Raic Fee Guide 2019

A GUIDE TO
Determining Appropriate Fees for the Services of an Architect
A GUIDE TO |1
Determining Appropriate Fees

for the Services of an Architect
Royal Architectural Institute of Canada | RAIC.ORG

Copyright © 2019 by Royal Architectural Institute of Canada. All rights reserved.
Published by
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Editor: Donald Ardiel, MRAIC

Copy editor: Kristen Gagnon, MRAIC
Translator: France Jodoin, C. Tr.
Cover design and layout: Vicky Coulombe-Joyce
ISBN electronic book

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

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

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

Un guide aidant à déterminer les honoraires appropriés pour les services d’un architecte: 978-0-919424-78-4
First Edition published 2009

Second Edition published 2019
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Acknowledgements | 3
Acknowledgements
The Royal Architectural Institute of Canada expresses much thanks to the past and present members
of the RAIC Practice Support Committee. Their extensive knowledge of architectural practice,
dedication to professionalism, and unquestioning generosity, has made this document possible.
RAIC Practice Support Committee Members (2016, 2017, and 2018)
John Peterson, FRAIC, Chairperson

Rod Kirkwood, FRAIC, former Chairperson
James Anderson, MRAIC
Douglas Clancy, FRAIC
Lawrence Dressel, FRAIC
Ted DuArte, MRAIC
Pierre Gallant, FIRAC
François Hogue, FIRAC
Eric (Rick) MacEwen, FRAIC
Brian Oakley, FRAIC
Justin Saly, MRAIC
Joseph Zareski, MRAIC
Jon Hobbs, FRAIC, former RAIC Executive Director, laid the groundwork for the original document,
A Guide to Determining the Appropriate Fees for the Services of an Architect, making this 2nd Edition
possible. With much appreciation, thank you.
The RAIC is also thankful for input from the practice committees and practice advisors of the
provincial associations of architecture, particularly Charles (Chuck) Greenberg, FRAIC, and Allen
Humphries, FRAIC, of the Ontario Association of Architects. All of the comments provided have
been thoughtful and instructive.
Donald Ardiel, MRAIC, Editor
COVER IMAGE
MICHAL AND RENATA HORNSTEIN PAVILION FOR PEACE
Atelier TAG + Jodoin Lamarre Pratte architectes en consortium
Photo: Marc Cramer

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Table of Contents | 4
Table of Contents
Acknowledgements 3
Preface 7
The Value of the Architect 9

1 Architect’s Compensation 11
1.1 Methods of Compensation 11
1.1.1
Fixed Fee 11
1.1.2
Time Basis 11
1.1.3
Percentage-based Fee 12
1.1.3.1 Percentage-based Fee for Projects Using Building Information
Modeling (BIM) 14
1.1.3.2
Construction Costs 14
1.1.3.3 Percentage Fees and Basic Architectural Services 15
1.1.4 Range of Percentage Fees for Services 16
1.1.4.1 Range of Percentage Fees for Architectural Services Only
Without Engineering Fees for “Average” Projects 16
1.1.4.2 Range of Percentage Fees with Architectural and Basic
Engineering Fees for “Average”’ Projects 16
1.1.4.3 Notes for Fees Tables in 1.1.4.1 and 1.1.4.2 17
1.1.5
Other 17
1.1.6 Inflation Factor 17
1.2 Fee Adjustment Factors / Variables Affecting the Architect’s Fee 18
1.2.1 Fee Adjustment Factor 1 – Enhanced Scope of Services 19
1.2.1.1 Pre-design Services 19
1.2.1.2
Additional Services 20
1.2.2 Fee Adjustment Factor 2 - Project Delivery Method and Construction
Procurement 20
1.2.2.1
Design-Bid-Build 20
1.2.2.2
Design-Build 20
1.2.2.3
Construction Management 21
1.2.2.4 The Three Traditional Methods of Design/Construction Project
Delivery Compared 22
1.2.2.5 Fee Adjustment Factors Related to Project Delivery Method and
Project 23
1.2.2.6
Public-Private Partnership 24
1.2.2.7 Other Project Delivery Methods or Design Processes 24

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1.2.3 Fee Adjustment Factor 3 – Schedule and Fast Track Projects 25

1.2.4 Fee Adjustment Factor 4 – Project Documentation and Computer
Modeling 25
1.2.5 Fee Adjustment Factor 5 – Specialist Consultants 25
1.2.6 Fee Adjustment Factor 6 – Approvals and Authorities Having
Jurisdiction 26
1.2.7 Fee Adjustment Factor 7 – Submittals (not related to construction) 26
1.2.8 Fee Adjustment Factor 8 – New Technologies 26
1.2.9 Fee Adjustment Factor 9 - Construction Administration 26
1.2.10 Fee Adjustment Factor 10 – Project Location and Site Conditions 27
1.2.11 Fee Adjustment Factor 11 – Renovation to Existing Buildings (versus
new construction) 27
1.2.12 Fee Adjustment Factor 12 – Repeat Work or Repetitive Designs 27
1.2.13 Fee Adjustment Factor 13 – Architect’s Personnel 28
1.2.14 Fee Adjustment Factor 14 – Demobilization and Remobilization (stop
and start-up of architect’s workforce) 28
1.2.15 Fee Adjustment Factor 15 – Phased Building Occupancies 28
1.2.16 Fee Adjustment Factor 16 – Full-time On-site Field Review 28
1.3 Reimbursable Expenses 29
1.3.1
Administrative Charges 29
1.3.2 Professional Liability Insurance 29
1.4 Payment 30
1.4.1
Retainer 30
1.4.2
Billing Period 30
1.4.3
Interest 30
1.5 Other Payment Provisions 31
1.5.1
Statutory Holdbacks 31
1.5.2
Redesign Changes 31
2 Building Classifications 32
2.1 Occupancy 32
2.2 Building Complexity 32
2.3 Building Size 33
2.4 Building or Construction Cost 33
2.5 Building Category or Building Type 33
3 Definitions 35
4 Other References 38

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Appendices
Appendix A Fee Calculation Sheet 40
Appendix B Example Fees Using Fee Calculation Worksheet 41
Appendix C Typical Invoice Using Percentage-based Fee 42
Appendix D Alphabetical List of Buildings by Category 43
Appendix E Scope of Services Checklist 45
Appendix F Basic Services of an Architect – Narrative Description 46
Appendix G List of Additional Architectural Services 49
Appendix H Comprehensive List of Types of Consultants on the Design Team 51
Appendix I Finding, Selecting and Engaging an Architect 52
Appendix J Typical Buildings Requiring the Services of an Architect 56
Table of Figures
Figure 1 Cost of Design and Construction as a Percentage of Total Asset Life Cycle Costs 9
Figure 2 MacLeamy Curve: Influence of Early Effective Decision-making on Project Outcomes 10
Figure 3 Typical Allocation of Fees for a “Traditional” Architectural Project 13
Tables
Table 1 Typical Breakdown of Fees Over Design Project Phases 13
Table 2 Range of Fee Breakdown for Projects with Intensive Early Phases Including
Building Information Modeling 14
Table 3 Construction Cost Estimation by Project Phase 15
Table 4 Basic Architectural Services 15
Table 5 Average Fees for Basic Architectural Services Only 16
Table 6 Average Fees for Basic Architectural and Engineering Services 16
Table 7 Fee Adjustment Factors Related to Project Delivery Method 22
Table 8 Risk Profiles Related to Project Delivery Methods 23
Table 9 Scope of Design Services in the Practice of Architecture 56

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Preface | 7
Preface
This guide has been developed by the Royal Architectural Institute of Canada (RAIC) to assist
Architects and their clients in determining a fair exchange for the value of architectural services.
Throughout the second half of the 20th Century, expectations and roles within the design and
construction industry were consistent and clearly understood. Architects’ services for any building
project were largely the same and builders generally performed in a consistent manner based on
a standard set of conventions and procedures. Therefore, it was relatively easy to identify a typical
fee for the services of an architect for a specific type of building. A schedule of fees for architectural
services based on a percentage of the construction cost was widely accepted and used.
Today the situation has changed. Professional architectural service firms in Canada are bound
to operate under laws, regulations, and standards governing human resources management,
professional regulatory frameworks, building construction market conditions, and evolving digital
technologies, among others. It is necessary to examine every building project to determine the
appropriate fee for an architect’s services. The practice of architecture and the provision of
architectural services have evolved considerably. Today, the architect and client must agree upon
a wide range of project requirements and negotiate a fair exchange for value based on the unique
aspects of each project. Some of the reasons for this include:
¾ Widely differing requirements of Authorities Having Jurisdiction and approval processes based
on building type and jurisdiction;
¾ Increasingly complex and sophisticated building systems and technologies;
¾ Different forms of project delivery;
¾ Project phasing with multiple building occupancies at various times;
¾ Numerous additional specialists to consult and coordinate;
¾ Additional or reduced levels of services depending on the project-specific context and its
method of delivery;
¾ Wide variations in construction costs;
¾ New project design and documentation processes and requirements such as Building
Information Modeling (BIM), Integrated Project Delivery (IPD), or Integrated Design Process
(IDP);
¾ Requirements for third-party certification (such as LEED®, Green Globes®, or WELL Building
Standard®);
¾ New demands for rapid construction and compressed schedules;
¾ Greater overhead costs because of extensive and complex “Requests for Proposals” and new
marketing expenses;
¾ Greater expectations for energy conservation and building performance;
¾ Extensive submissions at various stages of project documentation.
The primary purpose of this document is to guide a fair exchange of value in establishing appropriate
fees for architectural services. Because of these significant changes in the design and construction
industry, it is impossible to assume that the same professional fee will be appropriate for all
projects even if the projects are of the same size and building type. Requirements will vary, and this

A GUIDE TO
Preface | 8
document will help all parties in determining the appropriate fee for an architect’s services for their
unique building project.
The architect, as a member of a self-regulated profession, is ultimately responsible for the quality
of architectural services. The architect is required to satisfy their contractual and professional
obligations to the client and their regulatory obligation to protect the public interest.
Questions or suggestions regarding an architect’s fees are welcomed and should be directed to:
The Royal Architectural Institute of Canada

55 Murray Street, Suite 330
Ottawa, Ontario, K1N 5M3
Canada
Telephone: 613-241-3600
Email: [email protected]
Web: www.raic.org
Additional copies may be purchased through the RAIC Store at

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

A GUIDE TO
The Value of the Architect | 9
The Value
of the Architect
(Architecture matters)
Architecture is the sole profession whose members are qualified to design
and to provide advice, including technical and aesthetic judgment, on the
built environment. Architects provide services and solutions with technical
competence and aesthetic sensitivity suitable to the physical, social, cultural,
and economic environment, thereby inspiring the community and its citizens.
In matters of public health and safety, architects are obliged to serve the public
interest and respond to the public need. And now, these concepts of health
and safety have been expanded to encompass the sustainability of the global
environment and accessibility for all persons.
Architects add value to building projects by creating a design and layout that
is functional. Architects design for construction that is durable and energy-
efficient. Architects work to enhance the look and visual impact of the project to
provide a positive experience and increased market value to clients and users.
An architect is invaluable on any building project and furthermore, the use of

architectural services by a licensed or registered architect is a requirement
for many building types or “occupancies”, as required by building codes
across Canada.
Design services are usually around 10% of the total of all design and construction
costs. Therefore, the architect’s fees can be as low as 0.01% of the life cycle
costs for design, constructing, and operating a facility. Through good design,
the savings can be many fold over the design fees charged in the lifecycle of a
building. Building design services are an inappropriate place to cut costs.
Clients and architects need to Design &

discuss the value of architectural Construction
services and how an architect’s 1-2%
ideas and knowledge can result Maintenance
& Energy
in significant increases to the
FROM TOP TO BOTTOM 10-20%
real estate value of a building, as
TWO HULLS HOUSE
MacKay-Lyons Sweetapple Architects
well as savings in the building’s
Photo: Greg Richardson operating and maintenance costs.
FORT McMURRAY INTERNATIONAL
The pie chart to the right illustrates
AIRPORT that the architect’s fees are a very
office of mcfarlane biggar architects + small fraction of the total costs for
designers inc. (omb) Project commenced constructing and owning a building.
as predecessor firm mcfarlane green
biggar Architecture + Design Inc.
This important upfront investment in Salaries of
Occupants
Photo: Ema Peter professional services can have very
80-85%
AUDAIN ART MUSEUM
significant impacts on future costs of
Patkau Architects the ownership of any building. Figure 1 Cost of Design and Construction as
Photo: James Dow a Percentage of Total Asset Life Cycle Costs

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The Value of the Architect | 10
The greater the investment in

information gathering, analysis
High and decision-making during 100%
Impact pre-design and conceptual design
phases, the fewer expensive
IMPACT OF DECISION MAKING
changes later in the project.
RESOURCES CONSUMED
Low
Impact 0%
Pre-design Conception Design Development Construction Document Bid Construction Stage
Stage Design Stage Stage Stage Stage
Δ TIME
Ease & ability to aﬀect project change

Costs associated with project change
Figure 2 MacLeamy Curve: Influence of Early Effective Decision-making on Project Outcomes
Strategic thinking that is informed, integrated, and builds on intelligent pre-design and design
decision-making will have a positive impact on project quality, cost, and schedule. Clients that invest
in integrated early design will realize increased value by significantly reducing the risk of project
shortfalls. The MacLeamy Curve1 in Figure 2 illustrates that early design-based decision-making can
lever resources to achieve successful project outcomes and operational efficiency. Reducing project
costs by reducing the resources available for an effective design acts to work against the client’s and
user’s best interests.
1
Although a number of researchers and practitioners have developed graphs that illustrate the impact of decision-making in the project
life cycle on project resources, the configuration featured here is credited to architect Patrick MacLeamy.

