $0 $395 $0 $0 $3,000 $0 $0 $659 0 $5,064

$0 $2,000 $0 $0 $100 $2,100

$80 $0 $50 $420 $550

GENERAL & ADMINISTRATIVE

$10 $0 $1,000 $0 $395 $0 $0 $3,000 $0 $0 $659 0 $5,064

$10 $0 $1,000 $0 $395 $0 $1,000 $3,000 $0 $0 $659 0 $6,064

$10 $0 $1,000 $0 $395 $0 $0 $3,000 $0 $0 $659 0 $5,064

MARKETING & PROMOTIONAL

$0 $2,000 $0 $0 $100 $2,100

OPERATING EXPENSES

$80 $0 $50 $420 $550

$10 $0 $1,000 $0 $395 $0 $0 $3,000 $0 $0 $659 0 $5,064

$10 $0 $1,000 $0 $395 $0 $1,000 $3,000 $0 $0 $659 0 $6,064

$10 $0 $1,000 $0 $395 $0 $0 $3,000 $0 $0 $659 0 $5,064

$120 $17,490 $12,000 $60 $4,345 $21,000 $3,000 $36,000 $495 $14,940 $7,908 $85 $117,443

$0 $2,000 $0 $0 $100 $2,100

$3,000 $24,000 $4,360 $3,000 $1,200 $35,560

$80 $0 $50 $420 $550

$960 $900 $600 $5,240 $7,700

Vehicle cost MYKI (3 Nos.) Etag Fuel Vehicle service costs Tyres & other replacement costs Insurance Registrations Parking Total Motor Vehicle Expenses

Domain name registration Hosting expenses Total Website Expenses

Electricity/Gas$ Telephones Mobile Phones$ Internet Rent Repairs & maintenance$ Waste removal$ Water$ Total Occupancy Costs$

MOTOR VEHICLE EXPENSES

$43,990 $5,168 $25 $300 $120 $120 $94 $132 $496 $50,445

$0 $0 $50 $300 $0 $0 $94 $132 $0 $576

$0 $0 $50 $300 $120 $0 $94 $132 $0 $696

$0 $0 $50 $300 $0 $0 $94 $132 $0 $576

$55 $15 $70

$0 $0 $0

232$ $600 310$ $879 $230,400 1,000$ 200$ 95 233,716

232$ $600 310$ $879 $0 1,000$ 200$ $95$ $3,316

232$ $600 310$ $879 $0 1,000$ 200$ 95 $3,316

$0 $0 $50 $300 $120 $0 $94 $132 $0 $696

$0 $0 $50 $300 $0 $0 $94 $132 $0 $576

$0 $0 $50 $300 $120 $0 $94 $132 $0 $696

$0 $0 $50 $300 $0 $0 $94 $132 $0 $576

$0 $0 $50 $300 $120 $0 $94 $132 $0 $696

$0 $0 $50 $300 $0 $0 $94 $132 $0 $576

$0 $0 $50 $300 $120 $0 $94 $132 $0 $696

$0 $0 $50 $300 $0 $0 $94 $132 $0 $576

$43,990 $5,168 $575 $3,600 $720 $120 $1,128 $1,584 $496 $57,381

$0 $0 $0

$55 $15 $70

232$ $600 310$ $879 $0 1,000$ 200$ $95$ $3,316

232$ $600 310$ $879 $0 1,000 200$ 95 $3,316

232$ $600 310$ $879 $0 $1,000 200$ $95$ $3,316

232$ $600 310$ $879 $0 $1,000 200$ 95 $3,316

232$ $600 310$ $879 $0 $1,000 200$ $95$ $3,316

232$ $600 310$ $879 $0 $1,000 200$ 95 $3,316

232 $600 310$ $879 $0 $1,000 200$ $95$ $3,316

WEBSITE EXPENSES $0 $0 $0

OCCUPANCY COSTS

232$ $600 310$ $879 $0 1,000$ 200$ $95$ $3,316

232$ $600 310$ $879 $0 1,000$ 200$ 95 $3,316

$2,784 $7,200 3,720 $10,548 $230,400 $12,000 2,400 1,140 $270,192

121

CASH FLOW WORK SHEET Salaries/Wages PAYG Superannuation Recruitment costs$ Insurance Total Employ Exp

122

EMPLOYMENT EXPENSES

$113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $113,708 $1,364,496 $0 $0 $73,614$ 0$ 0$ 73,614 $0 $0 $73,614$ 0$ 0$ 73,614 $294,456 $10,802$ 10,802 $10,802$ 10,802 $10,802$ 10,802 $10,802 $10,802$ 10,802 $10,802$ 10,802 $10,802$ 129,627 2,000$ 0$ 0$ 2,000$ 0$ 0$ 2,000$ 0$ 0$ 2,000$ 0$ 0$ 8,000 $388 $388 $388 $388 $388 $388 $388 $388 $388 $388 $388 $388 $4,656 $47$ 47 $47$ 47 $47$ 47 $47$ 47 $47$ 47 $47$ 47 $564 $126,898 $124,898 $124,898 $126,898 $124,898 $124,898$ 126,898 $124,898 $124,898 $126,898 $124,898 $124,898 $1,506,779

Bank Interest Total Other Expenses

GST - Customer Billing Invoices Payroll Income Tax Total Tax Expenses

$0 $0

$35,327 $2,888 $38,215

$0 $0

$41,889 $2,888 $44,777

$0 $0

$27,521 $2,888 $30,409

$0 $0

$35,514 $2,888 $38,402

OTHER EXPENSES $0 $0

TAX EXPENSES $50,250 $2,888 $53,138

$0 $0

$896 $896

$5,376 $5,376

$21,198 $2,888 $24,086

$5,208 $2,888 $8,096

$1,116 $2,888 $4,004

$67,192 $2,888 $70,080

$20,662 $2,888 $23,550

$25,032 $2,888 $27,920

$372 $2,888 $3,260

$331,280 $34,656 $365,936

OTHER CASH OUTFLOWS

$1,000 $0 $0 $1,000 $524,192

$0 $0 $0 $0 $181,281

$0 $0 $0 $0 $167,033

$0 $0 $0 $0 $176,906

$0 $0 $0 $0 $190,762

$0 $0 $0 $0 $160,590

$0 $20,000 $0 $20,000 $167,616

$0 $20,000 $0 $20,000 $161,404

$0 $20,000 $0 $20,000 $228,600

$0 $20,000 $0 $20,000 $182,950

$0 $20,000 $0 $20,000 $185,440

$0 $20,000 $0 $20,000 $160,660

$1,000 $120,000 $0 $121,000 $2,487,437

Net Income Gross Income Taxable Income Gross Income - PAYG Threshold Taxable Income - PAYG Threshold

$574,121 $353,265 $317,939 -

$237,035 $418,890 $377,001 -

$107,599 $275,205 $247,685 -

$177,660 $355,140 $319,626 -

$311,074 $502,500 $452,250 -

$50,816 $211,980 $190,782 -

-$116,110 $52,080 $46,872 -

-$150,818 $11,160 $10,044 -

$442,656 $671,920 $604,728 -

$23,096 $206,620 $185,958 -

$64,306 $250,320 $225,288 -

-$157,514 $3,720 $3,348 -

$1,563,924 $3,312,800 $2,981,520 $1,312,800 $981,520

Net difference † Cash balance at the end of each month Taxable Net difference † Taxable Net difference Excluding Capital †

$579,073 $579,073 $0

$237,609 $816,681 $0

$108,172 $178,234 $311,738 $51,390 -$115,536 -$150,244 $443,320 $23,670 $64,880 -$156,940 $924,854 $1,103,087 $1,414,825 $1,466,215 $1,350,679 $1,200,434 $1,643,754 $1,667,424 $1,732,304 $1,575,363 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$1,253,306

Principal Loan repayments Investment of surplus funds. Total monthly cash out

Company Tax Net Profit After Tax

Total monthly cash out for second year Total monthly cash in for second year

$750,000 $0 $894,456 $358,850

$2,173,343

$3,704,200

$1,530,857

123

STRATEGIES & PROJECTIONS IDEAL CUSTOMER

VALUE PROPOSITION growth corridor plans enhancing connectivity with context

124

local council state government resident relationship

REVENUE STREAMS

KEY INDICATORS

growing communities nature connections eco urban sprawl

masterplan connections & funding through statutory planning

SCOPE OF WORK

A / S / A / K / A team

PECHA KUCHA PRESENTATIONS

Assignment 1 | A / S / A / K / A Business & Finance Plan: https://www.youtube.com/watch?v=AXTRh0vRRzc&t=8s Assignment 2 | A / S / A / K / A Marketing & Communication Plan: https://www.youtube.com/watch?v=PEb7UfqT6nE&t=380s

125

BUSINESS CONCEPT SUMMARY: ASSIGNMENT 1 The ideology of A / S / A / K / A is to produce the most sensible design solutions in order to build healthy & sustainable communities, where we aim to achieve customer gratification. We look for collaborative design processes between our clients & other relevant authorities to ensure design outcomes create value without compromising the environment. Our purpose is to create harmonious places; places that communities, and the environment, adore. With ample room for sustainable redevelopment, A / S / A / K / A prioritises carrying out sensible design development in urban areas and remote locations. Projects are carried out with utmost care, promoting healthy relationships with our community.

