Qualifications
 
Almost all subjects learnt at school are relevant to architecture, so choose the subjects you are strongest in. Although it is not necessary to study Art, you should enjoy drawing freehand and making models and Collages.
 
Schools of Architecture will express their offer in terms of the new UCAS tariffs, but typically you will need at least two subjects at A level or one A and two AS levels, which should be drawn from academic fields of study. In addition you must have passed at least five GCSEs which include English Language, Mathematics and a double award at science, or a separate science such as Physics or Chemistry. Many Schools of Architecture also accept GNVQ and BTEC qualifications. Ideally, students should have had a broad secondary education, which encompassed a mixture of arts and sciences.
 
You are advised to contact individual Schools of Architecture to ascertain their specific entry requirements. See the Validated Courses list for more information. Alternatively, download a list of contact details for Schools of Architecture with courses validated by the RIBA from the Essential Downloads section of this website

As you would expect of such a responsible career, educating an architect is a serious business. You have to train for a minimum of seven years, which normally involves three key stages: .

Introduction

Architecture reflects the society that builds it, but it also affects the way that society develops. This means we need architects who can respond to the different needs and values of all sections of the community. In the past most architects were drawn from a fairly narrow sector of society but now it is essential we ensure that the profession represents every social and cultural background.
 
If you are someone with a sense of purpose, who cares about people and about the environment, then you already have the most basic qualities an architect needs. In turn architecture has a lot to offer anyone who wishes to make a positive mark on the world.
 
The skills that architects possess are relevant to all aspects of the built environment, from constructing new buildings to conserving old ones. The range of work they are required to undertake is so varied that each architect could give you a completely different description of what they do. The one thing that is constant in architectural work is that it is concerned with people.

1. A five-year degree programme, on a course that is recognised by the institutes like the Royal Institute of British Architects (RIBA) and the Architects Registration Board (ARB). This is usually divided into two parts: A three year degree, known as RIBA Part 1 followed by a further two years of advanced undergraduate study, known as RIBA Part 2.
   
2. A minimum of two years Professional Experience in an architects' office or equivalent. One year is usually taken after Part 1 (Stage 1 Professional Experience), and the other year after Part 2 (Stage 2 Professional Experience).
   
3. This is followed by the RIBA Part 3 Examination in Professional Practice and Management.

Only when you have completed these 3 stages can you actually call yourself an architect. Having gained the Part 3, you can register as an architect with the ARB and can apply to become a Chartered Member of the RIBA. The title is protected by law so that the public can always be sure that you are properly qualified.

For mature candidates there is an alternative route to qualification which does not involve full or part-time study at a school of architecture. The RIBA Examination in Architecture for Office-Based Candidates is an RIBA validated, ARB prescribed programme delivered by Oxford Brookes University on behalf of the RIBA. If you have worked for a minimum of 6 years in practice and would like to join the Part 1 programme; or you have a Part 1 and 3 years experience in practice and would like to study for your Part 2, and are unable to return to higher education this could be your route to qualification as an architect. This article is an extract from the RIBA’s guide to becoming an architect available at RIBA Shaping the future - Careers in architecture

The selection process
Your shortlist of practices provided by your Institute like RIBA Client Services will offer a number of alternative architects, handpicked for your scheme. How do you decide between them?

First, confirm which practices can be considered. Call each one, describe your project and its approximate timing, and check their ability to accommodate it. If they can help, request practice literature with details about the firm’s qualifications and experience.

Do some research
Visit the websites of your shortlisted firms and look at their entries in RIAD’s online directory (www.arcplusonline.com). Listen to recommendations and contact their previous clients to discover what they are like to work with.

There may be names on the list whose work you already know and admire, and would like to appoint. However, to establish whether the fit between your requirements as a client and your architect’s skills and services is a good one, you’ll need a structured selection process.

