We’ve been getting more “one-off” projects these days. By “one-off” I mean those kinds of projects that are well beyond anything we’ve seen before. One example we’re scratching our heads over now is a “re”-relocation of an old church building to another site in a historic district. On that one, it’s a framing question: the building was originally constructed about 125 years ago. It was brought to the current site about 25 years ago but it needs to be moved down the road now, hopefully to its permanent idyllic site. The building is wood frame, approximately 28’ x 44’ and, of course, has actual size lumber (so Simpson connectors are much harder to use for foundation anchoring). 

The part we’ve never seen is that the long centerline of the building is bearing, as the lumber used to frame the floor is approximately 14’ long. Ok, for the tricky part – the floor joists do not frame on top of or into the side of a beam of any sort. They just rest on top of a 2x8 laid on its side. Oh, the perimeter beam is 4x6, all the 2x8 floor joists are notched for bearing on the perimeter beam.

So my question here is, “When you’ve never seen a particular condition before, how do you go about solving it?” Obviously my approach is to a) research the known or determinable factors, b) define what the issue or problem is, c) find resources (people, vendors, engineers, whatever) who might have insight, d) work to the answer.

I admit, sometimes I just sit at my desk staring out the window waiting for the divine inspiration on where to look for the answer…How 'bout you? 

- Lisa Stacholy, AIA

Two areas I’m having the most issues with are my AIA dues and my CAD-software subscription. I was bemoaning the cost of AIA membership fees when I saw a discussion on LinkedIn about just such a topic.

http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=113822&discussionID=13511337&commentID=11629472&report.success=8ULbKyXO6NDvmoK7o030UNOYGZKrvdhBhypZ_w8EpQrrQI-BBjkmxwkEOwBjLE28YyDIxcyEO7_TA_giuRN#commentID_11629472

It seems that I’m not the only one struggling with the decision of either keeping or dropping my AIA membership.

Aside from AIA dues and/or your CAD-software subscription costs, what other changes/adjustments are you guys looking at?  Just curious and looking for a reality check.  I hope projects pick up significantly soon. I miss writing about buildings… More soon I hope.

-Lisa Stacholy, AIA

Typically architects work with a contract (memo of understanding, letter form of agreement, contract but never, ever, on a verbal handshake… riiihhhttt!) which delineates the services to be performed and the fee to be paid. Frequently the contract also defines the “how and when” that payments are to be made. 

Did you know that if an architect requires payment at completion of the services, there are more avenues available when payments go wrong? Did you know that if an architect allows payment to be made within some duration after work is completed, credit has been extended and a different set of “rules” apply when trying to secure payment?

I have a question from Rebecca, an architect in St. Louis.  She says her firm (which does primarily small residential projects) has had more requests to pay architectural fees by credit card.  Normally they say they don’t and they work out a payment plan. With the tight economy, they are trying to evaluate whether accepting credit cards and/or Paypal would help their business.

For starters, my personal view:  They should be called “charge” cards and not “credit” cards – a charge card is paid off every month (I think it’s this mindset that has caused a big portion of the entire country becoming over extended; please think about it.). With that said, let’s discuss accepting credit cards. Philosophically professional services would be similar to “going to home improvement store and buying materials”… might we not want to stay head and shoulders above that? But considering the convenience issue, doctors accept credit cards (attorneys and CPAs do not).  Determine your own stance on the issue.

Have you ever had a dispute with a merchant?  If you have, and you couldn’t work it out and you charged the purchase, you could execute “charge back” rights within a specified period after incurring the cost (i.e., 90 days or so).  Consider what your policy will be if a client pays for architectural services by charge card, gets contractor pricing on the project, and later decides he/she doesn't like something that was drawn. Will he/she contact their charge card company and ask for a credit?

The cost to accept charge cards can well offset a slim profit margin. Contact the bank that holds your business accounts and ask about its fees. Also contact your local “warehouse” store (Costco offers credit card processing for a percentage less than most banks).

I’m all for finding alternate ways to do business that makes sense and solves a real problem. I think the problem should be clearly stated and the philosophy to solve it should be sound, then the solution will become evident.