ASAKA

Sustainable. Harmonious. Solutions.

126

As a team we emerged as a strong headed group, who has full potential to take this business to a new higher level. A team of innovative people with different ideologies and perspectives came together with this brilliant idea of a business, with a common fundamental principle which is to work for the enhancement of the environment. The goal of building healthy and sustainable communities in Urban and Regional Areas. We got to know about the business structure, essential components and key factors of business on which the future of a company depends. The employees, clients, investors, business partners and competitors, each one got a major role to play in the success of the company. Especially competitors, who constantly motivate us every time to push our limits further and perform better than before. Also, improvising and polishing our management skills, while working together for the prosperity of the environment, with sensible design solutions.

BUSINESS CONCEPT SUMMARY: ASSIGNMENT 2 Coming up with a business idea & setting up things in order to progress into the operational stage of enterprise architecture is a very lengthy & systematic process. Before operations even begin, there are several legislative aspects that need to be addressed & satisfied. After all of that is taken care of, then comes the organizational planning of short-term & long-term operational requirements followed by simultaneous financial planning which forms an integral part of the business. In this assignment, we included detailed information regarding a wide range of taxation, and incoming and outgoing financial aspects. Our presumed pragmatic calculations have shown positive values that indicate the business will perform well in a real life scenario so long as we adhere to the parameters set out in this report as much as possible. However, one thing to keep in mind that all of these assumptions were heavily research based in order to educate ourselves in was to eliminate unforeseen circumstances occurring (which is quite likely in the real world) as these circumstances can change the success of a business significantly.

Also when going out in the real world, wise people have mentioned that distractions occur a lot more than expected and careful consideration needs to be given so they donâ&#x20AC;&#x2122;t disrupt progression of the business towards fruitful outcomes. We understand that a lot of mistakes will be made when we start and we believe using the knowledge learnt from that mistake to our advantage rather than dwelling negatively on it will have far better results. We believe the more mistakes we make at first, gradually the rate of mistakes made will start to fall. Drawing on and paying for mentors should be done upfront as they are a great source of invaluable knowledge and wisdom. It is important that the company leaders find the appropriate people to collaborate with and also have trust in their capabilities. Managers, of all levels need to ensure they exercise direction or process handling. In the real world, resources, no matter what they are should never be wasted or their value underestimated. Bottom line, as a business we should never rush to expose ourselves out but rather take the time to perfect every aspect then move forward.

As a group we have learnt, planning a business and then eventually starting it is a long process. For the purposes of this assignment, most of our research was based on content from the internet. However, when we step out into the real world, advice from professionals with authentic expertise will be far more valuable than internet research regarding financial and other aspects and allow A / S / A / K / A to thrive.

127

VIGNETTE 01 You are a registered architect in Victoria. You work at a large architectural firm and love your job. At a family barbeque, your niece Sarah tells you that she is thinking about pursuing a career in architecture. Sarah is 16 years old, and hopes one day to become a registered architect and open her own practice in Victoria. Sarah is not sure where to study.

129

What is an architectâ&#x20AC;&#x2122;s registration?

ARCHITECTS

skilled professionals at the centre of the built environment industry in Australia. The architectural profession is a unique discipline, combining elements of art, science, commerce, and law

130

1923 -

In Victoria, architects have going through registration processes since 1923, when the first Victorian Architects Act was enacted

NOT AN ARCHITECT

It is an offence to provide architectural services unless you are registered as a Registered Practising Architect.

REGISTRATION

PRACTISING ARCHITECT

In order to represent yourself as an architect, you must be first be registered as an architect by the Architects Accreditation Council of Australia [AACA]

Practising architects are registered so that they can competently provide architectural services directly linked to the design of buildings, parts of buildings, or spaces in and around buildings.

NON-PRACTISING ARCHITECT non-practising architects are not seeking to practise as an architect as such they do not need to pay for fees such as annual registration renewal & professional indemnity insurance

131

What information would you tell Sarah about how to choose where to study and what qualifications she will need, knowing she wants to become a registered architect?

peer-reviewed Architecture Program Accreditation

132

BACHELOR DEGREE

MASTER DEGREE

architecture-related

accredited architecture course

CURRENT ACCREDITED QUALIFICATIONS IN VICTORIA

#271

#58

#22

#19

MArch / MArch [DM]

F6001

MArch

133

What is AACA Accreditation?

NSW | Architects Act 2003

VIC |Architects Act 1991

QLD | Architects Act 2002

SA | Architectural Practice ACT 2009

NSW

Architects Registration Board

BOARD OF ARCHITECTS OF QUEENSLAND

• determines the qualifications and experience required for • registration under the Architects Act 1991 (VIC)

ARCHITECTS REGISTRATION BOARD OF VICTORIA 134

• regulates the examination of people applying for registration under this Act including holding examinations & appoint examiners • liaises with the approved schools of architecture • assesses & accredits courses in architecture

WA | Architects Act 2004

ACT | Architects Act 2004

ARCHITECTS ACT 1991

TAS | Architects Act 1929

TAS | Architects Act

• Registration of architects • Regulation of architects’ professional conduct • Protection of the title of “Architect” & the terms “architectural services”, “architectural design services” & “architectural design” • Accreditation of architectural qualifications

135

What are the pathways for architectural registration in Victoria & which one is likely the best for Sarah? Describe the process Sarah would have to undertake, including experience requirements & the documents she would need to provide to become registered as an individual.

ACCREDITED QUALIFICATIONS

australian accredited qualifications

AUSTRALIAN PRACTICE EXAMINATION

REGISTRATION APPLICATION

overseas qualifications

Part 1 | Completion of Logbook & Statement of Practical Experience

national program of assessment

Part 2 | Online National Examination Paper

ARBV assesses these requirements through an application outlined in section 10 of the Architects Act 1991

Part 3 | Examination by Interview

136

PAY FEES & HAVE PROFESSIONAL INDEMNITY INSURANCE COVER

SARAH REGISTERED PRACTISING ARCHITECT

137

How do you maintain architectural registration in Victoria?

RENEW REGISTRATION FEES 138

PROFESSIONAL INDEMNITY INSURANCE

formal activities

CONTINUATION OF PROFESSIONAL DEVELOPMENT

informal activities

139

VIGNETTE 02 A potential new client Alan has approached you, with the intention of engaging you to design their new home. They explain to you that they have seen another house in their suburb, designed by another architect, and they would like their new home to be â&#x20AC;&#x153;just like it.â&#x20AC;?

141

What clauses of the AIA Code of Professional Conduct would be violated if you copied another architectâ&#x20AC;&#x2122;s work, as Alan seems to be suggesting? Explain why you believe the clauses would be violated.

Principle 1 : Obligations to the Public

1.2 1.3 1.4 1.5 142

Members must neither communicate nor promote themselves or their professional services in a false, misleading, or deceptive manner. An architectural firm must not represent itself in a misleading fashion. Members must uphold the law in the conduct of their professional activities. Members must abide by the codes of ethics and conduct of the Institute and laws in force in the countries and jurisdictions in which they provide or intend to provide professional services.

Principle 2 : Obligations to the Client

2.7

Members must disclose to clients or contractors, significant circumstances known to them that could be construed as creating a conflict of interest, and must ensure that such conflict does not compromise the legitimate interests of such persons or interfere with the architectâ&#x20AC;&#x2122;s duty to render impartial judgement in relation to contract performance by others.

Principle 3 : Obligations to the Profession

3.1 3.3

Members must pursue their professional activities with honesty and fairness.

Principle 3 : Obligations to Colleagues

4.2

Members must not appropriate the intellectual property of nor unduly take advantage of the ideas of another architect without express authority from the originating architect. Members must build their professional reputation on the merits of their own service and performance and should recognize and give credit to others for professional work performed.

4.6

Members must not maliciously or unfairly criticise or attempt to discredit another architect or their work

Members must not act in any way that brings the profession into disrepute.

143

What is protected and not protected by copyright in this situation?

PROTECTED 144

In Australia, no matter whether the house has been built or the design has been first thought of in Australia or in another country, Australian copyright law applies. This means that any action taken within Australia disregarding the copyright ownership is in breach of Australian copyright laws. Therefore, any drawings, sketches, architectural plans, and photographs taken in regard to the original houses design, the house itself, and promotion of the houseâ&#x20AC;&#x2122;s design are protected by copyright law.

