STANDARDS OF PROFESSIONAL

PRACTICE (SPP)

ON PRE-DESIGN SERVICES

(Part of the IRR of R.A. No. 9266)

SPP Document 201

      INTRODUCTION
• 1.1.      The basic services provided by the
Architect have remained relatively unchanged
over the years. However, the Architect must
expand his services in response to the
increasing demands of his/her Clients, the
evolution of new standards of regulated
professional practice, the advancement of
technology and the enactment of new laws.
      INTRODUCTION
• 1.2.      It will be most advantageous to the
Client to involve the Architect in the earliest
stages of the project since the Architect, if
suitably experienced, can provide the Client
with objective project analysis, establishing
parameters to optimize building needs vis-à-
vis available resources and attendant
constraints..
      2.   SCOPE OF PRE-DESIGN
SERVICES
• The Pre- Design Services cover a broad line of
architectural services ranging from initial
problem identification to activities that would
allow the Architect to initially conceptualize an
array of architectural and allied solutions. The
Pre-Design Services nominally include
consultation, pre-feasibility studies, feasibility
studies, site selection and analysis, site utilization
and land-use studies, architectural research,
architectural programming, space planning,
space management studies, value management,
design brief preparation, promotional services
and other related activities.
     2.1     Consultation
• When a Client calls upon the Architect to give
oral or written advice and direction, to attend
conferences, to make evaluations and
appraisals regarding a contemplated project
and similar activities, the Architect renders
valuable inputs whether or not the Client
pursues the project.
   2.2   Pre-Feasibility Studies
• When a Client calls upon the Architect to
give oral or written advice and direction,
to attend conferences, to make
evaluations and appraisals regarding a
contemplated project and similar
activities, the Architect renders valuable
inputs whether or not the Client pursues
the project.
  2.3  Feasibility Studies

Detailed analysis of the project based on pre-

feasibility studies will determine the viability of
a proposed development. The studies will set
the project against present and future trends to
forecast how it will perform over time. This
requires primary data gathering and analysis.
 2.4 Site Selection and Analysis

This entails the formulation of site criteria,

assistance to the Client in site evaluation
as well as analysis to determine the most
appropriate site/s for a proposed project
or building program.
 2.5 Site Utilization and Land-Use
Studies
The detailed analysis of the site involves the
identification of a site’s development potentials
through the proper utilization of land. The
analysis covers the context of the site as well as
that of its surrounding environment and the
development controls that apply to the site and
its environs.
 2.6  Architectural Research

Architectural research entails the

conduct of primary and secondary
researches and assembled facts used
as basis for conclusion.
 2.7  Architectural Programming
This analytical problem-seeking
process will lead to the statement and
identification of both horizontal and
vertical requirements in offering a
solution. It incorporates a space
program with characterizations of the
envisioned spaces such as ambiance,
cost range, etc.
 2.8 Space Planning
The Architect determines the adequate size and
appropriate configuration and assemblage for a
proposed project in consideration of the use,
allocation and interface of spaces for given
activities. Space planning is done mainly through
primary data gathering such as interviews,
consultations, interfaces, focus group discussions
(FGDs), space planning surveys, space audits, etc.
and subsequent analyses i.e. spatial layouts with
stacking concepts, particularly for multi-storey
structures. 
 2.9  Space Management Studies

An analysis of the space requirements of

the project based on organizational
structure and functional set-up pinpoints
linkages and interaction of spaces. The
formulation of the space program will
serve as the basis for the development of
the architectural plan / design.
 2.10   Value Management
This technique is applied in the cost
management process to minimize the negative
effect of simplified operations associated with
many cost-reduction programs. The goal of
value management is to achieve an
unimpaired program at minimum cost. Thus, a
plan, design or system that has been
successfully value-managed will still satisfy the
same performance criteria as the costlier
alternatives.
 2.11   Design Brief Preparation
Under design brief preparation, the
Architect states the project terms of
reference (ToR) including the concept,
objectives and other necessary
requirements to bid out architectural
services (whether public or private).
 2.12   Promotional Services
Projects may require promotional activities in
order to develop and generate financial
support and acceptance from governing
agencies or from the general public. In such
cases, the Architect can act as the agent of the
Owner by producing and coordinating the
additional activities necessary to complete the
services. In all such activities, the Architect
must maintain his professional status as the
representative of the Owner.
3.    MANNER OF PROVIDING
SERVICES
 3.1      After the initial meeting / conversation /
correspondence with the Client, the Architect must
submit his proposal for pre-design services, stating
the following:

