ANTOINETTE:
Hi, and welcome back. I'm Antoinette Trimble, a registered architect working in the
ANTOINETTE:
Hi, and welcome back. I'm Antoinette Trimble, a registered architect working in the commercial and education sector.
ALLISON:
And I'm Allison Tsao, an organisation development practitioner. In our last video we covered educating the client. Today we're going deeper on setting clear expectations, specifically around fees, the cost of works conversation, and how you set up your working relationship from day one.
ANTOINETTE:
These are the conversations architects often rush — and the ones that cause the most problems. Let's get into it.
ANTOINETTE:
We introduced the Client- Architect agreement in the previous video. One thing we can’t stress enough is: having a Client- Architect agreement isn't just best practice — In Victoria it's a professional requirement under Clause 6 of the Code of Professional Conduct.
Rather than emailing it and asking for a signature, sit down and talk it through together and answer any questions they may have. This will help set clear expectations about the process ahead.
ALLISON:
Hold onto that — because the same applies to everything we're about to cover. Fees, changes, ways of working. The agreement is where all of it gets documented. Let's talk about fees first.
ALLISON:
In my experience, the conversations that do the most damage to professional relationships are the ones that were never had clearly upfront. And fees are at the top of that list.
ANTOINETTE:
As Architects we are often uncomfortable talking about money — but it really does us a disservice. Clients need to understand what the architect's professional fee covers and, just as importantly, what it doesn't.
The code requires you to give a clear and unambiguous statement of how professional fees will be calculated and reasonable estimates of other costs (known as disbursements) e.g including council and regulatory fees , travel, consultant fees, planning and permit costs, council levies, a quantity surveyor .
A simple one-page breakdown of these fees and costs early on can prevent enormous confusion.
And be clear about your fee structure — whether it's a percentage, a lump sum, or an hourly rate. You can ask directly: "Would it help if I explain how our fee is calculated?" Most clients will say yes. They're often too embarrassed to ask.
ALLISON:
And what about the question every client asks before the design has even started — "What's this going to cost to build?"
ANTOINETTE:
OK this is one of the most important conversations to get right — and the source of many of complaints to the ARBV.
If providing a cost estimate is outside your area of expertise and experience get a professional cost estimate from a quantity surveyor or from the market from a builder or builders via a tender. Not providing an estimate yourself isn't a sign of weakness — it's good professional judgement to call upon the expertise and experience of others when needed.
There are 3 other things you can do when talking about building costs (earlier the better)
1. Context on cost : For example share that “Construction costs across Victoria have escalated significantly in recent years — supply chain disruptions, labour shortages, materials inflation.”
2. Understand expectations . Be aware that a client may be budgeting based on what a friend paid five years ago and may be operating with completely unrealistic expectations. Ask open questions to understand their views on costs.
3. You can also offer design guidance that may reduce cost— a simpler roof form, a more compact footprint is a way you can save money. Just never put a specific number on the build. Instead, get tender prices from builders so you have a good market sounding and a range of prices.
ANTOINETTE:
The last area rarely appears in any formal agreement — but it makes an enormous difference to how a project actually feels day to day. At your first or second meeting, set aside fifteen minutes to explicitly discuss how you'll work together.
ALLISON:
Cover things like: How often will we meet, and in what format? Who is the primary contact on the client side, and who has authority to make decisions? What's the expected turnaround for feedback and approvals? How do we prefer to communicate? You could frame it as — "Before we get into the project, I'd love to spend a few minutes on how we're going to work together. In my experience, projects go much more smoothly when we've aligned on this upfront." That signals immediately that you're a professional who thinks about relationships, not just buildings.
ANTOINETTE:
And if the project evolves significantly, revisit it. "How is this working for you? Is there anything about how we're communicating you'd like to adjust?" That kind of check-in builds real trust.
ANTOINETTE:
To recap — setting clear expectations comes down to four things. Understand the agreement is a professional obligation under Clause 6, not just paperwork. Be transparent about fees and what they cover. Only give cost advice if you have the expertise or seek others expertise. And have an explicit conversation early about how you'll work together.
ALLISON:
The theme across all points is the same — clarity upfront, documented in writing. It protects everyone and creates the conditions for a genuinely collaborative relationship.
ANTOINETTE:
Thanks for watching. This is part of the Architects Registration Board of Victoria education series.
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