I've mentioned before that each time I hear on the AM radio ". . .and now for the update on America's Financial Crisis. . ." I feel like saying, "Excuse me folks, it's the new reality; work with it." The hardest part of running my practice is not the tightened credit for my clients; it's not even the current regulations we accept that we have to work within. The hardest part is the uncertainty of what the federal government will do next, and how it will affect my ability to run my practice and serve my clients. Too many times I tell my clients they need to undertake some additional aspect of construction on a project just because the AHJ said so, especially when the codes clearly indicate not necessary.

Sustainable design and commonsense [re]development: those are two topics I want to spend more time on this year. I feel good that my clients are poised to do well in this area. Increased federal intervention into how my clients run their offices/businesses, however, that is troubling. I hope the goodness in people will prevail.  (Yes, I still hate how the "HOPE" mantra has been hijacked by hot air rhetoric.) My greatest hope is that good people running businesses will take a few precious moments away from trying to run their businesses and weigh in on the increasing intervention we are feeling at federal, state, and local levels. I hope there will be more tea parties. I hope there will be more entrepreneurs with the gumption to get things going. I hope government doesn't tax us to death. 

In short, I hope for America to be as great as she can be. God bless America. Best wishes for a great 2010.

- Lisa Stacholy, AIA

I’m on a treasure hunt for a seminar that Charles Matta of Virginia (currently working with GSA) put on at a few AIA national conventions. As I recall, the content was something like “Marketing to Get Government Contracts,” or “Small Firms Selling to the Federal Government.” If I recall correctly, it was sometime between 2003 and 2006, and it was sponsored in part by the AIA’s knowledge community Small Project Practitioners (SPP). 

I’m stumped. I’ve “searched” the AIA Web site and can’t find nary a popcorn trail to try and find it. You’d think that’s the kind of information they’d want to have available. So much for having an approachable membership-driven organization.  Maybe I’ll give Charles a call.

But my search gets me to thinking: what stupid things am I doing in my firm which are equally idiotic? Funny thing is, I know that if someone looks from the outside in and asks, “Why do you do this like that?” I’ll have a perfectly good, justifiable reason and logic. It may just not fit outside my reality. To combat this, I realize that I spend a good deal of time thinking things over, externally so to speak.  I’ve got a handful of colleagues/friends (nationwide architects I met through SPP) that I use as my “sanity board”; that is, I call them and say “Hey Karen, am I totally crazy, but this is the idea I had in the shower last night……”.  She’s in Denver (www.arcmatters.com ), I’m in Atlanta; geographically we do things differently but fundamental principles can be discussed and really good suggestions/leading-to-solutions result for both of us. This morning I spoke with my friend Laura in Long Island (www.homefreehome.com) about collecting and organizing data which is accessible for people who might need it.

Seems like there must be a better way; I want to find it.

- Lisa Stacholy, AIA

I’ve found that my general design process is more of a thought process. I think my thought process was conceived somewhere during high school and gelled during college. Over the years, I have worked to refine how I think about “things”; this in turn has reeducated and refined my basic design process.

I’m noticing more reiterative and reinforming component to both as I’m considering and evaluating firm management and/or project management processes. On the one hand, it’s very tempting to take how we know to manage projects and apply that to our firms; on the other hand, the MBAs of the world say it should be different: quantifiable aspects should be first.

The quote above seems right, because we call it “the practice” of architecture; in that we are still striving for better ways (plural).

-Lisa Stacholy, AIA

Facebook:  It can be “fun” but also a huge waste of time, such as the game Mafia Wars for one (some friends/colleagues have blocked access to the site from their place of business). I’d say this makes sense. I set up a group (Tribe Artemis Circle) to discuss women in professional occupations (e.g., architects, engineers) and the challenges that may be unique to women and how we can share ideas/thoughts to a) work better, b) have fun, and c) have a life. I’m living this topic so it blurs the line between “work” and “not work.” However, I have an architect/friend who set up the firm as a group and has a page specifically for the office; this is in addition to a very well done web site. I don’t really understand the “how” or “so what” to this application; unless you consider the interface with Twitter.

