PcM Practice Management

Owner-Architect (B series)

Owner-Contractor (A series)

Architect-Consultant (C series)

C401 mirrors B101 — flows down obligations so consultant owes architect what architect owes Owner.

Forms during construction (G series)

Required for most firms

Claims-made vs occurrence

• Claims-made (E&O standard): covers claims FILED during policy period — past work covered ONLY if continuous coverage maintained
• Occurrence (CGL standard): covers events occurring during policy — coverage for past events doesn't depend on current policy
• Tail coverage (ERP) essential at retirement, firm closure, or insurer switch

Coverage limits

• Per claim: maximum payout for one claim
• Aggregate: maximum across all claims in policy period
• Deductible: out-of-pocket before insurance pays
• Retention: same as deductible (sometimes used for higher amounts)

Risk transfer

• Indemnification in contracts: limit to architect's own negligence
• Hold harmless: pre-emptive promise not to sue
• Waiver of subrogation: insurer can't pursue other parties
• Document review by broker BEFORE accepting unusual terms

AIA Code structure (3 tiers)

1. Canons — broad principles (5 canons covering general obligations, public, client, profession, colleagues)
2. Ethical Standards — aspirational ('should')
3. Rules of Conduct — mandatory ('shall' / 'shall not'); ENFORCEABLE

Key Rules (enforceable)

Enforcement

• AIA: censure, suspension (1-2 yr), expulsion
• State licensing boards: separate, often more severe (license suspension/revocation, fines, required CE)
• Both can act on same incident

Common ethical pitfalls

• Undisclosed payments from product vendors → must disclose
• Dual role as designer + contractor → disclose, get consent, often prohibited
• Self-design projects → not prohibited but disclose related interests
• Using prior firm's work product → IP issues, potential claims

Standard of Care

Reasonably prudent architect under similar circumstances in same geographic area.

• NOT highest possible
• NOT best in class
• NOT perfect

Why elevated standards are dangerous

• Voids E&O coverage ("highest", "best", "foremost expert")
• Creates breach of warranty liability
• Insurance carriers exclude work performed under elevated standards
• Always push back to baseline standard in negotiation

Limitation of Liability

Common caps:

• Total fee paid to architect
• Insurance policy limit
• Specific dollar amount ($50K, $100K, $250K)

Enforceability varies by state — some states limit/prohibit:

• May not apply to gross negligence
• May not apply to intentional misconduct
• B101 doesn't include by default; client-specific addition

Spearin Doctrine

Owner impliedly warrants the adequacy of plans/specs to contractor.

• Contractor builds per docs; if result fails, Owner is responsible
• Owner can then pursue Architect for negligent design
• Why E&O is essential — design errors flow back as Owner claims

Betterment Doctrine

Owner cannot recover cost they would have paid anyway if design correct from start. Damages = ADDITIONAL cost only, not full cost of correction.

Statute of Repose vs Statute of Limitations

• Repose: hard deadline from substantial completion (5–15 years state-dependent)
• Limitations: time from discovery of claim (2–4 years typical)
• Total exposure can be 5–20 years

Pursuit ROI by client type

Marketing budget

3-6% of revenue typical (smaller/specialty firms higher; large firms lower in %)
Includes: BD staff, marketing director, materials, awards, conferences, web/digital

Brooks Act (federal A/E)

Qualifications-Based Selection (QBS) required:

1. Announce project
2. Evaluate qualifications only
3. Select most qualified
4. THEN negotiate fee

Many states have "Mini-Brooks Acts" for state work.

Proposal types

• RFQ (Request for Qualifications): qualifications-only response
• RFP (Request for Proposal): qualifications + approach + fee
• RFI (Request for Information): early-stage market input

Effective channels for architecture

• Relationship building (clients, peers, repeat work)
• Thought leadership (publications, AIA committees, awards)
• Speaking engagements at industry events
• Strategic partnerships with referring professionals
• Strong web presence + portfolio
• Targeted direct outreach to identified prospects

Mass advertising rarely effective for professional services.

Federal thresholds (employees)

FLSA classification

• Exempt (no overtime): licensed architects meet Professional Exemption (salary basis + earnings threshold + advanced knowledge)
• Non-exempt (overtime owed): unlicensed staff may not qualify; check current FLSA threshold

I-9 Form

Required by IRCA for all employees. Verify identity + work authorization. Complete within 3 days of hire. Retain 3 years from hire or 1 year after termination.

Compensation structure

• Salary + benefits (health, retirement match, PTO)
• Bonus (discretionary or formula)
• Profit sharing (firm-wide or by sector)
• Equity (partnership, stock options for incorporated)
• Annual review balances market rate + internal equity

Turnover cost

50-200% of annual salary — recruitment, training, lost productivity, knowledge loss. Higher for senior roles. Retention usually has high ROI.