NOT PROTECTED However, the techniques, elements and ideas used to create this designâ&#x20AC;&#x2122;s composition, including the style in which the house is made in is not covered by copyright laws. This means that so long as the house that has been commissioned by Alan only uses elements, ideas, and techniques of the original design to influence the creation of a new design, the architect is not infringing copyright laws. In saying this, if that part is at the centre of the original houses design; if the element is important, essential or a distinctive part of the house you may still be infringing copyright.

145

How do you clarify aspects of the copyright ownership between a Client and an Architect?

WRITTEN 146

Typically, this agreement would outline that the architect retains copyright ownership of their work and the client has the rights to the work they have commissioned. However, in some cases the architect may have entered into a retainer agreement, meaning that the architect is required to assign copyright to the client who has commissioned the work

VERBAL

By opening up good communication between both parties, disputes about things like ownership can be avoided. In saying this, as perspective has a lot to do with the recollection of understandings and discussions that have occurred between both the client and the architect, it is best practice to put any agreements in writing, or to at least keep a paper trail of all discussions and agreements had

147

Give three examples of false attribution.

01 02 03 148

Affixing, inserting, or using in or on a work, or a reproduction of a work, a person’s name in such a way as to falsely imply that the person or a corporation is the author of the work or the author of the adaptation

Dealing with a work, or a reproduction of such a work, knowing that the name aﬃxed or inserted is not that of the author’s, or that the work is not an adaptation of the author’s

performing in public such a work or transmitting such a work, knowing that the name aﬃxed or inserted is not that of the author’s, or that the work is not an adaptation of the author’s

What should you do in this situation?

According to Australian Copyright law, the original architect already has copyright protection on both the original house design and its documentation. Thus, if you were to carry out the architectural services that Alan is asking you to, without permission both you and Alan would be breaching copyright laws and performing acts of false attribution. Therefore, the first thing you need to do, as the architect, is make Alan aware of this situation. Then you need to offer Alan the following options so he can make a decision of where he wants this project to go from here:

01 02 03 04

You design a house for him but make it clear that the end product will not be “just like the original house” nor will it be an alteration of the original design as you are only legally allowed to take inspiration from the original house’s design Alan employees the original architect, instead of you, to carry out the design services

You and/or Alan ask and gain copyright permission from the original architect to use their design

You refuse the commission

149

VIGNETTE 03 You are approached by a new client wishing to have you provide architectural design services to design their new home. They have heard very good things about you and are very excited to have you start work for them as soon as possible. They seem dismissive about the idea of having anything â&#x20AC;&#x153;formalised in writingâ&#x20AC;? about the work you will do for them.

151

Why would an architect choose to use a formal agreement?

Client Architect Agreement helps to clarify the:

ARCHITECTURAL SERVICES NEEDED 152

FEES AND FREQUENCY OF PAYMENT

RESPONSIBILITIES OF BOTH PARTIES

THE MECHANISM FOR TERMINATION 153

Provide three examples of Architectâ&#x20AC;&#x2122;s Obligations when using the AIA Client and Architect Agreement CAA2019.

A.1.1 154

Deliver the Services described in this agreement with the reasonable skill care and diligence expected of an architect who has experience with projects of a similar type, size, complexity, and value to the project

A.1.3

Maintain accurate records and keep the client informed of progress at all stages by ways of meetings, reports and other means

A.1.1 A.1.3 A.1.7

Comply with applicable Code of Practice

A.1.7

By outlining this obligation, you, as the architect, are ensuring that all the services described in CAA2019 are being met on your end and executed to the highest standard, thus ensuring that you are not liable for breaching the agreement .

This architect commitment ensures that you as the architect are documenting the progress of the project, and alterations to the preliminary program and to prevent legal challenges from arising; this obligation is a major risk mitigation asset when it comes to carrying out architectural services

By stating in the agreement under architectâ&#x20AC;&#x2122;s obligation that you are complying with the Code of Professional Conduct within the specified jurisdiction, you are encapsulating any other professional and statutory obligations required by an architect when carrying out the commissioned project including maintaining all necessary registration and accreditations needed to deliver the services outlined in the agreement, notifying the client of any ethical or regulatory conflicts of interest that may arise

155

Provide three examples of reasons which would justify an architect resigning the commission.

NON-PERFORMANCE UNDER THE AGREEMENT 156

ARCHITECTS STATUTORY OBLIGATIONS

ARCHITECT RESIGNATION PROCEDURE 01

Make sure that you, the architect, are not in breach of the client architect agreement, or any statutory preconditions to resignation under the relevant architectâ&#x20AC;&#x2122;s act.

Make sure that that you have proceeded in compliance with the termination clauses in the conditions of engagement.

make sure that that you have carried out the architectural services, up to the time of resignation, to the full extent and to the highest standard possible.

provide a fully detailed and comprehensive claim for your fees, to the date of resignation.

after payment put your resignation in writing, making sure to use cool calm and collected language that is attentive.

if payment is refused seek legal advice about how best to terminate your engagement and obtain payment.

CLASHES WITH PROFESSIONAL OBLIGATIONS

157

What does the AIA advise in relation to document retention, in case a dispute arises in relation to a project?

THE ORIGINALS & COPIES OF DRAWINGS & SCHEDULES

SIGNED CONTRACT DOCUMENTS

158

SPECIFICATIONS

‘AS BUILT’ DRAWINGS

DOCUMENTS SUBMITTED & STAMPED FOR BUILDING OR STATUTORY PURPOSES

CORRESPONDENCE

CONSTRUCTION CONTRACT DOCUMENTS

ADMINISTRATION RECORDS

How can the AIA Client and Architect Agreement help you to manage risk in this situation?

A client architect agreement is a contractual form that states in writing exactly what the client is asking from the architect [in terms of architectural services], what the architect is asking from the client [in terms of direction and financial payment], the obligations and responsibilities of each party, what each partyâ&#x20AC;&#x2122;s legal and moral rights and liabilities are, and what happens in the event of unforeseen circumstances. A client architect agreement should be put in place before commencing any architectural services with the client in order to create clarity, and thus, mitigate risks.

159

REFERENCES 161

HOMEWORK TASKS • Colm. [2013]. A hoard of 16th and 17th century children’s toys, Irish Archaeology. Retrieved from: http://irisharchaeology.ie/2013/02/ahoard-of-16th-and-17th-century-childrens-toys/ • Pugs4life. [2019]. Crolly Dolls, Ask about Ireland. Retrieved from: http://www.askaboutireland.ie/learning-zone/primary-students/ looking-at-places/donegal/home-life-in-donegal/games-and-toys/ crolly-dolls/ • Totally Irish Gifts. [2015]. Have You Ever Played the Old Irish Game of ‘Rings’?, The Wild Geese. Retrieved from: https://thewildgeese. irish/profiles/blogs/have-you-ever-played-the-old-irish-game-ofrings • Walker D. [2014]. Brandub, Hnefatafl - the Game of the Vikings. Retrieved from: http://tafl.cyningstan.com/page/171/brandub • BRANCH STUDIO ARCHITECTS. [2020]. Retrieved from: http:// branchstudioarchitects.com/ • Conkers. [2020]. Wikipedia. Retrieved from: https://en.wikipedia. org/wiki/Conkers • Fabian De Rango Architects. [2020]. https://fade.net.au/ • History of Rocking Horses. [2020]. Stevenson Brothers. Retrieved from: https://www.stevensonbros.com/history-of-rocking-horses • Hurling. [2020]. Wikipedia. Retrieved from: https://en.wikipedia.org/ wiki/Hurling

162

• Rugby Football. [2020]. Wikipedia. Retrieved from: https:// en.wikipedia.org/wiki/Rugby_football • Sindy. [2020]. Wikipedia. Retrieved from: https://en.wikipedia.org/ wiki/Sindy • Tafl games. [2020]. Wikipedia. Retrieved from: https://en.wikipedia. org/wiki/Tafl_games • Wolveridge Architects. [2020]. Retrieved from: https://wolveridge. com.au/

163

NEWS ARTICLES • Booker C. [2020, June 1]. Could we save Melbourne’s restaurants by allowing them to use public spaces?, The Age. Retrieved from: https://www.theage.com.au/national/victoria/could-we-savemelbourne-s-restaurants-by-allowing-them-to-use-public-spaces20200529-p54xpd.html • Editorial Desk AAU. [2020, March 30]. Second survey of COVID-19 effects on architecture practices launched, ArchitectureAU. Retrieved from: https://architectureau.com/articles/second-survey-of-covid-19effects-on-architecture-practices-launched/ • Editorial Desk AAU. [2020, April 1]. Should construction sites be shut down in a pandemic?, ArchitectureAU. Retrieved from: https:// architectureau.com/articles/should-construction-sites-be-shutdownin-a-pandemic/ • Editorial Desk AAU. [2020, April 3]. More than $5 billion of work cancelled, survey reveals, ArchitectureAU. Retrieved from: https:// architectureau.com/articles/more-than-5-billion-worth-of-workcancelled-survey-reveals/ • Editorial Desk AAU. [2020, April 9]. Liminal, Snøhetta and Rush Wright project at Hobart’s Cascades Female Factory progresses, ArchitectureAU. Retrieved from: https://architectureau.com/articles/ liminal-and-snohetta-project-at-hobarts-cascades-female-factoryprogresses/