A GUIDE TO
Architect's Compensation | 11
1 | Architect’s Compensation
1.1 | Methods of Compensation
There are several different methods of compensation for an architect’s services. The common
methods of compensation include:
¾ Fixed Fee
¾ Time basis
¾ Percentage-based Fee
Very often the project and client are best served by a combination of these methods of compensation
rather than one single fee. Frequently, it is more appropriate to use one method of compensation
for one phase of the project and a different method of compensation for another phase.
For example, in dealing with Authorities Having Jurisdiction and obtaining approvals for a project,
which can be indeterminate in complexity and time, it may be fair to compensate the architect on
an agreed-to hourly rate. However, the project documentation could then be compensated on a
percentage fee based on the construction cost for the project.
In another instance, specific services, such as the preparation of an architectural rendering or

marketing materials, could be provided at a fixed price. Additional services for the same project
could, in turn, be compensated on a per diem rate or percentage of the construction cost.
1.1.1 | Fixed Fee

A fixed fee is an amount negotiated with the client for professional services that can be sufficiently
defined at the outset of the project. This arrangement is only suitable if the scope of the project,
the schedule for design and approvals, the construction schedule, and other variables can be
determined with reasonable accuracy by the architect.
The fixed fee for such assignments is negotiated after the architect and consultants have prepared
a comprehensive estimate of work hours and overhead costs.
The fee then becomes effectively a fixed price, unless project parameters beyond the architect’s
control change. If these conditions change, or if the size of the project or scope of the architectural
services increases or decreases, then the architect’s fixed fee must be adjusted.
1.1.2 | Time Basis

Time basis fees are fees that are charged on an agreed-to hourly or daily (per diem) rate. This
method of compensation is useful when the services are difficult to determine in advance or are
preliminary in nature, and often short in duration.

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Time-basis fees are typically used for the following:
¾ Services that are not well defined;

¾ Pre-design services;
¾ Representations and transactions with Authorities Having Jurisdiction;
¾ Partial services;
¾ Additional services;
¾ Conceptual design;
¾ For a particular phase of the project, such as general/field review;
¾ For services as an expert witness;
¾ Renovation projects;
¾ Preparation of record drawings;
¾ Specialist expertise or services;
¾ Program validation;
¾ Bridging the role of an architect prior to retaining a prime architect.
The actual hourly rates vary across the country and by the level of experience and seniority of the
architect and staff. Architects are professionals with extensive training (in some cases the internship
and licensing process for architects is considerably longer than that for other professionals, including
medical doctors or lawyers) and therefore the hourly rates for architects will correspond to the local
market, to the architect’s experience and expertise, and to the rates of other licensed professionals
in the region.
Hourly billing can utilize fixed dollar rates (such as $250 per hour) or they can use a fee multiplier.
There are two types of multipliers – one that is a multiplier of “Direct Salary Expenses” and another
that is a multiplier of “Direct Personnel Expenses”. Direct personnel expenses are the most common.
When the rates for architects and their staff are based on “Direct Personnel Expenses” they include
those items listed in the definitions section of this document.
Additional factors should be considered for overtime expenses if such work is undertaken at the
client’s request or to meet scheduling demands beyond the architect’s control.
The hourly or per diem (daily) rates for architects and their staff should be agreed at the outset.
Additionally, the client and architect should agree upon a time period (e.g. annually) for review and
adjustment of the hourly rates in order to adjust for inflation and other factors.
1.1.3 | Percentage-based Fee

A percentage-based fee is a method of compensation which links the fee for the architect’s services
to a percentage of the construction cost of the project. The percentage will vary depending on the
type of building, the construction value, the type of construction contract, and fee adjustments
described in Section 1.2.

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It is possible using a percentage-based fee to calculate architectural fees on a net basis, that is
excluding all engineering and specialist consultant fees. It is also possible to calculate a percentage-
based fee including the basic engineering services for structural, mechanical, and electrical
engineering. This document includes charts which illustrate both methods.
Percentage-based fees are based on sliding scales considering both the size and complexity of the
project and the construction cost. The sliding scales are not suitable for many renovation projects
nor for very complex or custom projects. The fee indicated on the sliding scale is the starting point
for discussion. It is a baseline fee that must then be revised using the various fee adjustment factors
to determine the appropriate fee for architectural services for the unique project.
When calculating the distribution of the fee over the traditional five phases of simple and average
projects, the following breakdown is typical:
Phase Percentage of Total Fee

Schematic Design 12.5%
Design Development 12.5%
Construction Documents 50%
Bidding and Negotiation 2.5%
Construction (Contract Administration) 22.5%
Table 1 Typical Breakdown of Fees Over Design Project Phases
100%
50%
35-50%
25-35%
12-25% 12-25% 2.5-8.5%

0%
Schematic Design Construction Bidding and Construction
Design Development Documents Negociation Phase
Cumulative Percent of Total Fee Percent of Fee for Each Phase
Figure 3 Typical Allocation of Fees for a “Traditional” Architectural Project
Complex projects, such as extensive renovations or heritage conservation, may require addition
resources during the construction documentation and construction (contract administration)
phases, thus changing the balance of fees across the phases.

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1.1.3.1 | Percentage-based Fee for Projects Using Building Information Modeling (BIM)
Emerging forms of project design and documentation, such as Building Information Modeling (BIM),
require more documentation and design in the early phases. The table below reflects a range of fee
breakdowns for projects with intense early phases. For specific projects, it may be appropriate to
vary theses percentages, subject to agreement with the client.
Phase Percentage of Total Fee

Schematic Design 20-25%
Design Development 20-25%
Construction Documents 35-25%
Bidding and Negotiation 2.5%
Construction (Contract Administration) 22.5%
Table 2 Range of Fee Breakdowns for Projects with Intensive Early Phases Including Building Information Modeling
1.1.3.2 | Construction Costs
It is important for the client to have a full understanding of the definition of construction costs. This
is the basis for calculating the fee using a percentage that has been negotiated.
The definition states:
“The Construction Cost is the total cost of the Work to the Client to construct all elements
of the project designed or specified by, or on behalf of, as a result of coordination by,
the Architect, consisting of the Construction Contract price, cost of changes to the Work
during construction, construction management fees or other fees for the coordination or
procurement of construction services, and all applicable taxes, except Value-Added Taxes,
which shall be excluded. Construction Cost excludes the compensation of the Architect and
Consultants, land cost, land development charges and other professional fees.”
Canadian Standard Form of Contract for Architectural Services – Document Six,

Royal Architectural Institute of Canada, Ottawa, 2018.
(Referred to as ‘RAIC Document Six’ throughout the document)
At the project outset, the construction cost is a mutually understood and agreed to budget. As
the project develops, estimates of the construction cost are prepared and further refined until the
actual contract price or construction cost is known. The figure is usually adjusted again during the
construction phase based upon mutually agreed upon amounts at the beginning of each phase.
The basis for calculating the percentage fee should typically be as follows:
¾ Before a construction cost estimate is available, the fee is based on the construction budget at
the time of the invoice;
¾ After a construction cost estimate is available, the fee is based on the current construction cost
estimate at the time of the invoice;
¾ After the construction contract is entered into, the fee is based on the current construction cost
at the time of the invoice.

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Phase Amount
Schematic Design Construction budget
Design Development Construction cost estimate
Construction Documents Updated construction cost estimate
Bidding and Negotiation Updated construction cost estimate
Construction (Contract Administration) Actual construction cost
Table 3 Construction Cost Estimation by Project Phase
Refer to “Appendix C – Typical Invoice Using Percentage-based Fee” for sample calculations when
determining the eventual fee.
1.1.3.3 | Percentage Fees and Basic Architectural Services
Basic architectural services are listed in Table 3 and described in detail in “Appendix E – Basic Services
of an Architect”. The recommended percentage-based fees listed in Tables 4 and 5 are based on
basic architectural services.
Basic architectural services usually mean a five-phased approach for the design and construction
of a building (refer to Table 3). This service will usually result in the production of the “instruments
of service”2 needed to obtain the required permits for construction, and will provide general/field
review services to confirm that the building as constructed is consistent with the design.
The phases described in the following chart list the basic services for each phase. Note that “Pre-design”
and “Post-construction” services are additional services and are therefore not included in the chart.
Neither are “Pre-design” or “Post-construction” services included in the percentage fee listed in the chart.
Basic Architectural Services

Project
Assessment Concept Approval Approvals from Authorities Awards of Construction Contract
Schematic Design Construction Bidding or Construction

1 Design 2 Development 3 Documents 4 Negotiation 5 Phase – Contract
Administration
ARCHITECT’S SERVICES ARCHITECT’S SERVICES ARCHITECT’S SERVICES ARCHITECT’S SERVICES ARCHITECT’S SERVICES
• Client-supplied Data • Client-supplied Data • Client-supplied Data • Client-supplied Data • Contract
Coordination Coordination Coordination Coordination Administration and
• Project Coordination General/Field Review
• Program and Budget • Design Coordination • Project Coordination
Evaluation • Architectural • Progress Reports/
• Architectural Design • Issue Bidding Evaluation
Construction
• Review of Alternative Development Documents • Process Certificates
Documents (Working
Design Approaches for Payment
• Design Development Drawings, Form of • Issue Addenda
• Architectural Drawings and Construction Contract • Interpretation of
Schematic Design Documents and Specifications) • Bid Evaluation Contract Documents
• Schematic Design • Statement • Document Checking • Construction • Review of Shop
Drawings and of Probable and Coordination Contract Drawing
Documents Construction Costs • Statement of • Client Consultation • Product Data/Sample
Probable • Change Orders
• Statement • Client Consultation Construction Costs • Separate Bids or
of Probable Negotiated Bids • Substantial
Construction Costs • Agency Consultation • Client Consultation Performance Report
• Interior Construction • Services Related to and Certification
Documents Bidders’ Proposals • Client Consultation
• Consult authorities • Consult Authorities • Interior Construction
Review
• Record Drawings
Table 4 Basic Architectural Services
2
Instruments of Service are representations, in any medium of expression, of the tangible and intangible creative work that forms part
of the services or additional services. The architect and the consultants engaged by the architect shall retain all common law, statutory,
and other reserved rights, including copyrights, to the Instruments of Service. The Instruments of Service shall be used only by the client
for the intended purposes of the project at the place of the work and shall not be offered for sale or transfer to third parties without
the architect’s written consent.
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1.1.4 | Range of Percentage Fees for Services
1.1.4.1 | Range of Percentage Fees for Architectural Services Only Without Engineering
Fees for “Average” Projects
The percentage-based fees listed in Tables 5 and 6 below are based on basic architectural services
listed in Table 4 and described in detail in “Appendix E – Basic Services of an Architect”. The percentage
fees are for projects of an average level of complexity (See notes in 1.1.4.3 below).
Base Percentage Fee by Building Category (in millions) –

New Construction WITHOUT Basic Engineering Fees
CONSTRUCTION
COST $500,000 $1M to $2M to $5M to $10M to $25M to <$50
<$500,000
BUILDING to <$1M <$2M <$5M <$10M <$25M <$50M million
CATEGORY
1 7.14 6.12 5.07 4.78 4.57 4.46 4.18

2 8.24 7.26 6.70 5.93 5.70 5.41 5.15 Fees for
projects
3 8.72 7.93 6.96 6.28 5.99 5.78 5.49 with a
construc-
4 9.45 8.40 7.49 6.93 6.70 6.83 6.09 tion value
above
5 10.24 9.19 8.14 7.67 7.40 7.04 6.72 $50m to
be negoti-
6 10.76 9.45 8.40 7.75 7.28 6.96 6.65 ated
7 14.18 14.96 13.91 13.26 12.74 12.21 11.69

Table 5 Average Fees for Basic Architectural Services Only
1.1.4.2 | Range of Percentage Fees with Architectural and Basic Engineering Fees for
“Average”’ Projects
Base Percentage Fee by Building Category (in millions) –

New Construction WITH Basic Engineering (structural, mechanical, and electrical ONLY)
CONSTRUCTION
COST $500,000 $1M to $2M to $5M to $10M to $25M to <$50
<$500,000
BUILDING to <$1M <$2M <$5M <$10M <$25M <$50M million
CATEGORY
1 9.22 8.17 7.85 7.76 7.55 7.34 7.13

2 10.26 9.39 8.91 8.80 8.60 8.38 8.17 Fees for
projects
3 11.32 10.26 9.96 9.85 9.64 9.43 9.22 with a
construc-
4 12.36 11.32 11.00 10.89 10.68 10.47 10.26 tion value
above
5 13.41 12.36 12.05 11.95 11.74 11.53 11.32 $50m to
be negoti-
6 14.45 13.41 13.09 13.00 12.78 12.57 12.36 ated
7 18.48 17.60 17.28 17.00 16.14 15.46 14.95