Verdict:  It's just for fun.

Twitter: Twitter has some new cross-overs to others such as Facebook, allowing someone to mobile post to both locations. More of the same I think. My friend did explain to me that he can pose questions with special markers which his followers and groups of followers can see and possibly give him a speedy response (e.g., if you’re looking for a specific kind of insulation material). This makes sense, especially when our work environments may be becoming decentralized or isolated.

Verdict:  It's useful if you work their system.

LinkedIn:  LinkedIn offers professional resources; most folks don’t post personal items, which is fairly good. My direct experience is my updates get read by my connections; I get lots of comments, some of which are offers to help—but typically when I already have a relationship with the person (e.g., allied professionals who met because our kids to go school together). I did spend some time to sign up for groups or organizations and have made great use of posing questions and getting a wide variety of responses. I especially like the ability to tailor how/when I get what kinds of newsletters and updates.  LinkedIn has been very helpful to my practice.

Verdict:  a keeper.

So, I’m wondering if I’m in left field with this analysis or if you folks are finding the same results. I can’t help but think of a quote I heard a while ago (Glenn Beck, I think) on blogging, “Never in the history of man have so many people said so much in less words to so many people who aren’t listening."  Blog on, dudes.

—Lisa Stacholy, AIA

http://info.aia.org/aiarchitect/thisweek09/1023/1023b_billing.cfm Read the article; it’s worth it.

Actually I have presented seminars at state, regional, and national conventions on the topic of “reducing liability in the sustainable firm." Inevitably the question comes up on how to get paid. I tend to be way more proactive and identify problems before they become big (I don’t take a marginal client; as I’ve said before, “I’d rather have mac & cheese dinner with my kids and be happy than work for a bad client”), so I have a fair bit of experience leading me to that decision.

So, back to the article. I have some suggestions for improvement to “the end game.” Reread the article, paying attention to “final options” section.

I have successfully used liens to secure late payment from clients in the past. The article notes that a lien should be filed after 120 days. In Georgia architects file liens under the Mechanical Lien Laws, and the deadline for filing is 90 days after the last date of service, not the invoice date, not the last conversation, etc.  After the lien is filed, the filer has 12 months (from the last date of service, not the lien filing date) to perfect the lien. After that, we use the perfected lien to get a judgment (getting the judgment satisfied is another topic).

I have had the best success when someone is 45 days past due, starting the discussion and “blaming” the shortened timeframe on the state laws. At 60 days past due (which is about 75 days after last service) I’ll send a completed (not filed) lien form; any “on the fencers” will typically jump at paying when they know it’s only a trip to city hall and recording fee to being reality. Upholding good design and standard of care is essential, being “right” on being owed the money helps, too.

Most of all, what I took away from the article (ok, go read it again now) is that all firms and practices, regardless of size, should have a methodology in place (writing it down is very important) guiding business decisions. Include a brief discussion with your E/O insurance carrier when you’re developing your methodology and turn it into a real policy for your firm.

—Lisa Stacholy, AIA

I came across a good article, http://www.di.net/articles/archive/when_youre_too_expensive/ 

which discusses perspective for understanding the comment, “Hey Architect… you’re too expensive.” It’s definitely worth a read.

After I read the article, I spent some time thinking about the proactive steps during the proposal process. For my firm, I think we have four key considerations on this topic.

• Make sure the client is serious and it is a viable project (i.e., “beer” or “Champaign” budget; both are equally valid, they just need to be reconciled
• Is this a client you’d want to work for or do you just need the fee? (be honest with yourself)
• Get a good handle on the project/client’s experience level and if you’re really the best to handle this type of job (Do you and/or your team have the right skill set; is it a good match between client and architect?)
• Can you describe how/what you’ll do during the early discussion so the “you’re too expensive” won’t be a factor (goes back to determining or reconciling what the project is and needs).

Please add your points too!  Let me know if your tact is completely different, or not.

—Lisa Stacholy, AIA

Editor's Note: We apologize for the misspelling of the word Champagne in the original post. Thank you for calling it to our attention.