164

• Editorial Desk AAU. [2020, April 14]. Planning rules amended to support construction sector, ArchitectureAU. Retrieved from: https:// architectureau.com/articles/planning-rules-amended-to-supportconstruciton-sector/ • Editorial Desk AAU. [2020, April 20]. DIA survey reveals COVID-19 pain, ArchitectureAU. Retrieved from: https://architectureau.com/ articles/dia-survey-reveals-covid-19-pain/ • Hernandez D. [2020, May 6]. Architects, not Architecture: Mario Botta, Arch Daily. Retrieved from: https://www.archdaily.com/938836/ architects-not-architecture-mario-botta• Samuel F. [2020]. So you’re about to graduate into a global depression?, Building Design. Retrieved from: https://www.bdonline.co.uk/opinion/so-youre-aboutto-graduate-into-a-global-depression/5105737.article • Jessel E. [2020, March 6]. ‘Architects don’t approve drawings’: Studio E associate denies signing off cladding, Architects’ Journal. Retrieved from: https://www.architectsjournal.co.uk/news/architectsdont-approve-drawings-studio-e-associate-denies-signing-offcladding/10046544.article • Knight B. [2020, May 27]. Does playing The Sims make you an architect?, UNSW Sydney: Newsroom. Retrieved from: https:// newsroom.unsw.edu.au/news/art-architecture-design/does-playingsims-make-you-architect • Mueller S. [2020, April 30]. Column: Which cloud architecture might be right for me?, NewscastStudio. Retrieved from: https://www. newscaststudio.com/2020/04/30/cloud-architecture-broadcastersmedia/

â&#x20AC;˘ Walsh N P. [2020, March 26]. When architecture can fight loneliness, Architecture & Design. Retrieved from: https://www. architectureanddesign.com.au/news/architecture-fights-loneliness# â&#x20AC;˘ Walsh N P. [2020, April 3]. Tips for Architects Working At Home During COVID-19, Arch Daily. Retrieved from: https://www.archdaily. com/936082/tips-for-architects-working-at-home-during-covid-19

165

ASSIGNMENT 01 • AACA. [2018]. Industry Profile: THE PROFESSION OF ARCHITECTURE IN AUSTRALIA, Board of Architects of Queensland. Retrieved from: https://www.boaq.qld.gov.au/images/Documents/ industry.pdf • Acop J P. [2020]. PESTLE Analysis Cheat Sheet, Pinterest. Retrieved from: https://www.pinterest.ca/pin/690528555343415071/ • Aikin J. [2015]. TRENDS IN ARCHITECTURE MARKETING IN 2016, Web Canopy Studio. Retrieved from: https://www.webcanopystudio. com/blog/trends-in-architecture-marketing-in-2016 • Albertspijkers. [2017]. Architect Persona’s & Architecture – Demystified, LinkedIn Slideshare. Retrieved from: https://www. slideshare.net/albertspijkers/architect-personas-architecturedemystified • American Institute of Architects. [2020]. DESIGN DIRECTOR - Architecture job, Lensa. Retrieved from: https:// lensa.com/design-director-architecture-jobs/columbus/ jd/6dcaf9f96a0b7a2221d4a77c1323fe19 • Architizer Editors. [2017]. Everything Architects Love (And Hate) About Specifying, Architizer, Inc. Retrieved from: https://architizer. com/blog/for-manufacturers/identifying-the-architect-persona/ • Arriesgado A. [2019]. The Best Slide Transitions And Animations For Your Business Presentations, Present Better. Retrieved from: https://24slides.com/presentbetter/slide-transitions-animations/

166

• Ashworth S. [2019]. Melonie Bayl-Smith, ACA. Retrieved from: https://aca.org.au/article/melonie-bayl-smith • Balasubramaniam G. [2020]. Business Architect in a Big Data Era, BAInstitute.org. Retrieved from: https://www.bainstitute.org/ resources/articles/business-architect-big-data-era • Bleby M. [2017]. HIA Housing 100: The biggest home builders in the biggest housing boom, Financial Review. Retrieved from: https://www. afr.com/property/hia-housing-100-the-biggest-home-builders-in-thebiggest-housing-boom-20170918-gyjv3n • BPSM Architects. [2020]. METHODOLOGY AND PROCESS, BPSM Pty Ltd. Retrieved from: https://www.bpsm.com.au/about/ methodology_process/ • Campbell P. [2020]. PRICING STRATEGY GUIDE: THE BEST PRICING STRATEGIES WITH EXAMPLES, Price Intelligently. Retrieved from: https://www.priceintelligently.com/blog/bid/163986/ a-complete-guide-to-pricing-strategy • Colbert B. [2014]. 5 Key Components of a Successful Enterprise Architecture Function, Salesforce blog. Retrieved from: https://www. salesforce.com/blog/2014/08/enterprise-architecture-function.html • Cole Z. [2017]. Enterprise Architecture, Data Architecture and Business Process Architecture – Better Together, erwin. Retrieved from: https://erwin.com/blog/enterprise-architecture-dataarchitecture-and-business-process-architecture/

• Creately Templates. [2020]. PEST Analysis Example ( Block Diagram), Creately. Retrieved from: https://creately.com/diagram/ example/gsx1cnem5/PEST+Analysis+Example • Dennis A L. [2018]. Data Modeling vs. Data Architecture, Dataversity. Retrieved from: https://www.dataversity.net/datamodeling-vs-data-architecture/# • Di Mase A. [2014]. Architectural Fees: what, how and where to..., ACA. Retrieved from: https://aca.org.au/article/architectural-feeswhat-how-and-where-to-294 • Do B & Lambert D. [2014]. Optimize Your Customer Journeys Using Personas and Business, Iris Business Architect. Retrieved from: https://community.biz-architect.com/about-ba/optimize-yourcustomer-journeys-using-personas-and-business-architecture/

• Forbes Agency Council. [2017]. Creating A User Persona? Do These 15 Things First, Forbes. Retrieved from: https://www.forbes.com/ sites/forbesagencycouncil/2017/06/12/creating-a-user-persona-dothese-15-things-first/#6a236a9c5b7c • Goddard P. [2017]. 7 Keys to Creating Winning Enterprise-level Personas, tandemseven. Retrieved from: https://www.tandemseven. com/experience-design/create-winning-enterprise-user-customerpersonas/ Grid Architecture. [2020]. Grid Architecture Team Structure, Pacific Northwest National Laboratory. Retrieved from: https:// gridarchitecture.pnnl.gov/media/methods/Architecture%20Team%20 Structure.pdf

• Editorial Staff. [2017]. What it means to be the design director of an international architecture studio?, design wanted. Retrieved from: https://designwanted.com/architecture/design-director-rmjm/

• Haddad F D. [2018]. The Importance of Understanding How Philanthropic Married Couples Make Giving Decisions, NonProfitPro. Retrieved from: https://www.nonprofitpro.com/post/the-importanceof-understanding-how-philanthropic-married-couples-make-givingdecisions/

• Edwards S. [2011]. Vernacular Architecture and the 21st Century, Arch Daily. Retrieved from: https://www.archdaily.com/155224/ vernacular-architecture-and-the-21st-century

• Hobcraft P. [2013]. Knowing the Value within your Business Model is vital, Business Model Innovation. Retrieved from: https://blog. business-model-innovation.com/tag/value-architecture/

• Facilities & Operations: Architecture, Engineering and Construction. [2020]. Organisation Chart, University of Michigan. Retrieved from: https://umaec.umich.edu/about-us/org-chart/

• Higgins C. [2018]. Is Regulation the Answer to Fee Madness?, ACA. Retrieved from: https://aca.org.au/article/is-regulation-the-answerto-fee-madness

167

ASSIGNMENT 01 • i3 Technologies, Inc. [2013]. Business Architecture and Enterprise Planning, LinkedIn SlideShare. Retrieved from: https://www. slideshare.net/badarjee/business-architecture-and-enterpriseplanning • Karnes KC. [2019]. What Is Enterprise Architecture (EA)?, Clever Tap. Retrieved from: https://clevertap.com/blog/enterprisearchitecture/ • Kempthorne R. [2020]. 2020 How much does it cost to hire an architect?, Hi Pages. Retrieved from: https://hipages.com.au/article/ how_much_does_it_cost_to_hire_an_architect