Table 6 Average Fees for Basic Architectural and Engineering Services

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1.1.4.3 | Notes for Fees Tables in 1.1.4.1 and 1.1.4.2
For simple projects, apply a factor of 85% to the average fee.
For complex projects, apply a factor of 115% to the average fee.
“Simple” means utilitarian in character without complication of design, a minimum of finishes, and
coordination of basic structural, mechanical, and electrical systems.
“Average” means conventional in character requiring coordination of the structural, mechanical,

and electrical systems.
“Complex” means exceptional character and complexity of design requiring more advanced systems
and coordination of complex structural, mechanical, and electrical systems. Complex projects
require increased integration of the work of multiple other disciplines, such as information and
communications infrastructure, security, high-performance regenerative, and power generating/
conservation systems.
Fees must be adjusted based on fee adjustment factors listed in Section 1.2
Additional services may be required for simple, average,

or complex projects where the architect is responsible
for developing and managing extensive submissions to
Authorities Having Jurisdiction beyond the initial submission.
These may include repeated submissions and appearances
before committees of adjustment, site plan review panels,
or multiple levels of government. The management of
stakeholder engagement, heritage preservation, and extra-
jurisdictional approvals and/or certifications may also
require work in addition to basic architectural services.
1.1.5 | Other
Occasionally, in some provinces, architects are paid on a unit
basis for projects such as multiple-unit housing or hotels
that have a repetitive element. Unit fee determinations are
frequently arbitrary and do not relate to the nature and
scope of architectural services.
1.1.6 | Inflation Factor

FROM TOP TO BOTTOM
COMPLEXE SPORTIF SAINT-LAURENT
The calculation of percentage-based fees, and the method of SAUCIER+PERROTTE /
adjusting fees described in Table 3, accommodates potential HCMA Architecture + Design
changes in the value of money over the life of the projects. Photo: Olivier Blouin
Some project may extend over a protracted period and FORT YORK VISITOR CENTRE
specific mention of fee adjustment factors based on inflation Patkau Architects Inc. /
may be required. Kearns Mancini Architects Inc.
Photo: Tom Arban Photography

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1.2 | Fee Adjustment Factors / Variables

Affecting the Architect’s Fee
As indicated in the Preface, the design and construction industry has become increasingly complex
and each project may be subject to unique factors that must be considered when determining an
appropriate fee.
Fee adjustment factors are listed below. This list is not exhaustive and certain clients or architects
may have other factors that affect the cost of professional services for the building project. Fees
may be adjusted for:
• Fixed Fee
• Time basis
• Percentage-based Fee
• Enhanced Scope of Services
• Pre-design Services
• Additional Services
• Project Delivery Method and Construction Procurement
• Sequential Tendering
• Design-Bid-Build
• Design-Build
• Construction Management
• Public Private Partnerships (P3)
• Other
• Integrated Project Delivery
• Lean Construction
• Fast-track Projects
• Project Documentation and Computer Modeling
• Specialist Consultants
• Enhanced or Extensive Submissions to Authorities Having Jurisdiction Beyond Initial Submissions
(refer to Section 1.2.6 – Fee Adjustment Factor 6)
• New Technologies
• Enhanced or Extensive Construction Contract Administration
• Project Location and Site Conditions
• Renovations to Existing Buildings (versus new construction)
• Repeat Work or Repetitive Designs
• Architect’s Personnel
• Demobilization and Remobilization (stop and start-up of workforce)
• Phased Building Occupancies
• Full-time On-site General/Field Review

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Often the variable is a percentage or multiplier used to adjust the fee. Sometimes the variable may
result in a reduced fee, such as for repetitive design work, or the elimination of an entire phase
(such as bidding and contract negotiation if undertaken by the client).
This guide proposes the following variables as multipliers:
0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7
When there are no variables and basic services only are required.
Once the client and architect have determined the building type, the project and construction
budgets, the method of project delivery, the role of consultants, and the scope of services, together
with other fee adjustment factors noted above, it is then possible to negotiate a fee for architectural
services that reflects a fair exchange of value. All factors must be compounded and then multiplied
against the percentage-based fee to determine the appropriate final fee for each unique project.
Refer to the matrix or worksheet in “Appendix A – Fee Calculation Sheet” and “Appendix B – Example
Fees Using Fee Calculation Worksheet” to assist in the application of Fee Adjustment Factors and in
determining the appropriate fee.
1.2.1 | Fee Adjustment Factor 1 – Enhanced Scope of Services

It is necessary for the client and architect to have a mutual understanding of the nature and scope
of services required and expected. The schedule of architect’s services used in RAIC Document Six is
a comprehensive checklist to achieve a mutual understanding and agreement. “Appendix E – Basics
Services of an Architect” provides a condensed but comprehensive chart of basic architectural
services.3 If the architect is providing “Partial” or “Additional” services, then the basic fee will need to
be reduced or increased accordingly.
1.2.1.1 | Pre-design Services
Very often a client will not have completed preliminary studies or obtained the necessary data to
commence architectural design work. The architect may provide pre-design services for an additional
fee (such as the preparation of a functional program or design brief) or arrange for the necessary
consultants to prepare the work (such as a traffic study or toxic and hazardous materials report).
Pre-design services may include:
¾ Functional ¾ Economic Feasibility ¾ Project Financing ¾ Presentations

Programming Studies
¾ Environmental Studies ¾ Marketing Studies
¾ Space Relationships/ ¾ Agency Consulting/
¾ Energy Studies ¾ Special Studies
Flow Diagrams Review/Approval
¾ Existing Facilities Surveys ¾ Re-Zoning Assistance
¾ Project Development ¾ Site Selection
Scheduling ¾ Client-supplied Data ¾ Project Promotion
¾ Site Analysis Utilization
Coordination
¾ Project Budgeting ¾ Special Consulting
¾ Legal Survey
¾ Services Related to Services
¾ Life Cycle Cost Studies
¾ Geotechnical Analysis Project Management
3
Several provincial associations of architects have their own contracts for use within their province.

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1.2.1.2 | Additional Services
In addition to the basic architectural services noted above, many architects provide a wide range of
other or “additional” services. Some architects specialize in some of these additional services. For a list
of these additional services, refer to “Appendix G – List of Additional Architectural Services”.
1.2.2 | Fee Adjustment Factor 2 – Project Delivery Method and

Construction Procurement
The type of project delivery, or procurement of construction services, can have a big impact on the
architect’s services and fees. Small projects with experienced and reliable contractors may require
basic field review and contract administration services. However more complex projects, builders
with limited experience, and newer methods of project delivery beyond the traditional design-bid-
build will require more time, more services, and consequently additional fees. Furthermore, the
type of construction contract can affect the architect’s fee. For example, cost plus contracts or unit
price contracts (as opposed to stipulated sum contracts) require additional contract administration
services for the preparation of Certificates for Payment. Therefore, the fee must be increased.
Each of the three traditional methods of project delivery described below, design-bid-build, design-
build, and construction management, have benefits and drawbacks. It is critical that the client and
architect have a shared understanding of which method is most appropriate for the client’s needs
and project success.
1.2.2.1 | Design-Bid-Build
Design-bid-build is the traditional form of project delivery and the percentage-based fee Tables
5 and 6 reflect this form of construction procurement. A precondition necessary to achieve a
successful design-bid-build outcome is that the design services contract must create the conditions
necessary for services to yield design documentation of the highest quality, and appropriate to the
nature of the project (completeness + precision + accuracy). These conditions prominently include
fair exchange of value for the effort required to produce such documentation. This is the reason
that the scale of fees associated with this method is considered baseline.
In this instance, the architectural design and construction documents must be complete, and one
single bid package is prepared. Following bidding and preparation of one contract with one builder
or general contractor, the construction contract is administered by the architect.
1.2.2.2 | Design-Build
If the client selects a design-build team to be responsible for both the design and the construction
of the project, a design-build procurement option would be appropriate. The fees for services
provided by the architect to the design-builder can be established in accordance with the Schedules
in RAIC Document Six. A fee adjustment factor need only be applied if the conditions of the contract
introduce risks such as shared financial risk among design-build team members.
More information on the design-build process can be obtained from the Canadian Design-Build
Institute at www.cdbi.org

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

consultative role to the client, providing information on issues such as market conditions, cost,
schedule, and constructability. Information provided by the construction manager becomes an input
into the design process. A construction manager may also be “at risk” for the ultimate construction
cost of the project. A construction manager is often involved in sequential tendering to fast-track the
project schedule and deliver the outcome earlier than other delivery methods.
The scope of the architect’s services is affected by the defined role of the construction manager.
As a result of sequential tendering, the architect may be responsible for additional services such as
cost planning/estimating, site condition studies and other pre-design issues, development of trade
contract general conditions and requirements, bidding process management and development
of bid documents, multiple construction contract administration tasks including multiple payment
certifications, construction quality control processes, and multiple closeout procedures. Fee adjustment
factors would be needed to address the project management processes needed for construction
management project delivery. This includes fast-tracking, sequential project design development,
multiple prime contractors, and tender packages issuance and administration.

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1.2.2.4 | The Three Traditional Methods of Design/Construction Project Delivery Compared
To determine whether a fee adjustment factor is appropriate based on the method of project delivery,
a critical and shared understanding of the method is required of both the client and the architect. Each
form of project delivery has its own benefits and drawbacks. At the risk of over-simplification, these
benefits and drawbacks are compared using a project triple-constraint model where the scope of the
project is assumed to be fixed. The constraints are time (schedule), cost, and performance/quality.
PROJECT DELIVERY Constrained Factor

METHOD
Schedule Cost Performance/Quality
• The schedule must
accommodate the time
needed to prepare
complete and accurate • Performance and quality
design and construction of the outcome are
• A firm construction cost
documents. It must also known before tender.
is not known until after
provide sufficient time This is a precondition
Design-Bid-Build for the client and other
tender and negotiation
to the design-bid-build
are completed but before
project stakeholders, in- method to avoid scope
construction begins.
cluding funders, Author- creep and construction-
ities Having Jurisdiction, phase changes.
and users, to review,
comment, and approve
the design.
• The design-builder • The design-builder has
or construction man- • A firm construction cost the authority to make
ager may accelerate is established based on trade-offs to perfor-
Bid-Design-Build the schedule though project requirements mance/quality provided
sequential tendering and before design. the owner’s project re-
fast-tracking. Through quirements are satisfied.
the fast-tracking method,
design and construction
• The ultimate construction
tasks are concurrent • The performance/quality
cost of the project is not
and the schedule is of the project’s outcomes
known until most or all
compressed. Sequential is established at the
Construction of the separate packages
tendering may accelerate outset but adjusted as
have been tendered and
Management the schedule by provid-
inevitable changes re-
necessary on a progres-
ing select trades access sive basis as the proj-
sulting from fast-tracking
to tender documents in ect’s construction cost
have been quoted and
advance of completed becomes known.
approved.
design.
Table 7 Fee Adjustment Factors Related to Project Delivery Method

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1.2.2.5 | Fee Adjustment Factors Related to Project Delivery Method and Project
Change and uncertainty are inherent in undertaking projects. Project endeavours and risk are
inseparable, and no amount of planning can remove ALL project risks. Again, at the possibility of
over-simplification, each design/construction project delivery method has a general risk profile. To
establish a fair exchange of value, the client and architect must recognize alignment of the project
delivery risk profile with their respective risk sensitivities.
PROJECT DELIVERY Constrained Factor

METHOD
Schedule Cost Performance/Quality
• Schedule certainty can only be
achieved at the expense of cost
and performance. The comple-
tion of design documents, and
• The firm construction cost is
therefore the project schedule,
not known until the design
may be delayed if project
is complete, tenders are
requirements are incomplete,
analyzed, and negotiations
complex or stakeholder inter-
completed.
ests are conflicting.
• The risk is mitigated but • Performance and quality are
• Through comprehensive
Design-Bid-Build pre-design and conceptual
consulting fees are increased firmly established throughout
through progressive cost esti- the design process.
design information gathering,
mations throughout the design
analysis, and strategic design
and documentation phases.
decision-making, the risk is
mitigated but the schedule is • Cost risk is mitigated by includ-
lengthened, and consulting ing project contingencies
fees may increase.
• Building schedule elasticity into
the project plan may mitigate
risk.
• The performance/quality of the
outcome may not be complete-
• A commitment to the construc- ly known until the project is in
• The schedule for project de- tion cost is established early in construction.
livery, along with cost, should the project.
• The design team is under the
be identified and stated in • Cost certainty is predicated authority of the design-builder,
the contract. Elasticity in the on the client, providing the not the client.
schedule may be required to design-builder with a compre-
accommodate unexpected • The risks are mitigated through
hensive and well-developed
Design-Build market conditions. statement of project require-
the client’s development of a
comprehensive requirements
• The schedule may or may not ments at the outset.
document and the engagement
be accelerated depending on • Changes to the requirements of an advocate architect/en-
the extent of the client’s need leading to design-phase or gineering team who monitor
to approve the design and construction-phase changes design and construction on
specifications. may result in disproportionate behalf of the client. Both risk
cost increases. mitigation strategies increase
consulting fees and possibly
lengthen the project schedule.
• The schedule may be accelerat-
• Cost cutting measures resulting
ed through fast-tracking and/or
• The client must commit to de- in reduced performance/quality
sequential tendering.
sign and construction without a may be required at later stages
• Fast-tracking requires a firm construction cost. in the design and construc-
significant amount of addition to bring the project in to
• The risk is mitigated through
Construction tional effort in managing the
progressive cost estimation
budget.
design and coordinating the
Management design and construction work.
and input from contractors, • The risk is mitigated by devel-
trades, and product manu- oping a trade-off plan early in
Fast-tracking results in an
facturers. This may require the project to support strategic
increased risk of design and
additional consulting services decision making. This requires
construction rework, along with
and fees. additional services and fees.
the resulting additional fees
and construction costs.
Table 8 Risk Profiles Related to Project Delivery Methods