• 3.1.1    Scope of Work

• 3.1.2    Manner of Payment
• 3.1.3    Owner’s Responsibilities
• 3.1.4    Other Conditions of Services
3.2.1   As an individual Architect he
must have special training and be
knowledgeable in different fields to
supplement his skills.
 3.2.2   Architect’s Own Staff
It is possible for Architects (as natural
persons) working in a single firm to
specialize in a variety of ways. Many
Architects and firms (juridical persons)
specialize without losing the generalist
approach of the Architect or firm.
3.2.3  By Association, Consultation or
Networking
Another common practice is
consultation between an Architect and
a firm of other disciplines, under the
extended terms of the Owner-
Architect Agreement.
4.   METHOD OF COMPENSATION

The Architect’s compensation is based

on the Architect’s / architectural firm’s
talents, skill, experience, imagination,
and on the type and level of
professional services provided.
Compensation for Pre-Design Services
may be based on one or more of the
following:
 4.1   Multiple of Direct Personnel
Expenses
This cost-based method of compensation is
applicable only to non-creative work such as
accounting, secretarial, research, data gathering,
preparation of reports and the like. This method
of compensation is based on technical hours
spent and does not account for creative work
since the value of creative design cannot be
measured by the length of time the designer has
spent on his work. The computation is made by
adding all costs of technical services (man hours x
rate) and then multiplying it by a multiplier to
cover overhead and profit.
The multiplier ranges from 1.5 to 2.5 depending
on the office set-up, overhead and experience of
the Architect and the complexity of the Project.
Other items such as cost of transportation, living
and housing allowances of foreign consultants,
out-of-town living and housing allowances of
the local consultants and the like, are all to be
charged to the Client. At the start of the
commission, the Architect shall make known to
the Client the rate of professionals and
personnel who will be assigned to the Project
and the multiplier that has to be applied before
agreeing on this method of compensation.
 FORMULA
Assume:

A =       Architect’s rate / hour

C =       Consultant’s rate / hour

T =       Rate per hour of Technical Staff, Researchers

and others involved in the Project

AN, CN, TN  =   No. of hours spent by Architect,

Consultants and Technical Staff
 FORMULA
M =      Multiplier to account for overhead and
reasonable profit. The value may range from 1.5 to
2.5 depending on the set-up of the Architect’s
office and the complexity of the Project.

R =       Reimbursable expenses such as

transportation, housing and living allowance of
Consultant, transportation, per diem, housing and
living allowance of local consultants and technical
staff if assigned to places over 100 km. from the
area of operation of the Architect.
 FORMULA
Cost of printing of extra set of drawings, reports,
maps, contract documents, etc. over the five (5)
copies submitted to the Client, overseas and
long distance calls, technical and laboratory
tests, licenses, fees, taxes and similar cost items
needed by the Project.
 FORMULA

Direct cost =     AN + CN + TN                     

Fee = Direct Cost x M

Total Cost of Service charged to Client = Fee + R

4.2 Professional Fee Plus Expenses

This method of compensation is frequently used

where there is continuing relationship involving
a series of projects. It establishes a fixed sum
over and above the reimbursement for the
Architect’s technical time and overhead. An
agreement on the general scope of the work is
necessary in order to set an equitable fee.
 4.3  Lump Sum or Fixed Fee

This method may be applied to government

projects since they entail more paper work and
time-consuming efforts.
 4.4 Per Diem, Honorarium Plus
Reimbursable Expenses
In some cases a Client may request an Architect to
do work which will require his personal time such as:

4.4.1    attending project-related meetings,

conferences or trips;

4.4.2    conducting ocular inspection of possible

project sites; and

4.4.3    conferring with others regarding prospective

investments or ventures and the like.
4.5    Mixed Methods of
Compensation
The SPP provides for more than one method of
compensation on a project. Each project should
be examined to determine the most appropriate
and equitable method of compensation.