168

• Lankhorst M. [2017]. The Business Architect’s Toolbox: Organization Mapping, BIZZDESIGN MEDIA. Retrieved from: https://bizzdesign. com/blog/the-business-architects-toolbox-organization-mapping/ • LiveTiles. [2016]. Managing Millennials in the Workplace for Fun and Profit, LiveTiles. Retrieved from: https://www.livetiles.nyc/ managing-millennials-workplace-fun-profit • Malapati R. [2016]. Specification By Example- SBE, Tester’s-tales. Retrieved from: https://testertales.wordpress.com/2016/04/07/ specification-by-example-sbe/

• Knight M. [2017]. What is Data Governance?, Dataversity. Retrieved from: https://www.dataversity.net/what-is-data-governance/

• Marrins K. [2018]. How and why to create personas for your charity, lightful. Retrieved from: https://www.lightful.com/blog/strategy/howand-why-to-create-personas-for-your-charity/

• Kris Kowalski Architects. [2020]. Project Flowchart, Kowalksi Architects. Retrieved from: https://www.kriskowalski.com.au/projectflowchart

• Meng M. [2016]. 5 ELEMENTS OF ORGANIZATIONAL STRUCTURE DESIGN, Org Chart. Retrieved from: https://www. orgcharting.com/elements-organizational-structure/

• Kuehn W. 2017. Designing an Effective Business Architecture Team, BAInstitute.org. Retrieved from: https://www.bainstitute.org/ resources/articles/designing-effective-business-architecture-team

• Meyer-Delius H. [2015]. The power behind brand archetypes (+ infographic), print some. Retrieved from: https://blog.printsome.com/ the-power-behind-brand-archetypes-infographic/

• Lambert D. [2019]. Customer Journeys, Personas and Business Architecture, Iris Business Architect. Retrieved from: https:// biz-architect.com/customer-journeys-personas-and-businessarchitecture/

• Milne S. [2017]. HOW TO SELL TO ARCHITECTS AND DESIGNERS: UNDERSTANDING & DEVELOPING THE ARCHITECT PERSONA, epiphany. Retrieved from: https://www.epiphany-studio. com/-blog/2017/02/15/how-to-sell-to-architects-and-designersunderstanding-developing-the-architect-persona

• Motley I. [2019]. The No. 1 Mistake Architects Make With Design Fees, ACA. Retrieved from: https://aca.org.au/article/the-no-1mistake-architects-make-with-their-design-fees • Multiplex. [2017]. ABOUT MULTIPLEX, Brookfield Company. Retrieved from: https://www.multiplex.global/company/about/aboutmultiplex/ • Paprika. [2018]. “Vernacular” In Practice: Questions for Architects, Yale. Retrieved from: https://yalepaprika.com/articles/vernacular-inpractice-questions-for-architects/ • Kern A P. [2014]. Implementation of an integrated management system into a small building company, ResearchGate. Retrieved from: https://www.researchgate.net/publication/273476361_ Implementation_of_an_integrated_management_system_into_a_ small_building_company • PHILLIPS DAVIES SINGLETON OAKLEY. [2015]. PESTEL / SWOT Analysis, PDSO Architects. Retrieved from: https://pdsoarchitects. wordpress.com/pestel-swot/ • Pilar Rodríguez Córdoba M. [2015]. Corporate social responsibility and the EFQM excellence model as a frame work for integration of management systems in organizations Corporate social responsibility and the EFQM excellence model as a frame work for integration of management systems in organizations: Figure 4, ResearchGate. Retrieved from: https://www.researchgate.net/figure/QMS-QualityManagement-System-EMS-Environmental-Management-SystemOHMS-Occupational_fig4_280716866

• realestateview.com.au. [2018]. How much does an architect cost in Australia in 2019?, Realestate View. Retrieved from: https://www. realestateview.com.au/advice/renovating/how-much-does-anarchitect-cost-in-australia-2019/ • Real IRM Solutions. [2016]. Approaches to Business Architecture, The Open Group. Retrieved from: https://opengroup.co.za/sites/ default/files/presentations/Approaches%20to%20Business%20 Architecture.pdf • Riani A. [2020]. 91 Startup Terms Every Entrepreneur Should Know, Abdoriani. Retrieved from: https://abdoriani.com/91-startup-termsevery-entrepreneur-should-know/ Russo M. [2017]. How to Align Your Firm with Client Needs, THE JOURNAL OF THE AMERICAN INSTITUTE OF ARCHITECTS. Retrieved from: https://www.architectmagazine.com/aia-architect/ aiafeature/how-to-align-your-firm-with-client-needs_o • Salau A. [2018]. Customer-Centric Implementations In CRM, CRMNigeria. Retrieved from: https://crmnigeria.com/customercentric-implementatiion-in-crm/#.Xs4c4WgzZPY • Samandi V. [2020]. WMS Architecture Diagram ( Block Diagram), Creately. Retrieved from: https://creately.com/diagram/example/ iiy8orhp2/WMS%20Architecture%20Diagram • Sears E. [2020]. Finally! A Clear and Proven Marketing Plan for an Architecture Firm, Architect Marketing Institute. Retrieved from: https://archmarketing.org/architect-marketing-flowchart/

169

ASSIGNMENT 01 • SNC-Lavalin. [2019]. Architecture Practice Director, SNCLavalin Group. Retrieved from: https://careers.snclavalin.com/job/ architecture-practice-director-in-alexandria-jid-3416# • Svala H. [2020]. Architecture Firm Business Plan, BPlans. Retrieved from: https://www.bplans.com/architecture_firm_business_plan/ executive_summary_fc.php •Timely. [2018]. Time tracking for architects, Memory AS. Retrieved from: https://memory.ai/timely-blog/time-tracking-for-architects • TOGAF. [2018]. 5. Preliminary Phase, The Open Group. Retrieved from: https://pubs.opengroup.org/architecture/togaf9-doc/arch/ chap05.html • Usability.gov. [2020]. Personas, U.S. Department of Health & Human Services. Retrieved from: https://www.usability.gov/how-to-andtools/methods/personas.html • Walker G. [2020]. What’s it really like to be an architect?, Deakin University. Retrieved from: https://this.deakin.edu.au/career/how-tomake-a-good-impression-at-your-new-job • Wall B. [2019]. Value Exchange, 5dvalue. Retrieved from: https://5dvalue.com/5-dimensions-of-value/value-exchange/ • Williams Z. [2020]. Marketing to Architects: The Definitive Guide to Selling Architects, Venveo. Retrieved from: https://www.venveo.com/ blog/marketing-to-architects#chapter-1

170

• Wojcik R. [2019]. CUSTOMER PROFILES, PERSONAS AND BUYER’S JOURNEYS: WHAT TO KNOW AND HOW TO BUILD THEM, digital current. Retrieved from: https://www.digitalcurrent. com/blog/customer-profiles-and-buyer-personas-defined/ • Xtensio. [2020]. How To: Create A User Persona, Xtensio.Retrieved from: https://xtensio.com/how-to-create-a-persona/ • Architectural Company Hierarchy. [2018]. Hierarchy Structure. Retrieved from: https://www.hierarchystructure.com/architecturalcompany-hierarchy/ • ARCHITECT: JOB DESCRIPTION. [2019]. Target Jobs. Retrieved from: https://targetjobs.co.uk/careers-advice/jobdescriptions/277573-architect-job-description • Architectural Manager Job Description Writing and Posting in 3 Easy Steps. [2020]. LiveCareer. Retrieved from: https://www.livecareer. com/job-description/examples/architecture/manager • Architectural Project Manager: Job Description, Duties and Requirements. [2019]. Study.com. Retrieved from: https://study.com/ articles/Architectural_Project_Manager_Job_Description_Duties_and_ Requirements.html • Business Architecture Components. [2015]. Capstera. Retrieved from: https://www.capstera.com/business-architecture-components/ • Business Architecture Value Proposition. [2015]. Capstera. Retrieved from: https://www.capstera.com/business-architecture-valueproposition/

• Business Architecture Framework. [2020]. EA Learning. Retrieved from: https://www.ealearning.com/info-centre/business-architectureframework.html • Element / Network Management System. [unknown]. EMS / NMS Solutions. Retrieved from: http://www.ems-info.synthasite.com/ • Enterprise Architecture Director. [2020]. Salary.com. Retrieved from: https://www.salary.com/research/job-description/benchmark/ enterprise-architecture-director-job-description • List of Words that Describe Behavior. [2020]. Your Dictionary. Retrieved from: https://grammar.yourdictionary.com/word-lists/listof-words-that-describe-behavior.html • Management Structure. [2020]. Sparx Systems. Retrieved from: https://sparxsystems.com/enterprise_architect_user_guide/15.1/ guidebooks/ea_management_structure.html • Professor Salaries in Australia. [2020]. Indeed. Retrieved from: https://au.indeed.com/salaries/professor-Salaries • What is an Integrated Management System?. [2020]. Integrated Standard Store. Retrieved from: https://integrated-standards.com/ articles/what-is-integrated-management-system/