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A Common Risk to All Project Delivery Methods
There are several risks that may impact the schedule, cost, and/or quality of the project with all
procurement methods. A notable risk is market conditions in the construction industry. Products
planned to be used during the design phase may become unavailable or excessively expensive at
the time of construction, and substitutions must be identified, proposed, reviewed, quoted, and
approved. The tendering/negotiation phase may be extended to allow the architect to develop design
alternatives and for the successful bidder(s) to gather revised price quotes, should the quoted cost
exceed the project budget.
1.2.2.6 Public-Private Partnership
(Also referred to as P3 or Alternative Financing and Procurement (AFP) in Ontario)

In these various forms of project delivery, the client usually contracts with one entity. This entity may
assume responsibility and usually integrates all aspects of the project including: financing, design and
construction, and operation and maintenance. This arrangement is increasingly common for larger
projects, including infrastructure projects where various levels of government transfer the financing
to the private sector. Typically, this single entity (not necessarily the owner of the building) engages the
architect. The architect may or may not have the opportunity to develop a professional relationship
with the ultimate users of the project.
As in design-build procurement methods, the fees for services provided by the architect to the
lead proponent can be established in accordance with the Schedules in RAIC Document Six. A fee
adjustment factor may be applied if the conditions of the contract introduce risks such as shared
financial risk or being required to contribute to project pursuit costs.
1.2.2.7 Other Project Delivery Methods or Design Processes
Other project delivery methods are emerging that focus on increasing efficiency and effectiveness
though changing the relationships of design and construction professionals and by integrating design
and construction processes more closely. Lean construction and Integrated Project Delivery (IPD)
are two of these new methods. Both are supported by the technological innovations introduced
by Building Information Modeling (BIM). The basis for establishing a fair exchange for value using
new project delivery methods may involve partnering and a sharing of project risk. New models of
determining appropriate fees will need to be established.
A client may require the architect to engage in alternate approaches to design, such as the Integrated
Design Process (IDP) to satisfy the requirements of a building certification process, such as LEED.
Although the schedule includes certification as a service, an adjustment factor may be required to
address the additional effort needed in managing the consulting design team in alternate design
processes.

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

Building on the project delivery method discussion above, in today’s fast-paced business world there
is often a pressure to complete a project as soon as possible to occupy the building. This schedule may
be necessary to accommodate tenants, to start-up a manufacturing process, or to begin a new school
session. Fast-tracking is the schedule management process where work normally done in sequence is
done concurrently. For example, construction work commences while design work is still underway.
Rework of both design and construction are inherent risks in fast-track projects, as the normal inputs
to each aspect of design may not be established and the architect and construction forces are forced
to work with an increased number of unknowns. Fast-track projects require additional fees as the
architect may need to redo design work already completed, hire additional staff, pay staff for overtime
work, and re-schedule other work to accommodate the priorities of such a project.
Another factor is extended construction schedules. Even with a traditional form of project delivery
such as design-bid-build, if the contractor’s construction schedule is extended, then the architect’s
services also must be extended, and compensation is required for the increased resources required
to administer the construction contract. On the other hand, if the schedule is fast and protracted,
decision times are reduced and fees may be adjusted accordingly.
1.2.4 | Fee Adjustment Factor 4 – Project Documentation and

Computer Modeling
Many clients require unique forms of documentation (such as their own specialized computer
standards or “printer-friendly” formats) or there may be a requirement to adjust the computer
language or platform to accommodate the consultant’s, contractor’s, or client’s needs.
Increasingly there is a demand to develop all designs and the project documentation using a Building
Information Model (BIM). Furthermore, there is often a need to provide electronic documents in a
variety of formats to several different parties in the development of the project, whether for review
and approvals, the preparation of shop drawings, or for bidding purposes. This can be very time
consuming to provide such a wide range of documentation to many different parties. All of this can
be expensive and must result in an adjustment to the architect’s and consultants’ fees.
Additional services may be required by a client to provide project stakeholders with complete 3D
visualization, computer-aided facility management (CAFM), or computer-aided energy modeling.
Analysis of the virtual design and energy modeling may become a valuable input to detailed design
developmental and be an effective risk mitigation strategy to identify incomplete, unstated or
misunderstood project requirements, or enhanced building performance.
1.2.5 | Fee Adjustment Factor 5 – Specialist Consultants

As noted previously there is need for more and more specialist consultants as technology and
regulations expand. The architect typically coordinates the specialist and subconsultants, whether
or not they have been retained directly by the architect or by the client. The fee for the services and
coordination of specialist consultants is always over and above the fee or normal percentage for the
architect’s services.

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1.2.6 | Fee Adjustment Factor 6 – Approvals and Authorities

Having Jurisdiction
The number of approvals from various Authorities Having Jurisdiction continues to grow. At one time,
certain projects may have only required a building permit. Today, however, most projects must be
reviewed by several different authorities. Approvals such as site plan approvals or site development
approvals, and phased building permits, are significantly more time-consuming. Providing the
necessary documentation, communicating with the relevant authorities, and accommodating their
design and technical requirements, is exceedingly onerous. Requirements vary by jurisdiction and
by building type; therefore, the fee must be adjusted for each jurisdiction and for each building type.
1.2.7 | Fee Adjustment Factor 7 – Submittals (not related to

construction)
Certain clients, notably the federal and provincial governments, their agencies, and crown corporations,
require several submissions of the design and construction documents at various stages of completion.
The more frequent the submittals the more costly the effort to prepare the documentation for the
submission. The fee must be adjusted to reflect the number of submittals required.
1.2.8 | Fee Adjustment Factor 8 – New Technologies

There are new technologies appearing daily including the need for better energy performance, new
building products and building systems, advanced construction methods, and design tools. Many
clients are anxious to incorporate these latest innovations into their projects. Sometimes this request
can be costly as there are often unknown risks in using products or systems that do not have a track
record, or there may be additional certifications, testing, submittals and/or approvals required. There
may also be additional specialist consultants that need to be retained and coordinated. Frequently,
there is also additional research or other services required on the part of the architect.
1.2.9 | Fee Adjustment Factor 9 – Construction Administration

Today many clients are demanding a level of service by the architect and other consultants that
exceeds that which is required to exercise a reasonable standard of care during the field review and
contract administration phase of the project.
Such services may include, but are not limited to:
¾ Additional meetings, coordination, and/or site visits with the client’s representatives, user groups,
contractors, and sub-trades which normally do not require the consultant’s presence at the time;
¾ Requirements for the architect to chair and/or minute meetings called by others;
¾ Requirements for a minimum number of meetings and site visits regardless of whether it is
warranted by the construction process;
¾ Additional clarifications and site visits resulting from the client’s selection of specific contractors,
sub-trades, suppliers and/or products; and
¾ Excessive site visits due to the non-performance of construction forces.
The architect and client should discuss this higher level of service for field reviews and construction
administration at the outset of the project to determine what is required, and the necessary fee
adjustments.

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1.2.10 | Fee Adjustment Factor 10 – Project Location and

Site Conditions
The project location and site conditions may affect the architect’s services. A very tight, dense, urban
site or a remote site in the north can both have complications in terms of design. Furthermore, a
remote site may require travel time and reimbursable expenses considerably beyond the normal.
Those factors related to the site conditions and location should be considered when agreeing to the
architect’s fee.
1.2.11 | Fee Adjustment Factor 11 – Renovation to Existing

Buildings (versus new construction)
Renovation work is well-known for its unknown conditions. For this reason, it is recommended that
renovations to existing buildings be performed on a time basis. If a percentage-fee is used, the fee
needs to be adjusted and increased to allow for the unknown work and the subsequent design
modifications the architects will need to make.
Heritage conservation projects can result in a significantly increased scope of architectural services,
as well as coordination with special consultants. A fee adjustment factor to address additional
coordination, as well as additional defined services, is recommended.
1.2.12 | Fee Adjustment Factor 12 – Repeat Work or

Repetitive Designs
When two or more buildings are constructed for the same client from the same unmodified design,
the fee for the architect’s services is usually reduced by about 50% (an adjustment factor of 0.5) for all
phases of the work except for construction administration, which remains the same. As each building
is constructed separately, construction administration services, including field review, are the same
for each. Modifications and adaptations of the design for re-use are often charged on a time-basis.
Any sale of the right to use the design, instruments of service, or royalties must be negotiated with
the architect.4
4
Instruments of service are representations, in any medium of expression, of the tangible and intangible creative work that forms part
of the services or additional services. The architect and the consultants engaged by the architect shall retain all common law, statutory,
and other reserved rights, including copyrights, to the instruments of service. The instruments of service shall be used only by the client
for the intended purposes of the project at the place of the work and shall not be offered for sale or transfer to third parties without
the architect’s written consent.
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1.2.13 | Fee Adjustment Factor 13 – Architect’s Personnel

There are several factors which may affect the architect’s fee as a result of the architect’s own staff.
Overtime work will require additional fees. Some projects benefit from the involvement of more senior
and experienced staff. Locations other than the architect’s own premises, or other unique overhead
costs as a result of the project, will also need to be accounted for.
1.2.14 | Fee Adjustment Factor 14 – Demobilization and

Remobilization (stop and start-up of architect’s workforce)
On some projects it is necessary to stop work on the design or preparation of construction documents.
Sometimes this is due to a delay in funding approvals or for other circumstances. Such a situation is
often problematic for the architect who has consultants and staff who have been committed to the
project and must be reassigned or even released. Similarly, if a project is suddenly “back on the boards”
or restarted, the architect must make the necessary arrangements for staffing and to recommence
production work on the project. Such a situation can be costly and can affect the architect’s cash flow
and bottom line; therefore it is important to negotiate a fee adjustment when this occurs.
1.2.15 | Fee Adjustment Factor 15 – Phased Building Occupancies

On certain very large and complex projects, building users and clients often want to occupy various
parts of a building as soon as they are completed. For example, two or three floors on a high-rise
hospital may require take-over and commissioning of this section of the building prior to completion of
the entire project. This additional requirement adds to the architect’s services. Multiple occupancies
over a period of time for the same project must be considered, and the appropriate adjustment to
the fee then determined when this occurs.
1.2.16 | Fee Adjustment Factor 16 – Full-time On-site Field Review

It is now common, especially on larger projects and for projects using construction management
services, for clients to request that the architect provide personnel to be present on the construction
site on a full-time basis. This member of the architect’s staff assists the contractor in processing
Requests for Information (RFI’s), other administrative matters, undertakes general reviews, and
coordinates and resolves problems to ensure the project progresses efficiently. This additional
staff member, dedicated to this particular project, must be compensated and the fee adjusted
accordingly.

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1.3 | Reimbursable Expenses

Normally the architect incurs direct expenses on behalf of the client. These expenses relate to the
provision of the architect’s services and the production of the instruments of service. They include
computer models, drawings, and specifications that are the result of designing, documenting,
bidding, and constructing a building. These expenses are incurred in the interests of the project
and are not covered by professional fees. “Reimbursable Expenses” is also a defined term in RAIC
Document Six.
Reimbursable expenses can include:
¾ Transportation for travel authorized by the client, in connection to the project (transportation,
lodging, and meals);
¾ Communication and shipping costs (long distance charges, courier, postage, dedicated web
hosting, etc.);
¾ Reproduction costs for plans, sketches, drawings, graphic representations, and other documents);
¾ Renderings, models, prints of computer-generated drawings, and mock-ups specifically
requested by the client;
¾ Special computer modeling and documentation;
¾ Certification and documentation costs for third party certifications such as LEED®;
¾ Fees, levies, duties or taxes for permits, licenses, or approvals from Authorities Having
Jurisdiction;
¾ Additional insurance coverage or limits, including additional professional liability insurance
requested by the client in excess of that normally carried by the architect and the architect’s
consultants;
¾ Direct expenses (as listed above) incurred by the architect’s employees, engineering consultants,
and other consultants.
1.3.1 | Administrative Charges

The management of reimbursable expenses is a service provided to the client by the architect.
Reimbursable expenses are normally billed at cost plus an administrative charge (often 10-15%) to
cover in-house administration, handling, and financing.
1.3.2 | Professional Liability Insurance

Architectural licensing authorities in Canada require that those architectural practices authorized to
provide services to the public carry a minimum level of professional liability insurance.
Standard forms of contract, such as RAIC Document Six, require the architect to carry such insurance
and allows for the client to obtain a copy of the Certificate of Professional Liability Insurance.

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1.4 | Payment
The Agreement Form in RAIC Document Six also requires other payment provisions to be completed.
1.4.1 | Retainer
A retainer is an advance payment on fees that would be deducted from the final invoice and is
accounted for as a statement of credit on the client’s account. An amount should be agreed to by
the client and architect and inserted in Article A15 of RAIC Document Six. Regulations governing
retainer fees may vary from province to province. Architects are required to familiarize themselves
with these regulations prior to completing the contract for architectural services.
1.4.2 | Billing Period

Article A16 of RAIC Document Six indicates that invoices shall be issued monthly. If the frequency
of billing should be at different intervals, this clause should be changed to bi-weekly or other time
periods such as project milestones.
1.4.3 | Interest
The amount of interest on unpaid invoices should be specified as required in RAIC Document Six.
BORDEN PARK PAVILION PARALLELOGRAM HOUSE RABBIT SNARE GORGE

gh3 5468796 Architecture Inc. Omar Gandhi Architect Inc. in collaboration
Photo: Raymond Chow (gh3) Photo: 5468796 Architecture with Design Base 8 (NYC)
Photo: Doublespace Photography

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1.5 | Other Payment Provisions

1.5.1 | Statutory Holdbacks
In some jurisdictions architects have lien rights and their fees are subject to statutory holdbacks
depending on the lien legislation in the province or territory. For very large projects this can represent
a significant financial burden for an architectural firm, especially for a project whose design and
construction can extend over several years.
If the client retains holdback from payments to the architect pursuant to applicable lien legislation,
and the architect provides services both before and after the commencement of the work, then for
purposes of the applicable lien legislation, this contract shall be deemed to be divided into two
contracts comprised of:
1. A contract for the provision of services up to and including the commencement of the work;
2. A second contract for the provision of services after the commencement of the work.
1.5.2 | Redesign Changes

Occasionally, it is necessary to redesign a building. Redesign may be due to changes in functional
requirements, reduced funding available, a personnel change in the client’s administration, or for
a variety of other reasons beyond the control of the architect. Redesign charges cover the cost to
prepare new designs and make the necessary changes to the drawings and specifications.
Redesign charges are variable and can cost as much as 50% of the original fee for the entire building,
depending upon the extent of changes. The client and architect should negotiate appropriate fees
for redesigning the project.

