Brief for the Architect

Briefing the Architect


1.	WHEN	to produce briefing information and what detail required at any stage
2.	HOW	to arrive at the briefing information
3.	WHAT	to consider defining


1.	WHEN	Briefing information should not be a one stage, inert process arrived at in isolation from external advice. It should be proactive and dynamic, and subdivided into a least 2 elements. It is a critical process however and the better thought out the brief, the easier it will be to develop and the more straightforward it will be for the architect to interpret your needs. Ideally, an initial brief should be arrived at before the selection of your architect. This will enable the prospective consultant(s) to assess the project on a realistic basis and put forward their proposals (financial and practical) on that basis. This will be of great assistance in selecting the most suitable consultant. Thereafter, the more detailed briefing aspects can be formulated with technical, professional input from the architect whenever the practice members feel it necessary to seek it. This is likely to intensify as the practice members consider more detailed, involved technical matters. Again, it can be a proactive process working through levels of detail as information (cost and technical) becomes available.
2.	HOW	It is a very important process arriving at a brief that satisfies all relevant members of the practice(s) at all pertinent levels. It is important to decide who should input to what. For example, it would be inappropriate for reception staff to decide upon or have input into decisions on medical or practice policy matters. However, it might prove counter productive to define reception desk/entrance/communication arrangements without consulting them. In larger practices, it may be difficult to get through the process timeously when everyone is expressing disparate views. It may prove difficult simply to find times in a busy schedule when everyone can meet together at all. However, if the briefing process is delegated to a committee, it is important that the members of this committee keep their colleagues feelings to the fore when making key decisions.
3.	WHAT	The initial brief need highlight only very broad principles, such as the overall size and type of accommodation, any defining objections or features to be worked towards and any functional or spatial inter-relationships that are key to the success of the project (e.g. in the case of 2 practices developing a mutual building but not combining practices, how reception facilities are provided and how they relate to the public and the doctors). Eventually, the brief should encompass and define requirements in the following areas: a. Accommodation: This should focus on current practice requirements, scope for future expansion, additional facilities and disciplines, multifunctional spaces, staff accommodation, (both relaxational and meeting/seminar), reception and records, public waiting and entrance. It should take into consideration Health Board advice and statutory standards of provision. The complexities of the inter-relationships of these functions should also be considered. b. Access: In addition to statutory requirements with regards disabled access to public areas, the practice may consider disabled access to all areas preferable to improve equal opportunity employment practise. c. Orientation: May be critical for public perception of building (visibility and approachability). This may also be influenced, by (d) below. d. Energy and Environmental Efficiency: The practices views on the importance of energy conservation and/or the ‘green’ use of materials may have an impact on how the building is constructed and orientated. This may have capital cost considerations and should be considered with professional advice. e. Security: Another area best considered with professional, expert advice. Can also cover entry control; passive staff security measures, security lighting and CCTV. f. Communications: This is a wide, technically complex field. You must consider internal communications (doctor to reception and/or reception to client communication, computer systems and signage) and external communications (telephone line types, system types; fax, e-mail, Internet connections. g. Services: Lighting, heating, any recycling facilities. h. Parking: Again, after bearing in mind statutory requirements, there may be specific needs cctv, secure access to doctors cars, garaging, public/private parking definition, disabled parking, delivery access and refuse collection. All of the above should be considered in detail, if necessary in conjunction with the architect and/or the relevant professional and clear, concise decisions recorded and conveyed to the architect for implementation.

		Architect Directory