171

ASSIGNMENT 02 • ABLIS. [2020]. Guided Search, Australian Government. Retrieved from: https://ablis.business.gov.au/ • Architects Accreditation Council of Australia. [2018]. Regulation of the Architectural Profession: A Summary of Australian State and Territory Legislation, AACA. Retrieved from https://www.aaca.org.au/ wp-content/uploads/Regulation-of-the-Architect-Profession-withinAustralia.pdf • Allianz. [2020]. Small Business Insurance for Architects. Retrieved from: https://www.allianz.com.au/business/small-businessinsurance-for-architects • Andrew Nock Valuers. [2019]. Building Cost Calculator / Indicative Guide, Risk Coach Calculators. Retrieved from: https://www.lmigroup. com/RiskCoachCalculators/building-cost-calculator • Australian Institute of Architects. [2011]. GST - retainers, fees and charges, Acumen Practice Notes. Retrieved from: https://acumen. architecture.com.au/practice/legislation/goods-and-services-tax-gst/ gst---retainers-fees-and-charges/ • ASIC. [2019]. Schedules of corporations fees, Australian Government. Retrieved from: https://asic.gov.au/for-business/ payments-fees-and-invoices/asic-fees/schedules-of-corporationsfees/

172

• ASIC. [2019]. Starting a Company, Australian Government. Retrieved from: https://asic.gov.au/for-business/payments-fees-and-invoices/ asic-fees/fees-for-commonly-lodged-documents/starting-acompany/ • Australian Taxation Office. [2019]. Building and construction services, Australian Government. Retrieved from: https://www.ato.gov. au/business/reports-and-returns/taxable-payments-annual-report/ work-out-if-you-need-to-report/building-and-construction-services/ • Australian Taxation Office. [2019]. Business activity statements (BAS), Australian Government. Retrieved from: https://www.ato.gov. au/Business/Business-activity-statements-(BAS)/ • Australian Taxation Office. [2017]. Certain start-up expenses immediately deductible, Australian Government. Retrieved from: https://www.ato.gov.au/individuals/tax-return/2017/in-detail/ publications/guide-to-depreciating-assets-2017/?page=19#Certain_ start_up_expenses_immediately_deductible • Australian Taxation Office. [2019]. Changes to company tax rates, Australian Government. Retrieved from: https://www.ato.gov.au/ rates/changes-to-company-tax-rates/ • Australian Taxation Office. [2019]. Common Entertainment Scenarios, Australian Government. Retrieved from: https://www. ato.gov.au/general/fringe-benefits-tax-(fbt)/in-detail/fbt-andentertainment-for-small-business/?page=6 • Australian Taxation Office. [2020]. Examples of business registrations, Australian Government. Retrieved from: https://www. ato.gov.au/business/registration/work-out-which-registrations-youneed/examples-of-business-registrations/

• Australian Taxation Office. [2020]. Finalising your Single Touch Payroll Data, Australian Government. Retrieved from: https://www. ato.gov.au/Business/Single-Touch-Payroll/In-detail/Single-TouchPayroll-employer-reporting-guidelines/?page=7#Finalising_your_ Single_Touch_Payroll_data • Australian Taxation Office. [2017]. Fringe benefits tax (FBT), Australian Government. Retrieved from: https://www.ato.gov.au/ General/Fringe-benefits-tax-(FBT)/

• Australian Taxation Office. [2018]. GST and motor vehicles, Australian Government. Retrieved from: https://www.ato.gov.au/ Business/GST/In-detail/Your-industry/Motor-vehicle-and-transport/ GST-and-motor-vehicles/ • Australian Taxation Office. [2019]. How much you need to pay, Australian Government. Retrieved from: https://www.ato.gov.au/general/payg-instalments/how-much-you-need-to-pay/?anchor=Whocanpayusingtheinstalmentamount#Whocanpayusingtheinstalmentamount

• Australian Taxation Office. [2016]. Fringe benefits tax and Christmas parties, Australian Government. Retrieved from: https://www.ato.gov. au/General/Fringe-benefits-tax-(FBT)/In-detail/FBT-and-Christmasparties/

• Australian Taxation Office. [2019]. PAYG Instalments, Australian Government. Retrieved from: https://www.ato.gov.au/general/payginstalments/

• Australian Taxation Office. [2020]. Fringe benefits tax - a guide for employers: Chapter 1-21, Australian Government. Retrieved from: https://www.ato.gov.au/law/view/document?DocNum=0210000063& PiT=99991231235958&FullDocument=true

• Australian Taxation Office. [2019]. Reporting Fringe Benefits, Australian Government. Retrieved from: https://www.ato.gov.au/ General/Fringe-benefits-tax-(FBT)/Reporting,-lodging-and-payingFBT/Reportable-fringe-benefits/

• Australian Taxation Office. [2017]. Goods and services tax, Australian Government. Retrieved from: https://www.ato.gov. au/Business/International-tax-for-business/In-detail/TransTasman-rules/Comparing-the-New-Zealand-and-Australian-taxsystem/?page=3

• Australian Taxation Office. [2017]. Small Business Entities, Australian Government. Retrieved from: https://www.ato.gov.au/ Individuals/Tax-return/2017/In-detail/Publications/Deductions-forprepaid-expenses-2017/?page=5#Summary_of_rules_including_ the_12_month_rule

• EAustralian Taxation Office. [2020]. Goods and services tax (GST), Australian Government. Retrieved from: https://www.ato.gov.au/ business/business-activity-statements-(bas)/goods-and-servicestax-(gst)/

• Australian Taxation Office. [2019]. Tax Invoices, Australian Government. Retrieved from: https://www.ato.gov.au/business/gst/ Tax-invoices/

173

ASSIGNMENT 02 • Australian Taxation Office. [2019]. When you cannot claim a GST credit, Australian Government. Retrieved from: https://www.ato.gov. au/business/gst/claiming-gst-credits/when-you-cannot-claim-a-gstcredit/ • Australian Taxation Office. [2019]. Work-related portable electronic device exemption, Australian Government. Retrieved from: https:// www.ato.gov.au/general/fringe-benefits-tax-%28fbt%29/in-detail/ getting-started/fbt-for-small-business/?page=22#Work_related_ portable_electronic_device_exemption • Barry E. [2020]. Five types of small business loans that don’t need security, Finder. Retrieved from: https://www.finder.com.au/smallbusiness-loans-no-security • Budget Direct Home Insurance. [2019]. The cost to build a house in 2019, Budget Direct. Retrieved from: https://www.budgetdirect.com. au/blog/cost-to-build-a-house.html • Business.gov.au. [2020]. Legal Essentials for Business, Australian Government. Retrieved from: https://www.business.gov.au/Planning/ New-businesses/Legal-essentials-for-business • Business.gov.au. [2019]. Managing your business inventory, Australian Government. Retrieved from: https://www.business.gov. au/Products-and-services/Inventory-management/Managing-yourbusiness-inventory

174

• Business.gov.au. [2019]. Pay as you go (PAYG) instalments, Australian Government. Retrieved from: https://www.business.gov.au/ Finance/Taxation/Pay-as-you-go-PAYG-instalments • Business.gov.au. [2019]. Payroll Tax, Australian Government. Retrieved from: https://www.business.gov.au/Finance/Taxation/ Payroll-tax • Business.gov.au. [2019]. Register a Company, Australian Government. Retrieved from: https://www.business.gov.au/ Registrations/Register-a-company • Business.gov.au. [2019]. Tax differences between a sole trader and a company, Australian Government. Retrieved from: https://www. business.gov.au/Change-and-growth/Restructuring/Tax-differencesbetween-a-sole-trader-and-a-company • Business.gov.au. [2019]. Tax Registration of your Business, Australian Government. Retrieved from: https://www.business.gov.au/ registrations/register-for-taxes/tax-registration-for-your-business • Business Registration Service. [2020]. Before you get Started, Australian Government. Retrieved from: https://register.business.gov. au/registration/type • By Authority of Victorian Government Printer. [2019]. Workplace Injury Rehabilitation and Compensation Act 2013. Retrieved from: https://www.worksafe.vic.gov.au/industry-rates-and-key-dates • Cagara B. [2018]. A Guide on different types of Business Consultants, Consultants 500. Retrieved from: https://www.blog. consultants500.com/professional-services-in-general/guide-differenttypes-business-consultants/