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Building Classifications | 32
2 | Building Classifications
Buildings can be categorized in a variety of ways: by occupancy, building size, construction cost,
and complexity. Each of these factors can have significant impacts on the fee for architectural and
engineering services.
2.1 | Occupancy
Building codes in Canada divide buildings by occupancy, in part because codes must deal with or
prescribe the level of public safety required for each occupancy.
Most building occupancies require the services of an architect depending upon the jurisdiction,
and it is important to consult the appropriate regulations to determine any exemptions from this
requirement.
Many buildings are of mixed uses, that is, they combine more than one occupancy, and this presents
some challenges for the determination of fees for professional services. The following are possible
methods for determining the fee for services for mixed-use buildings:
¾ Two separate fees are used based on the two distinct occupancies, such as an attached parking
garage and another distinct use;
¾ A blended percentage fee is agreed upon based upon the portion of each occupancy;
¾ The percentage fee is based on the major occupancy.
2.2 | Building Complexity

Some provincial associations have categorized buildings by building complexity, usually from simple
to complex buildings, and the categories often refer to the level of architectural services required
for the building type.
The RAIC uses the following three levels of categories: Simple, Average and Complex.
“Simple” means utilitarian in character without complication of design, a minimum of finishes, and
coordination of basic structural, mechanical, and electrical systems.
“Average” means conventional in character requiring coordination of the structural, mechanical,

and electrical systems.
“Complex” means exceptional character and complexity of design requiring more advanced systems
and coordination of complex structural, mechanical, and electrical systems. Complex projects
require increased integration of the work of multiple other disciplines, such as information and
communications infrastructure, security, high-performance regenerative, and power generating/
conservation systems.

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2.3 | Building Size

Another factor in determining architectural fees is the building size or building area. Simple projects,
with repetitive elements, may offer certain economies of scale in the provision of architectural
services. Smaller projects require different detailing and are very time consuming, even though they
may be of a relatively low construction cost. For small projects, such as those less than 500 square
metres in size, or under 500,000 dollars in construction value, percentage fees may not always be
applicable and a time basis may be recommended. Similarly, for very large projects, over 30,000
square metres in size, the fee may need to be negotiated.
2.4 | Building or Construction Cost

Another way of categorizing buildings is by their construction cost. If the fee for services is based on
construction costs this becomes an important subdivision. Unfortunately, building costs can vary
across the country. These costs also vary during economic cycles and due to market forces, such as
supply and demand.
Standard construction cost categories may range from under $500,000 to well over $50,000,000.
Generally speaking, as construction values increase, the basic percentage fee for architect’s services,
for certain simple building categories, decreases.
2.5 | Building Category or Building Type

Some provincial associations have subdivided buildings by type, and the categories often refer to
the level of architectural services required for the particular building type. There are usually seven
categories or “types” of buildings.
The RAIC has adopted the following Building Categories: Refer to Appendix D for a similar list in
alphabetical order.
Category
1.1 Warehouse
1 1.2 Barn, Stable, Storage Building, Shed, Kennel, Animal Shelter
1.3 Self-service Storage Building
2.1 Multiple Unit Residential Building (Apartment, Condominium, Dormitory, Townhouse, etc.)
2 2.2 Summer Camp, Park Building
3.1 Armed Forces Base, Barracks, Armoury, Drill Hall
3.2 Bowling Alley, Dance Hall
3.3 Motel and Apartment Hotel
3.4 Marina, Recreational Pier
3.5 Maintenance Building, Service Garage, Service Station, Car Dealership
3.6 Commercial or Administrative Office Building (shell only excluding tenant fit-up)
3 3.7 Mercantile Buildings for Business and Personal Services including Store, Shop, Barber and Hairdressing Shop, Supermar-
ket, Shopping Centre, Department Store (but excluding tenant layouts)
3.8 Student or Institutional Residence, Senior Citizens’ Apartment
3.9 Kindergarten and Elementary School
3.10 Industrial Building (such as light manufacturing)
3.11 Specialized Agricultural Building
3.12 Resort Building (building shell only)

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Category
4.1 Junior, Middle and Senior High School, Vocational High School
4.2 Post Office and Financial Customer Service Centre (such as Bank Branches)
4.3 Grandstand, Stadium
4.4 Convention Hall, Exhibition Building
4.5 Manufacturing, Processing or Specialized Storage Facility
4.6 Dry Cleaning Establishment, Laundry
4.7 Dairy and Creamery, Distillery
4 4.8 Specialized Housing (including high-level residential support), Retirement Facility, Shelter for Homeless, Shelter for Women
4.9 Animal Clinic
4.10 Police Station, Fire Station, Ambulance Facility
4.11 Hotel, Complex Motor Hotel
4.12 Club: Town, Country, Sports, Health
4.13 Community Centre
4.14 Freestanding Parking Structure
5.1 Pedestrian Links and Bridges

5.2 Freight Handling Terminal, Special Maintenance Garage, Aircraft Hangar
5.3 Amusement Park Building
5.4 Telephone Equipment Building, Data Centre, Emergency Operations Center
5.5 Swimming Pool, Ice Arena, Recreation Building, Physical Education Building, Gymnasium
5.6 Zoo, Animal Hospital, Botanical Gardens
5.7 Licensed Daycare
5.8 University or College Non-technical Classroom Building, and Vocational High School
5 5.9 Cemetery Chapel, Mausoleum, Crematorium
5.10 Funeral Home
5.11 City Hall, Town Hall
5.12 Museum (exhibition hall as shell non-complex program without environmental conditions)
5.13 Restaurant, Licensed Beverage Establishment
5.14 Church, Place of Worship, Monastery, Convent
5.15 Long Term Care Facility, Special Care Facility (such as a Group Home)
5.16 Minimum Security Detention Facility
5.17 Cannabis Production Facility
6.1 Facility for High-level Medical Care (for active diagnostic and acute treatment), Chronic Care Facility, Mental Health
Facility and Rehabilitation Facility
6.2 Medical Research Facility
6.3 Communications Building, Radio or TV Facility, Studio, Computer Centre
6.4 Science Building
6.5 Laboratory
6.6 Dental Building, Walk-in Medical Clinic
6.7 Observatory, Planetarium
6 6.8 Museum, Art Gallery
6.9 Courthouse, Archives Building, Library
6.10 Aquarium
6.11 Rapid Transit Station
6.12 Maximum or Medium Security Detention Centre
6.13 Airport Passenger Terminal, Bus Passenger Terminal, Rail Passenger Terminal, Seaport/Ferry Passenger Terminal
6.14 Customs and Immigration Building
6.15 Theatre, Opera House, Auditorium, Concert Hall
7.1 Custom Residence, Custom Residential Swimming Pool, Official Government Residence
7.2 Decorative Work, Exhibition Display, Public Garden, Promenade, Fountain
7.3 Commemorative Monument, Funeral Monument
7 7.4 Air Traffic Control Tower, Control Centre, Flight Service Station
7.5 Tenant Space Planning
7.6 Legislative Building, Mint
NOTE: Due to increased design complexity as a result of changing user requirements, such as security, some building types
have been moved to a higher category than indicated in some provincial associations’ fee schedules.

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Definitions | 35
3 | Definitions
Construction Budget (from RAIC Document Six):
The construction budget is the amount of money the client is committed to spend on the construction
cost, as stated in Article A7 of the agreement, or an adjusted amount determined or approved by
the client under the terms of this contract.
Construction Cost (from RAIC Document Six):

The construction cost is the total cost of the work to the client to construct all elements of the project
designed or specified by, on behalf of, or as a result of coordination by the architect. This includes
the construction contract price, cost of changes to the work during construction, construction
management fees or other fees for the coordination and procurement of construction services, and
all applicable taxes, except value-added taxes, which shall be excluded. Construction cost excludes
the compensation of the architect and consultants, land cost, land development charges, and other
professional fees.
Direct Personnel Expense:

The salary of the architect’s, or architect’s consultant’s, personnel engaged on the project, plus the
cost of such mandatory and customary contributions and employee benefits as:
¾ Employment taxes and other statutory benefits;
¾ Insurance;
¾ Sick leave;
¾ Statutory holidays;
¾ Vacations;
¾ Pensions; and
¾ Similar contributions and benefits.
Disbursement Record:
A record of billable reimbursable expenses.
Feasibility Study:
A report that outlines the research and subsequent analysis to determine the viability and
practicability of a project. A feasibility study analyzes economic, financial, market, regulatory, and
technical issues.
Fee:
The amount of compensation paid to the architect for the provision of a specific service. This does
not include reimbursable expenses or disbursements.

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Definitions | 36
General/Field Review:
General review, which is synonymous with field review, is a review by the architect and consultants
during visits to the place of the work and, where applicable, at locations where building components
are fabricated for use at the place of the work. It is completed at intervals appropriate to the stage
of the construction that the architect and consultants, in their professional discretion, consider
necessary to become familiar with the progress and quality of the work, and to determine that the
work is in general conformity with the construction documents and to so report, in writing, to the
client, the constructor, and Authorities Having Jurisdiction.
Fixed Fee:
One stated sum of money for the performance or provision of specific services.
Functional Program:
A written statement which describes various criteria and data for a building project, including
operational criteria, design objectives, site requirements and constraints, spatial requirements and
relationships, detailed information on rooms, furnishings, fittings and equipment, building systems
and equipment, flexibility/adaptability requirements, and future expandability.
Multiplier:
A percentage or figure by which direct payroll expenses of staff (Direct Personnel Expense) are
multiplied to cover payroll burden, overhead expenses, and profit.
Office Overhead:
Includes rent and utilities, office supplies, computer maintenance, automobile expenses, promotion
and advertising, books and subscriptions, annual dues, leasing expenses (except as noted below),
postage, delivery services, bank charges, interest charges, business taxes, donations, seminar and
training expenses, and depreciation. Consultant expenses that are related to architectural services
are excluded from overhead expenses, but other consultants for services such as legal, accounting,
marketing, and the like are included in overhead expenses. The purchase or lease of major expenditure
items, such as automobiles, computers, or office renovations, are charged as office overhead only to
the extent that such expenses can be depreciated in accordance with federal policy.
Percentage Fee:
A method of compensation which links the fee for architectural services to a percentage of the
construction cost of the project. The percentage will vary depending on the type of building, the
construction value, and the type of construction contract.
Pre-design Services:
The architectural services provided prior to the traditional building design services that assist the
client in establishing a functional program as well as the project scope, including a financial and
scheduling plan.
Project Budget:
The client’s estimated total expenditure for the entire project. It includes, but is not limited to, the
construction budget, professional fees, contingencies, costs of land, rights of way, and all other
costs to the client for the project.

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Definitions | 37
CASEY HOUSE MAISON DE LA LITTÉRATURE STADE DE SOCCER DE MONTRÉAL

Hariri Pontarini Architects Chevalier Morales Architectes SAUCIER+PERROTTE /
Photo: Hariri Pontarini Architects Photo: Chevalier Morales architectes HCMA Architecture + Design
Photo: Olivier Blouin
Retainer:
The first payment to the architect, upon engagement, representing a stipend to cover the architect’s
initial work and expenses on the client’s behalf. This amount is retained on the account against
the eventual final billing for services on the project. Typically, the retainer is negotiated and often
reflects the value of the first two months of service or one half of the value of the first phase of the
commission.
Services (from RAIC Document Six):

The services means the professional services identified in Schedule A – Services, including those
performed by the architect, the architect’s employees, and the consultants engaged by the architect.
Value-Added Taxes (from RAIC Document Six):

Value-added taxes are those taxes levied by the federal or any provincial or territorial government
including the Goods and Services Tax, the Quebec Sales Tax, the Harmonized Sales Tax, and any
similar tax, the collection and payment of which are imposed by tax legislation.

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Other References | 38
4 | Other References
Provincial Associations of Architects’ Schedule of Fees or Tariﬀ of Fees
Architectural Institute of British Columbia. Tariff of Fees for Architectural Services. Fourth Edition.
Revised February 2009.
Alberta Association of Architects. Schedule of Designated Services for Recommended Conditions of

Engagement and Schedule of Professional Fees for Building Projects. September 2013.
Saskatchewan Association of Architects. Bylaws of the Saskatchewan Association of Architects.

November 2002. Refer to Bylaws No. 16, 17, 18, 19, 20, 21, 22, 23, 24, and 25.
Association of Architects in Private Practice of Québec. Standard Contract for the Services of an
Architect. November 2013.
Architects Association of New Brunswick. Schedule of Recommended Fees. January 7, 2011.
Newfoundland Association of Architects and Association of Professional Engineers and Geoscientists

of Newfoundland. Guidelines and Recommended Minimum Fees for Architectural and Engineering
Projects. March 2003.


