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WHY ARCHITECT'S MERIT THEIR FEES 05: WORK LOAD

David Longpre



Welcome back to the 5th instalment of our series, "Why Architects Merit Their Fees." Having previously explored the titles, roles, and types of architectural firms, we delve deeper into the Intern Architect's workload today.


A significant constant, regardless of a firm's size, is the substantial workload. Architecture school prepares you for this with its exhaustive training. However, the silver lining here is you get compensated for your hard work. Given the industry's modest service fees, most firms face a deluge of work—either due to increasing demand or as a strategy for sustainability by focusing on volume. In Vancouver, the dynamics differ slightly, with developers driving down consultancy fees while maintaining or even raising their expectations. This approach places immense pressure on firms, and its ripple effects are felt across the organization. I believe this to be a significant source of stress for many Vancouver architectural firms. I've witnessed firms practically working for free to attract large developers, only to later grumble about the immense workload they take on after signing contracts at a heavily discounted fee. This tactic might seem attractive due to the contract's size but ultimately devalues our profession and undercuts other firms to charge a real fee.


With stringent fees and high volume, many firms maintain a lean workforce, placing considerable pressure on all team members. Such conditions often lead to intern architects and technologists clocking overtime to meet deadlines, and the workload rarely subsides post-deadline. Not all firms follow this pattern. Some experience the cyclical booms and busts of the construction industry, causing projects to intermittently pause and resume. Quieter periods provide respite from frantic phases but often get filled with additional administrative tasks or office projects. To navigate these lulls, firms may keep a lean workforce, with overtime being quite standard. Employees often bank their hours, hoping to take time off during calmer periods, while some find it challenging to leave due to project demands.


This environment can breed considerable stress and burnout, leading to disillusionment when hours worked are compared against salaries earned. This often ignites simmering resentment, with wage-related frustrations becoming commonplace. Work-life balance is a frequently cited reason many leave the industry and is a significant change needed if the profession plans on continuing. I often argue that overtime is a failure of management, and I encourage my team to have a life outside of work. Unmanaged overtime is a significant liability and could even cause a firm to collapse. Better management and a refusal to discount services could lead to a healthier work-life balance.


In the next segment, we will discuss the excitement and challenges of preparing for the architectural exams.

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