• Clements & Bass. [2010]. Relating Business Goals to Architecturally Significant Requirements for Software Systems, Softwares Engineering Institute. Retrieved from: https://resources.sei.cmu.edu/ asset_files/TechnicalNote/2010_004_001_15179.pdf • CGU. [2020] Who needs a worker’s compensation policy?. Retrieved from: https://www.cgu.com.au/business/workerscompensation/vic/for-employers/tools-and-resources/your-policy • Employeepedia. [2017]. Employee Performance Goals Sample: Senior Architectural Designer, Employeepedia.com. Retrieved from: https://www.employeepedia.com/employee-appraisals/performancegoals/5937-employee-performance-goals-sample-seniorarchitectural-designer • Enterprise Architecture Center of Excellence. [2020]. Enterprise Architect Job Description, EACOE. Retrieved from: https://www.eacoe. org/blog/enterprisearchitectjob • Entrepreneur Staff. 2020. Business Structure Basics, Entrepreneur. Retrieved from: https://www.entrepreneur.com/article/75118 • EPA Victoria. [2020]. Acts administered by EPA, Victorian State Government. Retrieved from: https://ref.epa.vic.gov.au/about-us/ legislation/acts-administered-by-epa#EPAct • Freshbooks. [2020]. What Legal Requirements Are Needed to Start a Business? 8 Tips for Startups, Freshbooks cloud accounting. Retrieved from: https://www.freshbooks.com/hub/startup/startingsmall-business-legal-requirements

• Haut A. [2017]. Business Structures - Partnerships, U.S. Small Business Administration. Retrieved from: https://www.sba.gov/ offices/district/nd/fargo/resources/business-structures-partnerships • Home Loan Experts. [2017]. Business Loans, Dargan Financial Discretionary Trust. Retrieved from: https://www.homeloanexperts. com.au/business-loans/ • Infrastructure Planning Delivery. [2016]. Feasibility study process. Retrieved from: http://www.capital.health.vic.gov.au/Planning_and_ evaluation/Feasibility_study/Process/ • Joseph C. [2019]. Examples of Business Goals & Objectives, Chron. Retrieved from: https://smallbusiness.chron.com/examples-businessgoals-objectives-4698.html • Kuligowski K. [2020]. Changing your business structure may seem daunting, but it is possible, Business.com. Retrieved from: https:// www.business.com/articles/change-your-business-structure/?_ ga=2.57273706.1961120395.1586926317-805036528.1586926317 • LePage M R. [2019]. How to Write a Business Plan for Your Architecture Firm in 60 Minutes or Less, EntreArchitect. Retrieved from: https://entrearchitect.com/2017/08/15/business-plan-forarchitects/ • Metropolitan Planning Strategy. [2017]. Plan Melbourne 2017-2050. Retrieved from: https://www.planmelbourne.vic.gov.au/ • Munro A. [2020]. Workers Compensation in Victoria, Finder. Retrieved from: https://www.finder.com.au/workers-compensationvictoria#102

175

ASSIGNMENT 02 • Nevogt D. [2019]. Business Goals for Startups: What You Need to Know [With Examples], Hubstaff Blog. Retrieved from: https://blog. hubstaff.com/business-goals/ • Office Hub. [2020]. What is Coworking Office Space?, Office Hub. Retrieved from: https://www.office-hub.com.au/different-office-types/ coworking-space • Peterson, Jaret & Schenck. [2004]. Set Goals and Objectives in Your Business Plan, Dummies. Retrieved from: https://www.dummies. com/business/start-a-business/business-plans/set-goals-andobjectives-in-your-business-plan/ • Peterson, Jaret & Schenck. [2004]. 10 Ways to Fund Your Business Plan, Dummies. Retrieved from: https://www.dummies.com/ business/start-a-business/business-plans/10-ways-to-fund-yourbusiness-plan/ • Projex Group. [2015]. The checklist for starting a commercial business, Architecture & Design. Retrieved from: https://www. architectureanddesign.com.au/suppliers/projex-group-1/thechecklist-for-starting-a-commercial-business# • Rehman A. [2020]. The key factor behind the success of a Startup business is a great Team, ClearHouse Accountants. Retrieved from: https://chacc.co.uk/startup-blog/how-effective-teams-help-buildgreat-startups/

176

• Rosenberg & Philipp. [2020]. Lennox Street Richmond, VIC, 3121, Office Hub. Retrieved from: https://www.office-hub.com.au/ listings/30-person-coworking-office-lennox-street-richmond-vic3121-a0t1N00000HqN3zQAF#location • Payscale. [2020]. Salary Data & Career Research Center (Australia), Payscale, Inc. Retrieved from: https://www.payscale.com/research/ AU/Country=Australia/Salary • Planned Cover. [2020]. Architects Professional Indemnity Insurance. Retrieved from: https://www.plannedcover.com.au/insurance/ professional-indemnity-insurance/architects-professional-indemnityinsurance/ • Pearson T. [2016]. The small business sector in Australia, Australian Bankers’ Association Inc. Retrieved from: https://www.ausbanking. org.au/wp-content/uploads/2019/05/ABA-126420_Economic_ Report__Small_business_sector_in_Australia_-_May16.pdf • Peek S. [2019]. The Do’s and Don’ts of Writing a Great Business Plan, Business News Daily. Retrieved from: https://www. businessnewsdaily.com/4533-business-plan-outline.html • Post J. [2018]. Free Business Plan Templates for Startups, Business News Daily. Retrieved from: https://www.businessnewsdaily. com/5067-free-business-templates-word-pdf.html • Shepherd M. [2020]. Average Small Business Loan Amounts, Broken Down and Explained, fundera. Retrieved from: https://www. fundera.com/business-loans/guides/average-small-business-loanamount

• Solley C. [2016]. Work Health and Safety: Some Considerations for Architects and Designers, Thynne & McCartney. Retrieved from: https://www.thymac.com.au/wp-content/uploads/2016/10/CLSWHS-Advice-to-Architects-Designers.pdf

• The Royal Australian Institute of Architects. [2001]. Australian Competition & Consumer commission. Retrieved from: https://www. accc.gov.au/system/files/public-registers/documents/D04%2B62703. pdf

• Song J. [2020]. Average Small Business Loan Amount in 2020: Across Banks and Alternative Lenders, ValuePenguin. Retrieved from: https://www.valuepenguin.com/average-small-business-loan-amount

• Trubka. R; Newman .P; Bilsborough .D. [2010] The costs of urban sprawl - infrastructure and transportation. Retrieved from: https:// www.crcsi.com.au/assets/Resources/b6e1625f-d90b-433d-945a6afeff2e42f6.pdf

• Spacey J. [2019]. 44 Examples of Performance Goals, Simplicable. Retrieved from: https://simplicable.com/new/performance-goals • State Government Victoria. [2014]. Hume Regional Growth Plan. Retrieved from: https://www.planning.vic.gov.au/policy-and-strategy/ regional-growth-plans/hume-regional-growth-plan • State Revenue Office. [2020]. Payroll Tax - frequently asked questions, Victorian State Government. Retrieved from: https://www. sro.vic.gov.au/payrolltaxFAQs • State Revenue Office Victoria. [2020]. Payroll tax rates from 1 July 2019 to 30 June 2020, Victoria State Government. Retrieved from: https://www.sro.vic.gov.au/payroll-tax-current-rates • Stowers J. & Staff. [2020]. How to Choose the Best Legal Structure for Your Business, Business News Daily. Retrieved from: https://www. businessnewsdaily.com/8163-choose-legal-business-structure.html • Stowers J. & Staff. [2020]. How to Start a Business: A Step-byStep Guide, Business News Daily. Retrieved from: https://www. businessnewsdaily.com/4686-how-to-start-a-business.html

• U.S. Small Business Administration. [2020]. Choose a Business Structure, SBA. Retrieved from: https://www.sba.gov/business-guide/ launch-your-business/choose-business-structure • Victorian Government. [2019]. Northern Metropolitan: The Victorian Budget 2019/20 invests in Northern Metropolitan. Retrieved from: https://www.budget.vic.gov.au/northern-metropolitan#strengtheningour-communities • Westpac. [2020]. Small Business Loans, Westpac Banking Corporation. Retrieved from: https://www.westpac.com.au/businessbanking/business-loans/small-business-loans/ • Wikipedia. [2020]. Professional Liability Insurance, Wikimedia. Retrieved from: https://en.wikipedia.org/wiki/Professional_liability_ insurance • Willot L. [2019]. Measurable Customer Service Goals with Examples, Customer Thermometer. Retrieved from: https://www. customerthermometer.com/customer-service/measurable-customerservice-goals-with-examples/

177

ASSIGNMENT 02 • Work Safe Victoria [2019]. Your WorkCover insurance: A guide for employers. Retrieved from: https://www.worksafe.vic.gov.au/ resources/your-workcover-insurance-guide-employers • Zipkin N. [2018]. 50 Easy Business and Personal Goals Everyone Should Be Doing This Year, Entrepreneur. Retrieved from: https:// www.entrepreneur.com/article/287869 • Coles Online for businesses. [2020]. Retrieved from: https://shop. coles.com.au/a/endeavour-hills/content/coles-online-for-business • Write your business plan. [2020]. U.S. Small Business Administration. Retrieved from: https://www.sba.gov/business-guide/ plan-your-business/write-your-business-plan • Officeworks for Business. [2020]. Retrieved from: https://www. officeworks.com.au/information/officeworks-for-business#/