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Appendices | 39
Appendices
Appendix A Fee Calculation Sheet
Appendix B Example Fees Using Fee Calculation Worksheet
Appendix C Typical Invoice Using Percentage-based fee
Appendix D Alphabetical List of Buildings by Category
Appendix E Scope of Services Checklist
Appendix F Basic Services of an Architect – Narrative Description
Appendix G List of Additional Architectural Services
Appendix H Comprehensive List of Types of Consultants on the Design Team
Appendix I Finding, Selecting and Engaging an Architect
Appendix J Typical Buildings Requiring the Services of an Architect

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Appendices | 40
Appendix A – Fee Calculation Sheet
FEE ADJUSTMENT
FACTOR COMMENTS
Project Number
Project Name
MAJOR BUILDING OCCUPANCIES
Building Category
Building Area
Project Complexity
Construction Budget
Method of Project Delivery
Heritage Conservation
METHODS OF COMPENSATION TO ARCHITECT
Fee 1 Percentage-based
Fee 2 Hourly or Per Diem
Fee 3 Fixed Fee
SCOPE OF SERVICES BY PHASE
Pre-design
Design
Construction Documentation
Bidding and Contract Negotiation
Contract Administration
Post-construction
Facility Management
ADJUSTMENT FACTORS
Construction Schedule/Fast-track
Project Documentation
Specialist Consultants
Approvals
Submittals
New Technologies
Third Party Certification
Construction Contract(s) Administration
Location
Renovation/Vertical Additions
Repeat Work/Repetitive Design
Architect’s Personnel
Other
Total Fee Adjustment Factors
Adjusted Fees
Fee 3 Fixed Fee

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Appendices | 41
Appendix B – Example Fees using Fee Calculation Worksheet
FEE ADJUSTMENT
FACTOR COMMENTS
Project Number 2009-08
Project Name Ottawa Valley University Classroom
MAJOR BUILDING OCCUPANCIES
Building Category Category 5 Non-technical Classroom
Building Area 3000 square metres
Project Complexity Average
Construction Budget $9,000,000
Method of Project Delivery Construction Management
Heritage Conservation
METHODS OF COMPENSATION TO ARCHITECT
Fee 1 Percentage-based 7.05
Fee 3 Fixed Fee
SCOPE OF SERVICES BY PHASE
Pre-design N/A
Design Yes
Construction Documentation Yes
Bidding and Contract Negotiation Yes
Contract Administration Yes
Post-construction Additional
Facility Management Additional
ADJUSTMENT FACTORS
Construction Schedule/Fast-track No
Construction Document Phase
Project Documentation Multiple Tender Packages Plus 0.25
Additional Cost of 50%
Specialist Consultants Cost Consultant Separate Fee for Cost Consultant
Approvals Normal
Submittals Normal
New Technologies Green Roof Plus 0.10
Additional Energy Analysis and
Third Party Certification LEED Certification Plus 0.10
Documentation
Construction Contract(s) Administration Multiple Contracts Plus 0.10
Location Normal
Renovation/Vertical Additions No
Repeat Work/Repetitive Design No
Architect’s Personnel No Additional Personnel Required
Other
Total Fee Adjustment Factors 1.55
Total Fee
Adjusted Fees 7.05 x 1.55 = 10.9275 10.9275
Approximately $983,475
Fee 2 Hourly or Per Diem For Additional Services Only
Fee 3 Fixed Fee Additional 9,000 for Cost Consultant

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Appendices | 42
Appendix C – Typical Invoice Using Percentage-based Fee
INVOICE
To: Acme Architecture Ltd. INVOICE No. 8094
77 Skyway Drive Project: Acme Office Addition
Anytown, ON Project No.: 8051
Y2K 2Y2 Date: 15 March 2018
GST/HST No.: R109976007
For Professional Services Rendered:
Reference: Client-Architect Agreement

Document Six, dated June 15, 2018
Fees to: 28 February 2018
Earned to date
Schematic Design Phase: 100% of 12.5% of 8% of $500,000 $5,000.00
Design Development Phase: 100% of 12.5% of 8% of $500,000 $5,000.00
Contract Documents Phase: 100% of 47.5% of 8% of $500,000 $19,000.00
Tendering/Bidding Phase: 100% of 2.5% of 8% of $500,000 $1,000.00
Contract Admin. Phase: 20% of 25% of 8% of $536,800 $2,147.20
Subtotal – Basic Services $32,147.20 $32,147.20
Additional Services
Change Orders 1, 2 & 3 6 hours @ $140/hour $840.00
15 hours @ $85/hour $1,275.00
Subtotal – Additional Service $2,115.00 $2,115.00
Total fee earned to date $34,262.20

Less previously invoiced $28,840.50
TOTAL FEE DUE THIS INVOICE $5,421.70
Reimbursable expenses due excluding GST/HST $322.60

(see attached invoices)
Subtotal due this invoice $5,744.30

GST/HST @ 13% $746.76
TOTAL DUE THIS INVOICE $6,491.06
NOTE: A statutory holdback of consulting fees, required by lien legislation in some jurisdictions, is not included in this
sample invoice.

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Appendices | 43
Appendix D – Alphabetical List of Buildings by Category
Administrative Office Building (shell only excluding Custom Residence 7

3
tenant fit-up)
Custom Residential Swimming Pool 7
Agricultural Building (specialized) 3
Customs and Immigration Building 6
Air Traffic Control Tower 7
Dairy and Creamery 4
Aircraft Hangar 5
Dance Hall 3
Airport Passenger Terminal 6
Decorative Work 7
Alterations 7
Dental Building 6
Ambulance Facility 4
Distillery 4
Amusement Park Building 5
Dormitory 2
Animal Clinic 4
Drill Hall 3
Animal Hospital 5
Dry Cleaning Establishment 4
Animal Shelter 1
Embassy 7
Apartment 2
Emergency Operations Center 5
Aquarium 6
Exhibition Building 4
Archives Building 6
Exhibition Display 7
Armed Forces Base, Armoury 3
Facility for High-level Medical Care for Active Diagnostic
6
Art Gallery 6 and Acute Treatment
Auditorium 6 Financial Customer Service Centre
4
(such as Bank Branches)
Barn 1
Fire Station 4
Botanical Gardens 5
Flight Service Station 7
Bowling Alley 3
Foreign Mission 7
Bus Passenger Terminal 6
Fountain 7
Cannabis Production Facility 5
Freight Handling Terminal 5
Car Dealership 3
Funeral Home 5
Cemetery Chapel 5
Funeral Monument 7
Chancellery 7
Grandstand 4
Chronic Care Facility 6
Gymnasium 5
Church 5
Hotel 4
City Hall 5
Housing – Specialized Housing Including High-level
Club: Town or Country 4 4
Residential Support
Commemorative Monument 7 Housing – Multiple Unit Residential Building (Apart-
2
Commercial or Administrative Office Building ment, Condominium, Dormitory, Townhouse, etc.)
3
(shell only excluding tenant fit-up) Housing – Custom Residence 7
Communications Building 6 Ice Arena 5
Community Centre 4 Industrial Building (such as Light Manufacturing) 3
Computer Centre 6 Junior, Middle and Senior High School 4
Concert Hall 6 Kennel 1
Consulate 7 Kindergarten and Elementary School 3
Convent 5 Laboratory 6
Convention Hall 4 Laundry 4
Courthouse 6 Legislative Building 7
Crematorium 5 Library 6

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Appendices | 44
Licensed Beverage Establishment 5 Rapid Transit Station 6

Licensed Daycare 5 Recreation Building 5
Long Term Care Facility 5 Recreational Pier 3
Maintenance Building 3 Resort Building (building shell only) 3
Manufacturing 4 Restaurant 5
Marina 3 Restoration of Historic Monument or Building 7
Mausoleum 5 Retirement Facility 4
Maximum or Medium Security Detention Centre 6 School–Junior, Middle and Senior High School 4
Medical Clinic (Walk-in) 6 School–Kindergarten and Elementary School 3
Medical Research Facility 6 Science Building 6
Mental Health Facility and Rehabilitation Facility 6 Seaport/Ferry Passenger Terminal 6
Mercantile Buildings for Business and Personal Data Centre 5
Services including Store, Shop, Barber and Hairdressing
3 Self-service Storage Building 1
Shop, Supermarket, Shopping Centre, Department
Store, (excluding tenant layouts) Senior Citizens’ Apartment 3
Minimum Security Detention Facility 5 Service Garage 3
Mint 7 Service Station 3
Monastery 5 Shed 1
Motel and Apartment Hotel 3 Shelter for Homeless 4
Multiple Unit Residential Building (Apartment, Condo- Shelter for Women 4
2
minium, Dormitory, Townhouse, etc.)
Special Care Facility (such as a Group Home) 5
Museum 6
Special Maintenance Garage 5
Museum (exhibition hall as shell, non-complex pro-
5 Specialized Housing Including High-level
gram without environmental conditions) 4
Residential Support
Observatory 6
Stable 1
Official Government Residence 7
Stadium 4
Opera House 6
Storage Building 1
Park Building 2
Student or Institutional Residence 3
Parking Structure (Freestanding) 4
Studio 6
Pedestrian Links and Bridges 5
Summer Camp 2
Physical Education Building 5
Swimming Pool 5
Place of Worship 5
Planetarium 6 Telephone Equipment Building 5
Police Station 4 Tenant Space Planning 7
Post Office 4 Theatre 6
Processing or Specialized Storage Facility 4 Town Hall 5
Promenade 7 TV Facility 6
Public Garden 7 University or College 5
Radio or TV Facility 6 Warehouse 1
Rail Passenger Terminal 6 Zoo 5

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Appendices | 45
Appendix E – Scope of Services Checklist

These charts are typical checklists of services offered by the architect and their sub-consultants. The nature of each
individual project, and the services customized to the client’s needs, will determine the scope of services required.
The checklist and table include both basic and additional services and are intended to support discussions between
the client and architect to gain a shared understanding of the services required for a project. RAIC Document Six,
Schedule A is also a useful document to support a discussion about project scope and services.
Basic and Additional Services, All Applicable Phases

Structural Consulting Engineering Services Mechanical Consulting Engineering Services Electrical Consulting Engineering Services
Acoustic Consulting Services Audio Visual Consulting Services Building Sciences Consulting Services
Energy Modeling Consulting Services Civil Engineering Consulting Services Commissioning Agent Consulting Services
Cost Estimating Consulting Services Food Services Consulting Services Heritage Conservation Consulting Services
Archaeological Consulting Services Hardware Consulting Services Interior Design Consulting Services
Laboratory Design Consulting Services Landscape Architect Consulting Services Lighting Design Consulting Services
Microclimate Consulting Services Planning Consulting Services Project Management Services
Security and Communications Systems

Security Consulting Services Traffic Consulting Services
Consulting Services
Furniture, Fixtures and Equipment (FF&E)
Selection, Procurement, and Installation Graphic Design and Signage Vertical Transportation Consulting Services
Coordination
Multiple Construction Contracts Coordination of Work of Client’s Own Forces Tenant Improvement Design Services
Value Engineering Services Life Cycle Cost Analysis Services Coordination of Client’s Equipment
Climate Change Analysis Enhanced Sustainable Design Energy Modeling Services
Commissioning Multiple Language Services Sustainable Design Certification
Coordination Services, All Applicable Phases

Project Protocols Client Meetings Consultant Coordination Meetings
Project Dossier Project Reporting Coordination of Consultants
Coordination of Client’s Furniture, Fixtures

Coordination of Multiple Constructors Coordination of Client’s Own Forces
and Equipment (FF&E)
Computer-Aided Design and Drafting (CADD) Building Information Modeling (BIM) BIM Model Manager
Authorities Having Jurisdiction Services, All Applicable Phases

Review of Regulatory Requirements Zoning or Land Use Amendment Variances
Site Development Review Development Approval or Agreement Public Hearings
Building Permit Application

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Appendices | 46
Appendix F – Basic Services of an Architect – Narrative Description

The following describes the basic services of the achitect on a typical project:
1.0 Architect’s Services

1.1 The architect’s services consist of those services performed by the architect, the architect’s
employees, and the architect’s consultants, set forth herein, and any additional services identified
in the contract. They include the provision of normal structural, mechanical, and electrical
engineering services by professional engineers when these consultants are engaged by the
architect.
1.2 The architect’s services include consultant coordination required to integrate all parts of the
services.
2.0 Schematic Design Phase:

The architect shall:
2.1 Review the program of requirements furnished by the client and characteristics of the site;
2.2 Review and comment on the client’s construction budget in relation to the client’s program of
requirements;
2.3 Review with the client alternative approaches to the design of the project and the types of
construction contracts;
2.4 Review applicable statutes, regulations, codes, and by-laws and, where necessary, review the
same with the Authorities Having Jurisdiction;
2.5 Based on the mutually agreed upon program of requirements, schedule, and construction
budget, prepare for the client’s review and approval, schematic design documents to illustrate
the scale and character of the project and how the parts of the project functionally relate to each
other; and
2.6 Prepare and submit to the client an estimate of probable construction cost based on current area
or volume unit costs.
3.0 Design Development Phase:

Based on client-approved schematic design documents and agreed estimate of probable construction
cost, the architect shall:
3.1 Prepare for the client’s review and approval: design development documents consisting of
drawings and other documents appropriate to the size of the project, to describe the size and
character of the entire project including the architectural, structural, mechanical, and electrical
systems, materials, and such other elements as may be appropriate;
3.2 Prepare and submit to the client for approval a revised estimate of probable construction cost;
and
3.3 Continue to review applicable statutes, regulations, codes, and by laws as the design of the
project is developed.