Interview the candidates
Meeting each of your favoured practices in an interview situation will give you an indication of whether the chemistry between you is right. It will need to be for the project to succeed. The interview should tell you how compatible their style, approach and personality are with your own. Find out about their track record and whether they have the design and management expertise to handle your project

Try to interview three to five firms – enough to gauge the range of approaches on offer but not so many as to cloud the issue. Insist on meeting the key personnel who would work on your project, allowing them plenty of interview time and access (to the site and existing facilities) to answer your questions fully.

What to look for
The purpose of the interviews is to compare and evaluate the candidates’ different approaches. Ask how they would resource the project, how they would gather information, establish priorities and make decisions. What do they consider to be the most important issues on the project, and the biggest challenges?

Look for the best balance between technical competences, professional service and, of course, design ability. Look for new ideas and a fresh outlook on the project. Find a good fit between your needs and the services offered. Do not underestimate, though, the importance of empathy, and of finding an architect that shares your aims and expectations for the project. As soon as you’ve made your decision, inform all the practices included in the selection process. Be prepared to pay a fee or honorarium to any firms that you requested work from as part of the process.

The value of an architect
The architect’s contribution to a building extends far beyond form and aesthetics. It can influence the perception, performance and value of your business. Brought in early and given the opportunity to  understand your business, an architect can design a building, masterplan or interior that is tailored to your needs, both now and in the future; one that is not only productive but also a pleasure to work in and visit. Consulting an architect at the earliest planning stages opens the door to cost savings, both in the construction and operation of the building, from innovative design solutions. Allowing an architect to

manage your project and coordinate the work of consultants and contractors can save you and your staff time. An architect’s fees may be charged as a percentage of the total construction cost or, depending on the service supplied, at an hourly rate or as a lump sum.

A sound investment?
Good advice has its price and the price of skimping on design quality is far higher. Design fees will usually constitute just a small fraction (typically around 10%) of the total construction cost of, say, a new headquarters building. However, they pale into insignificance when measured against the company’s total operating costs over the 20 year lifespan of the building. High quality design can reduce those operating costs by maximising the efficiency of the building. A building that has received the input of design professionals from inception will be cheaper to run and command greater value in the long term. As the Government is now advising, procuring design services by fee competition will not buy the best value in the long term.

The brief
The quality of your finished building will reflect the quality of your brief. This is the key document defining your vision of them finished building, and of how the project will be managed. For your architect, it is the central reference point that will guide the direction they take and the services they provide.

How to get it right
Wherever possible, your brief should be clear and unambiguous.Above all the document should describe:

• Your motivations and expectations: what do you hope to achieve by this project, in the short and long term, for your organisation and others? An image change? A more comfortable or betterequipped working environment? An asset for the community?
• The functions of the finished project: who will use it, and what activities will they be engaged in?
• A design direction: contrasting or in keeping with existing buildings? Contemporary or traditional? Are there certain materials, fixtures or finishes you favour? Is sustainability an issue for you?
• Authority for decision-making: who will sign off decisions about design, costs and about daily matters on-site?
• Timetables and budgets: when should key stages be completed, how much should they cost, and how will they be financed

Being a good client
It is vital to find the right architect to work with. However, to be a success, your project will need the right kind of client too.

Have your own structure in place
The project will need to be properly resourced and managed at your end as well as by the architect. It may be necessary to appoint a committee of carefully chosen people to share decision-making and review responsibilities. These might include areas such as: planning (deciding what or even whether to build); scheduling; budgeting and fundraising; and cost control.

Make sure that one person becomes the designated point of contact with the architect. They should carry authority as your representative at planning sessions and project meetings.

10 factors for success
In 2003, the Commission for Architecture and the Built Environment (CABE) published a comprehensive guide for clients on creating excellent buildings. Its list of the key skills and attributes shared by clients on successful projects is reproduced here.

This article is an extract from the RIBA’s guide to commissioning architecture available at RIBA general guidance for clients