Performance management

• Continuous feedback + formal annual review
• Goal-setting at start of year
• Mid-year check-in
• Year-end review
• Tied to compensation and promotion
• Document objectively

Pursuit decision factors

Win rate baselines

Pursuit cost guidelines

• Limit pursuit costs to 5-10% of expected fee
• Track ROI by sector to inform decisions
• Decline opportunities with chronically poor ratios

Go/no-go framework

1. Score against strategic fit (kill or proceed)
2. Estimate win probability honestly
3. Calculate expected value (P × fee × margin)
4. Compare expected value to pursuit cost
5. Make a deliberate decision (not opportunistic)

Common pursuit traps

• Pursuing every RFP that comes through
• Underestimating effort to win unfamiliar types
• Overestimating chance with new clients
• Pursuing low-fee work to "stay busy"
• Loss-leader strategy without exit plan

Pipeline management

• Pipeline: pursued but not signed
• Backlog: signed but not earned
• Healthy firm: backlog 9-18 months
• Pipeline should refresh as projects move to backlog

Brooks Act (federal A/E)

Qualifications-Based Selection (QBS):

1. Announce project
2. Evaluate qualifications only (no fee)
3. Select most qualified
4. THEN negotiate fee
   Many states have Mini-Brooks Acts.

Selection process variants

Proposal types

Proposal contents (typical)

• Project understanding
• Scope of services
• Team (named individuals with roles)
• Relevant experience (similar projects)
• Approach / methodology
• Schedule
• Fee proposal (or qualifications-only)
• Terms & conditions
• References

Fee structures

Fee benchmarks (% of construction cost)

Higher for smaller, complex, custom projects.

Negotiation positions

• BATNA (Best Alternative To a Negotiated Agreement): your walk-away
• Strong BATNA: alternatives, full pipeline → leverage
• Weak BATNA: need this work → may force bad terms
• Build BATNA proactively (diverse pipeline)

Risk-shifting clauses to watch

• Elevated standard of care ("highest", "best in class") — voids E&O
• Broad indemnification (covers Owner's negligence) — often unenforceable
• No limit of liability — increases exposure
• Liquidated damages on architect — unusual for design services
• Hold harmless without insurance backing
• Acceleration without compensation
• Owner ownership of all design work product

Pre-signing checklist

• Scope clear and achievable
• Fee covers expected effort + risk + profit
• Schedule realistic
• E&O carrier consulted on unusual terms
• Internal authority to commit confirmed
• Owner credit-worthy
• Counsel review for major changes

Liquidity ratios

Profitability ratios

Utilization (chargeability)

Overhead & break-even

• Overhead Rate = Indirect Expenses ÷ Direct Labor
• Target: 1.30-1.50 (architectural)
• Break-even Multiplier = 1 + Overhead Rate
• Above break-even = profit; below = loss

Billing rate formula

Billing Rate = Direct Labor × (1 + Overhead Rate) × (1 + Profit Target)

Or equivalently: Direct Labor × Net Multiplier

A/R management

Backlog & pipeline

• Backlog: signed contracts, not yet earned
• Healthy: 9-18 months
• <6 months: warning sign
• Pipeline: pursued but not signed
• Should refresh as projects convert to backlog

Other operational KPIs

• Project profitability: realized fee ÷ effort cost
• Write-off rate: hours written off ÷ total hours
• Pursuit ROI: fees won ÷ pursuit costs
• Turnover rate: staff lost ÷ total staff
• Employee satisfaction: survey results

Financial statements

Common firm financial problems

• High A/R aging (cash crunch despite profitability)
• Low utilization (overstaffed)
• High overhead rate (admin bloat)
• Inadequate pursuit ROI tracking
• No backlog visibility
• Cash-flow timing (long collection vs immediate expenses)

Common structures

Liability "limited" caveats

• PC/PLLC partners protected from OTHER partners' negligence
• Each licensee remains personally liable for own malpractice
• Corporate veil can be pierced by gross negligence, fraud, etc.
• State licensing rules may require professional structure for architects

Ownership transition models

Firm valuation methods

Goodwill (relationships, brand, talent) often largest component for architectural firms.

Strategic plan

• 3-5 year horizon (annual review)
• Mission, vision, values
• Market position
• Growth targets
• Capability investments
• Key strategic initiatives
• Annual operating plan executes year 1

Coxe-Hartung firm typology

Most firms have a primary type with secondary characteristics. Identifying type informs strategy.

Partnership agreement essentials

• Decision-making authority
• Capital contributions
• Profit/loss distribution
• Buy-sell provisions
• Death/disability provisions
• Non-compete clauses
• Dispute resolution
• Termination procedures

Get legal counsel — generic templates often fail in real disputes.