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Appendices | 47
4.0 Construction Documents Phase

Based on the client-approved design development documents and agreed estimate of probable
construction cost, the architect shall:
4.1 Prepare, for the client’s review and approval, construction documents consisting of drawings and
specifications setting forth in detail the requirements for the construction of the project;
4.2 Advise the client of any adjustments to the estimate of probable construction cost, including
adjustments indicated by changes in requirements and general market conditions;
4.3 Obtain instructions from, and advise the client on, the preparation of the necessary bidding
information, bidding forms, conditions of the contract, and the form of contract between the
client and the contractor; and
4.4 Review statutes, regulations, codes, and by-laws applicable to the design, and where necessary,
review the same with the Authorities Having Jurisdiction in order that the client may apply for and
obtain the consents, approvals, licenses, and permits necessary for the project.
5.0 Bidding and Negotiation Phase

5.1 Following the client’s approval of the construction documents and the latest estimate of probable
construction cost, the architect shall assist and advise the client in obtaining bids or negotiated
proposals, and in awarding and preparing contracts for construction.
6.0 Construction Phase – Contract Administration

6.1 During the construction phase – contract administration, the architect shall:
6.1.1 Be a representative of the client;
6.1.2 Advise and consult with the client;
6.1.3 Have the authority to act on the client’s behalf to the extent provided in this contract
and the construction contract documents;
6.1.4 Have access to the work at all times, wherever it is in preparation or progress;
6.1.5 Forward all instructions from the client to the contractor;
6.1.6 Carry out the general/field review of the work;
6.1.7 Examine, evaluate, and report to the client upon representative samples of the work;
6.1.8 Keep the client informed of the progress and quality of the work, and report to the
client defects and deficiencies in the work observed during site reviews;
6.1.9 Determine the amounts owing to the contractor under the construction contract,
based on the architect’s observations and evaluation of the contractor’s application(s)
for payment;

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Appendices | 48
6.1.10 Issue certificates for payment in the value proportionate to the amount of the construc-
tion contract, of work performed, and products delivered to the place of the work;
6.1.11 In the first instance, interpret the requirements of the construction contract docu-
ments and make findings as to the performance thereunder by both the client and
contractor;
6.1.12 Render interpretations in written and graphic form as may be required with reason-
able promptness on the written request of either the client or the contractor;
6.1.13 Render written findings within a reasonable time, on all claims, disputes, and other mat-
ters in question, between the client and the contractor relating to the execution or per-
formance of the work, or the interpretation of the construction contract documents;
6.1.14 Render interpretations and findings consistent with the intent of, and reasonably in-
ferable from, the construction contract documents; showing partiality to neither the
client nor the contractor; but shall not be liable for the result of any interpretation or
finding rendered in good faith in such capacity;
6.1.15 Have the authority to reject work that does not conform to the construction contract
documents, and whenever, in the architect’s opinion, it is necessary or advisable for
the implementation of the intent of the construction contract documents, have the
authority to require special inspection or testing of work, whether or not such work
has been fabricated, installed or completed;
6.1.16 Review and take other appropriate action with reasonable promptness upon such
contractor’s submittals as shop drawings, product data, and samples, for conformance
with the general design concept of the work, as provided in the construction contract
documents;
6.1.17 Prepare change orders and change directives for the client’s approval and signature
in, accordance with the construction contract documents;
6.1.18 Have the authority to order minor adjustments in the work that are consistent with
the intent of the construction contract documents, when these do not involve an ad
justment in the contract price or an extension of the contract time;
6.1.19 Furnish supplemental instructions to the contractor with reasonable promptness, or

in accordance with a schedule, for such instructions agreed to by the architect and the
contractor;
6.1.20 Determine the date of substantial performance of the work;
6.1.21 Receive from the contractor and forward to the client, for the client’s review, the writ-
ten warranties and related documents;
6.1.22 Verify the validity of the contractor’s application for final payment and issue a certifi-
cate of final payment; and
6.1.23 Prior to the end of the period of one year following the date of substantial perfor-
mance of the work, review any defects or deficiencies that have been reported or ob-
served during that period, and notify the contractor in writing of those items requiring
attention by the contractor to complete the work in accordance with the construction
contract.

A GUIDE TO
Appendices | 49
Appendix G – List of Additional Architectural Services

The following is a list of some of the additional services offered by architectural practices or coordinated with
special consultants.
PRE-DESIGN SERVICES MATERIALS AND SYSTEMS TESTING

• Functional Programming • Procurement of Testing Services
• Feasibility Studies • Review and Analysis of Testing
• Existing Site and Facilities Analysis
• Traffic and Parking Studies INTERIOR DESIGN AND DESIGN SERVICES
• Existing Equipment and Furniture Inventories • Space Planning
• Energy Analysis • Adaption of Mechanical and Electrical Systems and
Other Systems to Tenant Needs
• Master Programming and Planning
• Preparation of Furnishing Requirements
• Environmental Studies
• Bidding or Purchasing Procedures for Furniture
• Space Schematics/Flow Diagrams
• Furniture and Equipment Selection and Layout
• Marketing Studies
• Special Furnishings Design
• Financial Analysis
• Tenant-related Services
• Project Financing
• Interior Partition Location
• Advisor for Architectural Competitions
• Furniture and Finishing Specifications
• Preparation of Proposal Call Documents
• Selection of Interior Materials, Finishes, and Colours
POST-CONSTRUCTION SERVICES • Procurement of Furniture
• (Re)Commissioning Services • Coordination of Installation and Delivery of
Furniture
• Post-occupancy Studies
• Design of Interior and Exterior Signage and Symbols
• Maintenance and Operational Programming
• Selection or Acquisition of Fine Arts or Crafts
• Building Maintenance Manuals
• Graphic Design
• Post-occupancy Evaluation
• Documentation of Requirements and Procurement
of Graphics Work
SITE DEVELOPMENT SERVICES
• Site Analysis and Selection
PROJECT ADMINISTRATION AND CONSTRUCTION
• Site Development Planning/Site Plan Agreement
MANAGEMENT SERVICES
• Detailed Site Utilization Studies
• Project Administration
• On-site Utility Studies
• Disciplines Coordination/Document Checking
• Off-site Utility Studies
• Enhanced or Extensive Consulting with Authorities
• Environmental Studies and Reports Having Jurisdiction
• Zoning and Land Use Amendments • Submittal Services
• Geotechnical Engineering • Owner-supplied Data Coordination
• Site Surveying • Schedule Development/Monitoring
• Legal Survey • Testing and Inspection Administration
• Landscape Design • Project Representation

A GUIDE TO
Appendices | 50
• Supplemental Documentation ARCHITECTURAL CONSERVATION

• Administration of Multiple Contracts • Historic Building Documentation
• Detailed Cost Estimates and Quantity Surveys • Heritage Conservation District Studies
• Value Analysis or Value Engineering • Conservation Reports
• Life Cycle Cost Analysis
• Coordination of Mock-ups EXPERT WITNESS
• Facility Management • Testimony at Court or Hearing
• Advocate Architect Services • Opinion on Codes or Regulations

PROMOTION AND PUBLIC RELATIONS COMPUTER APPLICATIONS
• Preparation of Press Releases • Computer Renderings
• Preparation of Promotional Brochures • 3-D Computer Presentations and Walk-throughs
• Presentations at Public Meetings • Electronic Communication and Distribution
• Preparation of Leasing Material • Computer Analysis and Mock-ups
• Preparation of Models • Project Scheduling
• Preparation of Renderings • Project Accounting
• Condominium Documentation
• Computer Presentations URBAN DESIGN
• Streetscape Design
DOCUMENTATION SERVICES • Drafting of Zoning Bylaws and Regulations
• Preparation of Special Certificates and Letters of • Shadow Studies
Assurance • Urban Design Studies
• Certified Area Calculations • Wind Studies
• Record Drawings and Computer Files • Land Use Studies
• Preparation of Measured Drawings • Transportation Studies
• Building Inspection and Reporting
• Aerial Site Photography RESEARCH
• Still Photography of Existing Conditions • Research in Construction Materials and Methods
• Periscope Photography of Models • Building Envelope Investigation
• Presentation Photography of Renderings or Models
• Construction Progress Photographs
• Architectural Photography of Completed Building or Site
• Videotaping
• Computer Database
• Inventories of Materials, Equipment or Furnishings
• Building Scanning
• Creating of Building Information Model (BIM) of
existing building

A GUIDE TO
Appendices | 51
Appendix H – Comprehensive List of Types of Consultants on the

Design Team
SPECIALIST CONSULTANTS: • Realtor
• Acoustical consultant • Scheduling consultant
• Airport consultant • Security consultant
• Architectural historian • Signage or graphics consultant
• Art consultant • Sociologist
• Building code consultant • Specifications writer
• Building envelope consultant • Technologist
• Computer or CAD consultant • Theatre consultant
• Conservation or heritage architect • Translator
• Construction manager • Transportation planner
• Cost consultant • Urban and regional planner
• Demographer • Urban designer
• Economist • Value engineering consultant
• Education consultant • Wayfinding consultant
• Elevator consultant • Wind/snow studies consultant
• Energy management consultant
• Environmental consultant or ecologist ENGINEERING CONSULTANTS:
• Facilitator • Acoustical engineer
• Facilities manager • Civil engineer
• Food service/kitchen consultant • Electrical engineer
• Graphic artist • Environmental engineer
• Hardware consultant • Geotechnical engineer
• Hospital consultant • Hydrological engineer
• Information technology consultant • Mechanical engineer
• Interior designer • Process engineer
• Laboratory consultant • Seismic engineer
• Land surveyor • Structural engineer
• Landscape architect • Traffic engineer
• Lighting consultant
• Marketing consultant
• Programmer
• Psychologist
• Public relations consultant
• Quantity surveyor

A GUIDE TO
Appendices | 52
Appendix I – Finding, Selecting and Engaging an Architect

Selecting the right architect is one of the most significant decisions you can make on a building project
1.0 How to Find an Architect

You can find an architect in several ways, including:
• Use the RAIC online Member Directory called “Find an Architect”;

• Request and review a copy of the RAIC Directory, or, if available, obtain a provincial association
directory, which is produced by some of the provincial associations of architects;
• Visit architects’ websites;
• Use your own experience to nominate architects that have served you well in the past;
• Ask for recommendations from other organizations or persons who may have had similar projects;
or
• Advertise in a local or province-wide publication, such as the RAIC electronic Bulletin, or a provincial
association’s newsletter or website. If you choose to advertise, you can use the suggested wording
shown in the sample advertisement on the RAIC website.
You will find the process easier if you keep the list of potential architects to a manageable number.
For a small project, two architects may be sufficient; ten or more may be appropriate for a large,
complicated assignment.
2.0 How to Select an Architect

There are three methods for selecting an architect:
• Quality or Qualifications-based Selection (QBS)

• Direct Selection
• Architectural Design Competition
• Low fee
2.1 Quality or Qualifications-based Selection (QBS)
More information on QBS can abe found on the RAIC website at:
https://www.raic.org/raic/qualifications-based-selection-qbs
Additional information in the OAA QBS Kit and sample templates can be found on the website
of the Ontario Association of Architects (OAA) at:
http://www.oaa.on.ca/images/docs/1311598926_OAA_QBS_Introduction_Final_Aug_2010.pdf
http://www.oaa.on.ca/images/docs/1305296260_OAA_QBS_SAMPLESfillledout_Final__
Sept._14.06.pdf
Finally, the Canadian Handbook of Practice for Architects includes a detailed Checklist and
Guidelines for Issuing Requests for Proposals at the end of Chapter 1.2.2 – The Client.

A GUIDE TO
Appendices | 53
2.2 Direct Selection
There are many good reasons why a client might select an architect directly, often because of a
referral from a previous client, or the public reputation of the architect.
Architects are aware of the importance of their reputation, both on a project-specific basis and
on a broader public level. Most clients rely on either formal or informal references to confirm
that they are selecting the best architect for the project at hand.
More information on direct selection can be found on the RAIC website at:
www.raic.org/architecture_architects/choosing_an_architect/index_e.htm
2.3 Architectural Design Competition
Architectural Design Competitions are appropriate when an owner wishes to create a public
dialogue about architecture, or where a sponsor is seeking design solutions that are very
different, one from the other. More information on architectural competitions can be found on
the RAIC website at:
www.raic.org/architecture_architects/architectural_competitions/index_e.htm
2.4 Low Fee
There may be limited circumstances when the selection of an architect is based on low fee.
Although this method is strongly discouraged and the potential for reduced value to the client
is high, in situations where there is negligible project risk and a simple and fully defined scope
of work, low fee may be appropriate.
3.0 How to Engage an Architect

A clear and written agreement is essential.
The services of an architect are rendered most effectively when a clear understanding exists between
the client and the architect, and it is incorporated into a written contractual agreement.
This understanding is most effectively accomplished by a thorough and clear discussion and
conclusion as to:
• The scope of the services to be provided by the architect;

• The scope of services provided by subconsulting engineers and specialists to be engaged by the
architect;
• The role of the architect with respect to project coordination and any subcontracts with other
consultants;
• The role of the architect relative to the review of construction;
• Professional responsibility and liability;
• Project timelines;
• The method of establishing the architect’s fees; and
• The method of payment for the architect’s services.
When a client and architect have fully discussed and agreed upon these items, a written contract
outlining all of these terms should be prepared.