178

179

ASSIGNMENT 03 • AACA. [2019]. Accredited Architecture Qualifications, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca. org.au/wp-content/uploads/Accredited-Architecturequalifications.pdf • AACA. [2020]. APEC Architect Criteria, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/apecarchitect-international-issues/apec-architect/apec-architect-criteria/ • AACA. [2020]. Architectural Practice Examination, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca. org.au/architectural-practice-examination/ • AACA. [2020]. Architectural Practice Examination: Part 1 – Logbook and Statement of Practical Experience, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/ architectural-practice-examination/ape-part-1-logbook-andstatement-ofpractical-experience/ • AACA. [2018]. Architectural Practice Examination: Procedure for Candidates, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/wp-content/uploads/ NSCAProcedure-for-AACA-APE-Candidates.pdf • AACA. [2020]. Architect Registration Boards, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca. org.au/links/ • AACA. [2015]. Australia’s Architecture Sector, Architects Accreditation Council of Australia. Retrieved from: http://comparison. aaca.org.au/industry-profile

180

• AACA. [2020]. National Program of Assessment: Competency based pathway to the Architectural Practice Examination, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca. org.au/national-program-of-assessment-npra/ • AACA. [2019]. National Program of Assessment: Guide for Applicants, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/wp-content/uploads/NPrAStage1Eligibility-Guide-for-Applicants.pdf • AACA. [2020]. National Program of Assessment (NPrA 26) 2020 Timetable, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/wp-content/uploads/NPrA-26202021-Timetable.pdf • AACA. [2020]. The National Standard of Competency for Architects, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/the-national-standard-ofcompetency-forarchitects/ • AACA. [2020]. The National Standard of Competency for Architects, Architects Accreditation Council of Australia. Retrieved from: https:// www.aaca.org.au/wp-content/uploads/NSCABriefing.pdf • AACA. [2020]. NRrA26 (2020) Timetable, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca.org.au/wpcontent/uploads/NPrA-26-2020-21-Timetable.pdf • AACA. [2020]. Overseas Qualification Assessment, Architects Accreditation Council of Australia. Retrieved from: https://www.aaca. org.au/overseas-qualifications-assessment/

• AACA. [2020]. Pathways to Registration as an Architect in Australia, Architects Accreditation Council of Australia. Retrieved from: https:// www.aaca.org.au/registration-as-an-architect/ • ACC. [2019]. An Introduction to Copyright inAustralia, Australian Copyright Council. Retrieved from: https://www.copyright.org.au/ ACC_Prod/ACC/Information_Sheets/An_Introduction_to_Copyright_ in _Australia.aspx?WebsiteKey=8a471e74-3f78-4994-9023316f0ecef4ef • ACC. [2019]. Design Objects and Copyright, Australian Copyright Council. Retrieved from: http://www.copyright.org.au/acc_prod/ ACC/Information_Sheets/Design_Objects_Copyright.aspx?W ebsiteKey=8a471e74-3f78-4994-9023-316f0ecef4ef • ACC. [2019]. House Plans & Copyright, Australian Copyright Council. Retrieved from: https://www.copyright.org.au/ACC_Prod/ACC/ Information_Sheets/House_Plans___Copyright.aspx • Australian Institute of Architects. [2017]. Australian Institute of Architects Code of Professional Conduct, Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/practice/ethics/ codes-of-conduct/the-australian-institute-ofarchitects-code-ofconduct/ • Australian Institute of Architects. [2011]. Client note: What are an architect’s moral rights?, Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/resources/clientinformationnotes/what-are-an-architects-moral-rights/

• Australian Institute of Architects. [2013]. Client note: Copyright in Architecture, Acumen Practice Notes. Retrieved from: https://acumen. architecture.com.au/resources/client-informationnotes/copyright-inarchitecture/ • Australian Institute of Architects. [2015]. Document Retention, Acumen Practice Notes. Retrieved from: https://acumen.architecture. com.au/practice/office-administration/archiving/documentretention/ • Australian Institute of Architects. [2015]. Ethics, Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/practice/ ethics/ • Australian Institute of Architects. [2019]. 2019 Client Architect Agreement (CAA2019), Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/globalassets/assetimport/files/ caa-2019/print-caa2019_user_guide.pdf • Australian Institute of Architects. [2019]. Information Guide to the Client on the 2019 Architect Agreement (CAA2019), Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/ globalassets/asset-import/files/caa-2019/printcaa2019_informationguide-to-the-client.pdf • Australian Institute of Architects. [2018]. Insurance, Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/ practice/risk-management-and-insurances/insurances/

181

ASSIGNMENT 03 • Australian Institute of Architects. [2016]. Limitation of Liability, Acumen Practice Notes. Retrieved from: https://acumen.architecture. com.au/practice/risk-management-and-insurances/architectsliability/ limitation-of-liability/ • Australian Institute of Architects. [2018b] Moral Rights, Acumen Practice Notes. Retrieved from: https://acumen.architecture.com.au/ practice/legislation/moral-rights/ • Architects Registration Board of Victoria. [2020]. About the Act, Victorian Government. Retrieved from: https://www.arbv.vic.gov.au/ for-architects/about-the-act/ • Architects Registration Board of Victoria. [2020]. Architects, Victorian Government. Retrieved from: https://www.arbv.vic.gov.au/ register/architects/ • Architects Registration Board of Victoria. [2016]. Architects Regulations 2015, Chief Parliamentary Counsel. Retrieved from: https://www.arbv.vic.gov.au/wpcontent/uploads/2016/11/Architects_ Regulations_2015.pdf • Architects Registration Board of Victoria. [2020]. Continuing Professional Development, Victorian Government. Retrieved from: https://www.arbv.vic.gov.au/for-architects/cpd/ • Architects Registration Board of Victoria. [2020]. CPD Framework, Victorian Government. Retrieved from: https://www.arbv.vic.gov.au/ for-architects/cpd/cpd-framework/

182

• Architects Registration Board of Victoria. [2020]. Frequently Asked Questions, Victorian Government. Retrieved from: https://www.arbv. vic.gov.au/for-architects/faqs-3/ • Architects Registration Board of Victoria. [2020]. Mutual Recognition, Victorian Government. Retrieved from: https://www.arbv. vic.gov.au/pathways-for-registration/mutual-recognition/ • Architects Registration Board of Victoria [2020]. Professional Indemnity Insurance, Victorian Government. Retrieved from: https:// www.arbv.vic.gov.au/for-architects/pi-insurance/ • Federal Register of Legislation. [2019]. Copyright Act 1968, Australian Government. Retrieved from: https://www.legislation.gov. au/Details/C2019C00042 • Hot Courses Abroad. [2020]. 10 institutions in Victoria offering Architecture courses, IDP Company. Retrieved from: https:// www.hotcoursesabroad.com/study/training-degrees/victoria/ architecturecourses/loc/2/cgory/c1-3/sin/ct/programs.html • Melbourne Polytechnic. [2020]. Bachelor of Built Environment, TAFE Victoria. Retrieved from: https://www.melbournepolytechnic.edu.au/ study/bachelor/built-environment/ • Shaw A. [2018]. I’m an Architect, How Do I Protect My Designs?, LegalVision. Retrieved from: https://legalvision.com.au/copyright-inarchitecture/ • Top Universities. [2020]. Architecture / Built Environment, QS Quacquarelli Symonds Limited. Retrieved from: https://www. topuniversities.com/university-rankings/university-subjectrankings/2019/architecture

• University of Melbourne. [2020]. Graduate Degree Pathway: How to Become an Architect. Retrieved from: https://study.unimelb.edu.au/ find/pathways/architect/ • Victorian Building Authority. [2020]. Appointing a Building Surveyor, State Government of Victoria. Retrieved from: https://www.vba.vic. gov.au/consumers/home-renovation-essentials/appointingbuildingsurveyor • Victorian Building Authority. [2020]. Planning and Building Permits, State Government of Victoria. Retrieved from: https://www.vba.vic.gov. au/consumers/home-renovation-essentials/permits • Victorian Current Acts. [1991]. Architects Act 1991, AustLii. Retrieved from: https://www.austlii.edu.au/cgi-bin/viewdb/au/legis/ vic/consol_act/aa1991117/ • Victorian Current Acts [2020]. Building Act 1993, AustLii. Retrieved from: http://www6.austlii.edu.au/cgi-bin/viewdb/au/legis/vic/consol_ act/ba199391/

183