Learning the ropes

CPD
It takes more than design skill to run your own practice. A business plan and all it entails make the difference between an expensive hobby and a solvent business, says Del Hossain

Do you have a business plan? Perhaps not. An RIBA survey of small practices and sole practitioners presented at November’s Guerrilla Tactics conference showed that of the 104 respondents who had begun their businesses in the last 6-24 months, only 15% had a formal business plan. The absence of a plan can be more detrimental than one realises and traditional self help business guides always ask: ‘If you don’t know where you are going then how will you know when you get there?’ This is not as trite as it sounds. Many practitioners have yet to fully embrace their status as business people as well as vocational professionals, and even if the vagaries of the economy make you reluctant to have a plan, it focuses the mind to do so. Organisations like the RIBA and Business Link can certainly help.

The government has recognised the need to support small business. It is planning a guarantee scheme of credit easing loans to help encourage businesses to innovate and to endeavour to move their businesses forward rather than allowing stagnation (www.bis.gov.uk). We hope to see the full impact of this in 2012, but in the meantime innovation and your own unique selling point should not be overlooked in your immediate business relationships.

Certain key elements will help you look professional. Once the client has selected your services, contracts are perhaps the first formal indication of your level of professionalism to your client. The terms of engagement and the scope of services with clear letters are essential communication from the outset.

There are also some soft skills in the core curriculum which can distinguish your service from that of any other ‘service provider’ – like it or not, as an architect that is what you are. The briefing is where the clear understanding has to begin. Don’t second guess anything just because you have worked on a number of similar projects before for other clients, you still have to fully engage with and draw out your client ; this after all is part of the experience of using your service.

Then the ‘client relationship management’ begins, so make prospective clients your allies or even friends – it breeds loyalty and makes for repeat business and strong recommendations. Dialogue flows through clear communication and reporting on progress while rapport and relationships build.

Quick, general CPD
Berrymans Lace and Mawer Solicitors offer an RIBA CPD providers network seminar, Getting Paid on Time. It aims to set out the commercial contractual and procedural requirements to ensure that you are paid for your work, and the legal procedures if payment is not forthcoming. Go to www.ribaonlinecpd.com.

The RIBA’s Good Practice Guides offer advice on this topic for effective self-directed informal CPD. Good examples are on financial management (Brian Pinder-Ayres) and starting a practice (Simon Foxell) – www.ribabookshops.com.

The British Library’s Business and Intellectual Property Centre offers support and advice on starting, running or growing your business. Users of this site will find a wealth of resources such as e-courses on intellectual property, business information and free industry guides. Go to: www.bl.uk/bipc/aboutus/index.html

In greater detail
External management will be covered with Michael Dunn, Rex Procter and Partners taking a look at JCT 2011. The first seminar took place in January in Gateshead and then nationally at 13 different venues across England and Wales. www.architecture.com

A two-hour guide to design management with Dale Sinclair takes place in Salisbury on 6 March and Truro on 29 March. Details from www.architecture.com

At advanced level
The RIBA Certificate in Construction Project Management brings together architects and other construction industry professionals and managers wanting to consolidate their existing qualifications and experience with specific project management training. Its intended outcome is a professional level of competence, personal confidence, and a demonstrable level of qualification. It focuses on effective techniques and procedures for meeting the client’s needs; avoiding problems and finding solutions; the culture of communication that makes this a practical possibility; and the systems and tools for the job. Details at www.johnstonandmather.com

Finally, we would all love a ‘client for life’ so it is time to get into action and focus on those relationships and make sure, most importantly, that your tools are constantly being sharpened so you can adapt to changing needs and know that there is plenty of support for you to improve your skills as you continue to reinforce the value of your practice this year.

Del Hossain is managing director of the Adrem Group and a member of the RIBA CPD committee