A GUIDE TO
Appendices | 54
The following are among many variables that will influence the level of effort needed to provide full
architectural services for a given project:
3.1 Project Coordination
Coordination of the consultant team is critical to the successful completion of any building
project. The architect usually undertakes this coordination. Often the architect is appointed as
the prime consultant.
3.1.1 Prime Consultant

The prime consultant not only manages and coordinates the design and administration
of the project but also makes sure that all members of the consultant team are properly
informed of, and fulfill, their responsibilities. These coordinating duties must be
compensated fairly as they are of considerable value to the owner.
3.1.2 Subconsultants
Subconsultants are usually retained by the architect but they may be engaged and
retained by the client or owner. Basic engineering consultants are structural, mechanical,
and electrical engineers. It is possible to establish the architect’s fee in one of two ways:
1) Including the fees of the three basic engineering consultants; or

2) Without the basic engineering fee.
3.1.3 Specialist Consultants

Today there is an increasing demand for new specialist consultants. It should be noted
that specialist consultants are not part of the basic services of the architect. Some of these
specialist consultants are:
• Fire protection consultants;

• Life safety and code consultants;
• Security consultants;
• Building envelope consultants; and
• Information technology specialists.
All of these are in addition to many of the basic consultants.

Refer to Appendix H for a complete list of possible subconsultants.
The architect typically coordinates the specialist and subconsultants, whether or not they have
been retained directly by the architect or by the owner. Compensation for this coordinating
role is sometimes called a coordination fee and the amount varies depending on:
• The complexity of the project;

• The subconsultant’s discipline or field of expertise; and
• The magnitude of the coordination activity.
Often the coordination fee is approximately 25-35% of the subconsultant’s fee. The fee
for the services of specialist consultants is always over and above the fee or normal
percentage for the architect’s services.

A GUIDE TO
Appendices | 55
3.2 Scope of Services
As indicated above, the scope of services must be agreed upon and the purpose of this document
is to determine an appropriate fee for the architect’s services. . This document provides checklists
for the architect and client to review related to both basic and additional services for a building
project. If the client and architect agree to eliminate some services, or add additional services, the
fee must be adjusted accordingly.
Refer to Appendix G for a list of additional services that architects provide.
3.3 Client’s Responsibilities
The written contract or agreement sets out the services to be provided by the architect. They also
identify the client’s responsibility to provide information, such as:
• The requirements for the project;

• Physical specifications (such as spatial and functional relationships) or functional program;
• Legal services;
• Site conditions (such as surveys, subsurface investigation reports, designated substances
(asbestos, lead, etc.) and mould, etc.); and
• The schedule for payment of fees.
The use of RAIC Document Six is recommended.
NOTE: Some provincial associations develop their own contracts for use within their province.
The following are standard contracts which are also endorsed:
• OAA Document 600 (for use in Ontario)
• AIBC Standard Form of Contract 6C between Client and Consultant (for use on projects in
British Columbia with separately engaged consultants)
• AAPPQ Contract Between Client and Architect (for use in the province of Québec)

A GUIDE TO
Appendices | 56
Appendix J – Typical Buildings Requiring the Services of an Architect

Unless stated otherwise, this table lists the exceptions where the design services of an architect are not required.
Group D – Business
Condition
Group B – and Personal Services

Group A – Group C –
Assembly
Care and
Residential Group E – Mercantile
Other Source
Detention
Group F – Industrial
Any other building
in excess of 470 m2
gross area, being the
A commercial or aggregate area of
A one-story building,
British industrial building, all floors, including
other than a school
or combination of mixed-use buildings.
Columbia building, to be used A hospital or similar An apartment or
both with other A mixed-use building
for public assembly, building occupancy residential building
1 if the gross area with 13 or more containing 5 or more
occupancies, in that contains
Note: AIBC exceeds 275 m2 or beds. dwelling units.
excess of 470 m2 assembly occupancy
Bulletin 31 gross area, being the is assessed by the
the unsupported
describes aggregate area of all most restrictive
span exceeds 9 m. AIBC Bulletin 31, May
floors. use and therefore
those buildings requires an architect 6, 2017 (Summary
for which the when it exceeds of the Architects Act,
design is within 235 m2. Section 60).
the exclusive A building of more A hotel, or similar
scope of the than one story, occupancy,
practice of other than a school A veterinary hospital containing 11 or
architects. 2 building, to be used in excess of 470 m2 more guest rooms
for public assembly, gross area. for transient
if the gross area or permanent
exceeds 235 m2. occupancy.
3 All schools, any size
All buildings, except

Manitoba A building exceeding A building exceeding
arenas with a fixed
600 m2 in building 600 m2 in building
seating capacity of
1 1000 people or less,
All buildings. area or exceeding 3 area or exceeding 3
Note: The storeys in building storeys in building
require an architect The Architects Act,
Architects Act height. height.
or engineer. Section 25, April;
describes those
F2/3: A building 20, 2018 and the
buildings, the Buildings and
design of which exceeding 600 m2
2 in building area or Mobile Homes Act,
is within the exceeding 3 storeys Regulation 31/2011.
exclusive scope in building height.
of the practice
of architects. F1: All buildings
3 (architect or engineer).
A building, 3 storeys
or less in height, for A building that is a
A building, 3 storeys
1 A building, 3 storeys or less in height that: residential occupancy
or less in height that:
farm building not for
of hotel, motel, or public use.
similar use that:
In the case of a single In the case of a single
A relocatable
In the case of a single storey building has a storey building has a storey building has a
2 gross area of 300 m2 or less; gross area of 400 m2 gross area of 500 m2
industrial camp
building.
or less; or less;
In the case of a In the case of a
2-storey building has 2-storey building has
In the case of a 2-storey building has a gross Architects Act,
a gross area of 200 a gross area of 250 Interior design.
Alberta area of 150 m2 or less on each floor; and Chapter A-44, April
m2 or less on each m2 or less on each
floor; and floor; and 30, 2015.
In the case of a In the case of a

3-storey building has 3-storey building has
In the case of a 3-storey building has a gross
a gross area of 130 a gross area of 165
area of 100 m2 or less on each floor.
m2 or less on each m2 or less on each
floor. floor.
A single-family
3 dwelling.
A multiple family
4 dwelling containing 4
dwelling units or less.

A GUIDE TO
Appendices | 57
Condition

Assembly
Care and
Other Source
Detention
1 Any building conforming to the scope of NBCC Part 9. Any farm building Architects Act,
Saskatchewan Section 23, Scope of
2 Interior design. Practice.
A building used
A building that is not A building that is not
directly in the
more than 3 storeys more than 3 storeys
extraction,
1 Architect required. and not more than and not more than
processing, or
600 square metres in 600 square metres
storage of ore from
gross area. in gross area.
a mine. Architects Act,
Section 11, April 18,
A building that is 2018.
not more than 3
storeys and contains
Ontario 2 1 dwelling unit or 2 Interior design.
attached dwelling
units constructed
directly on grade.
A building that is not

more than 3 storeys
and not more than
3 600 m2 building area,
containing 3 or more
dwelling units.

more than 3 storeys
and not more A building used
than 600 square A building that is not A building that is not Policy Statement:
directly in the
metres in gross more than 3 storeys more than 3 storeys Policy of the
extraction,
1 area, used for a and not more than and not more than
processing, or Council of the
restaurant designed 600 square metres 600 square metres OAA with respect
to accommodate storage of ore from
in gross area. in gross area. to applications
not more than 100 a mine.
for a license and
persons consuming certificate of
Ontario – food or drink.
Licensed practice by holders
of a certificate of
Architectural A building not more qualification to
Technologist than 4 storeys and make an application
(limited scope 2 contains 1 dwelling Interior design. as a Licensed
of practice) unit or 2 attached Technologist
dwelling units. issued by the
Ontario Association
of Applied
A building not more
Architectural
than 4 storeys and
Sciences (OAAAS),
not more than 600
3 m2 in building area,
January 2017.
containing 3 or
more dwelling units.
A semi-detached or
attached single-family A business, Or a combination
dwelling unit, a multi- mercantile, or of such dwellings
family dwelling that industrial occupancy or occupancies
contains no more that is not more that is not more
than four units, that than 2 storeys, not than 2 storeys and
1 Architect required. is not more than two more than 300 not more than 300 Architects Act;
storeys and not more square metres in square metres in
Quebec R.S.Q. Chapter A-21,
than 300 square gross area after the gross area after the Section 16.
metres in gross area work is completed, work is completed,
after the work is and has a single and has a single
completed and has a basement level. basement level.
single basement level.
A detached single-
2 dwelling unit.

A GUIDE TO
Appendices | 58
Condition

Assembly
Care and
Other Source
Detention

New more than 3 storeys more than 3 storeys Architects Act of
Brunswick Architect required. and not more than and not more than Interior design. New Brunswick,
600 square metres 600 square metres January 1998.
in gross area. in gross area.

more than 3 storeys
more than 1 storey more than 3 storeys
and not more than
1 and not more than Architect required. and not more than
450 square metres
Interior design.
200 square metres 450 square metres
in building area (D,
in building area. in building area. Architects Act,
Nova Scotia E, F2, F3).
November 23, 2006.
more than 1 storey
One-dwelling or a 2
2 dwelling unit.
and not more than
200 square metres in
building area (F1).
A building that is
A building used
not more than 3
directly in the
storeys and contains
extraction,
1 Architect required. 1 dwelling unit or 2 Not permitted.
processing, or
attached dwelling
storage of ore from
units constructed
a mine.
directly on grade.
Architects Act,
Prince Edward A building that is not Chapter A-18.1,
Island more than 3 storeys March 31, 2000.
and not more than
600 m2 in building
2 area, containing 3 or Interior design.
more dwelling units
constructed directly
on grade with no
units above another.
A building where
A building, in whole
the total area of all
or in part, used
floors located at and
or intended for A detached or semi-
above the lowest
assembly occupancy detached house or
outside grade does
1 only, where the Architect required row housing, with or
not exceed 300 m2,
Interior design.
building’s total without a subsidiary
and the building
occupant load apartment.
does not contain
does not exceed 50
more than one
persons.
dwelling unit (D & E).
A building A building, in whole
containing only or in part, used or
Newfoundland
residential units, intended for industrial Architects Act, 2008.
and Labrador having a maximum occupancy only,
2 of 15 bedrooms, where the building’s
where access to total occupant load
each unit is only does not exceed 50
from the exterior. persons.
A lodging house or
bed and breakfast
establishment
3 where the maximum
number of guest
bedrooms does not
exceed 4.
more than 3 storeys
more than 3 storeys A building that is a
and not more than
1 Architect required. and not more than
600 square metres
farm building not
Northwest 600 square metres for public use. Architects Act;
in gross area (D, E,
Territories in gross area. SNWT, 2001 cp.10.
F1, F2).
A relocatable industrial
2 camp building.
Table 9 Scope of Design Services in the Practice of Architecture

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What are the different methods of compensation for an architect's services?

What are the different methods of compensation for an architect's services?

What are the different groups used to classify buildings?

What are the different groups used to classify buildings?

A GUIDE TO

Determining Appropriate Fees for the Services of an Architect

Determining Appropriate Fees

Royal Architectural Institute of Canada | RAIC.ORG

Editor: Donald Ardiel, MRAIC

ISBN electronic book

ISBN electronic book

ISBN printed book

ISBN printed book

First Edition published 2009

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

John Peterson, FRAIC, Chairperson

Donald Ardiel, MRAIC, Editor

Royal Architectural Institute of Canada | RAIC.ORG

The Value of the Architect 9

Royal Architectural Institute of Canada | RAIC.ORG

1.2.3 Fee Adjustment Factor 3 – Schedule and Fast Track Projects 25

Royal Architectural Institute of Canada | RAIC.ORG

Royal Architectural Institute of Canada | RAIC.ORG

Royal Architectural Institute of Canada | RAIC.ORG

The Royal Architectural Institute of Canada

Additional copies may be purchased through the RAIC Store at

Royal Architectural Institute of Canada | RAIC.ORG

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

Clients and architects need to Design &

Royal Architectural Institute of Canada | RAIC.ORG

The greater the investment in

changes later in the project.

Ease & ability to aﬀect project change

Figure 2 MacLeamy Curve: Influence of Early Effective Decision-making on Project Outcomes

Royal Architectural Institute of Canada | RAIC.ORG

In another instance, specific services, such as the preparation of an architectural rendering or

1.1.1 | Fixed Fee

1.1.2 | Time Basis

Royal Architectural Institute of Canada | RAIC.ORG

Time-basis fees are typically used for the following:

¾ Services that are not well defined;

1.1.3 | Percentage-based Fee

Royal Architectural Institute of Canada | RAIC.ORG

Phase Percentage of Total Fee

12-25% 12-25% 2.5-8.5%

Cumulative Percent of Total Fee Percent of Fee for Each Phase

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

Royal Architectural Institute of Canada | RAIC.ORG

Phase Percentage of Total Fee

1.1.3.2 | Construction Costs

The definition states:

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

Royal Architectural Institute of Canada | RAIC.ORG

Basic Architectural Services

Schematic Design Construction Bidding or Construction

1.1.4 | Range of Percentage Fees for Services

Base Percentage Fee by Building Category (in millions) –

1 7.14 6.12 5.07 4.78 4.57 4.46 4.18

7 14.18 14.96 13.91 13.26 12.74 12.21 11.69