Risk categories

Risk transfer mechanisms

E&O (Professional Liability) basics

• Claims-made (industry standard): covers claims FILED during policy period
• Tail coverage (ERP): critical at retirement, closure, insurer switch
• Limits: per-claim and aggregate
• Deductible / Retention: out-of-pocket before insurance pays
• Defense costs may erode limits or be separate (check policy)

Standard of care

Reasonably prudent architect under similar circumstances in same geographic area.

• NOT highest possible
• NOT best in class
• NOT perfect

Elevated standards in contracts:

• Void E&O coverage
• Create breach of warranty liability
• Always push back to baseline standard

Common claim types

• Design errors (especially coordination)
• Specification errors
• Code violations
• Schedule/budget overrun claims
• Project documentation gaps
• Communication failures
• Failure to inspect (CA phase)

Risk reduction practices

• Strong QC: peer review, code review, constructability review
• Clear scope: defined in agreement, documented changes
• Documentation discipline: writing > verbal; record meetings
• Communication: regular, structured, in writing
• Early issue identification: don't hide problems
• Avoid expanded liability: review onerous terms before signing
• Continuing education: stay current on codes, practices
• Professional consultation: legal, insurance broker, advisors

Documentation retention

• State statute of repose typically 5-15 years from substantial completion
• Plus statute of limitations from discovery (2-4 years typical)
• Total exposure: 5-20 years
• Retain ALL project records: contracts, drawings, specs, RFIs, COs, correspondence, meeting minutes, calculations, photos, BIM models

When trouble strikes

1. Notify E&O carrier immediately (claims-made — late notice can void coverage)
2. Don't admit fault
3. Preserve all evidence (litigation hold)
4. Don't communicate with claimant without counsel
5. Cooperate with carrier's defense counsel
6. Document everything from this point forward

AIA Rules of Conduct — high-frequency rules

Common ethical scenarios

Conflict of interest

Scenario: Architect receives compensation from a window manufacturer for specifying their product.
Resolution: Must disclose to Owner. Better: refuse such compensation (looks bad regardless).

Dual role

Scenario: Architect is also the contractor on the same project.
Resolution: Some state licensing prohibits outright. If allowed, full written disclosure + informed consent. Often safer to separate entities.

Self-design

Scenario: Architect designs own home, then designs neighbor's home next door.
Resolution: Disclose relationship. No inherent conflict but transparency essential.

Reusing prior firm's work

Scenario: Architect leaves Firm A to start Firm B, takes design files.
Resolution: Copyright belongs to Firm A. Architect should not use prior work product without permission. Knowledge gained is fine; specific documents are not.

Working without license

Scenario: Unlicensed staff signs/stamps drawings to meet schedule.
Resolution: Illegal. Stamps fraudulently used = license suspension/revocation + criminal charges possible. Never permitted regardless of pressure.

Reporting unsafe work

Scenario: Architect observes contractor cutting safety corners.
Resolution: Document, communicate to contractor (in writing for record). Notify Owner. Don't direct safety (contractor's responsibility). Severe cases: stop-work notice via Owner.

Pay disputes with client

Scenario: Client refuses to pay invoiced fees.
Resolution: Per B101, written notice + 7-day cure → suspension. Architect retains copyright until paid. Don't release deliverables until paid (per B101 §7).

Whistleblower obligations

• Building code violations affecting public safety
• Fraud against government on federal projects
• ADA discrimination violations
• Worker safety endangerment
• Architect may be required to report (varies by state)
• AIA Rule 2.103: report violations of law to authorities

Enforcement

• AIA: censure, suspension (1-2 yr), expulsion
• State licensing: reprimand, fine, suspend license, revoke
• Both can act on same incident
• State actions more severe (affect ability to practice)

Marketing strategy elements

• Target client identification (who, where, what need)
• Value proposition (why us vs competitors)
• Positioning (premium, value, specialty)
• Brand identity (visual, voice, story)
• Channels (relationships, thought leadership, digital, events)
• Measurement (wins, brand awareness, ROI)

Effective marketing channels for architecture

Marketing budget

• 3-6% of revenue typical
• Specialty firms higher (8-10%)
• Large firms lower in %
• Includes: BD staff, marketing director, materials, awards, conferences, web/digital

Sales cycle

1. Awareness: Prospect learns firm exists
2. Consideration: Prospect evaluating options
3. Selection: Decision made
4. Onboarding: Contract signed, project starts
5. Delivery: Excellent service builds reference
6. Retention: Repeat work, expanded relationships
7. Advocacy: Client refers others

Architectural sales cycles are LONG (12-36+ months for major projects).

Brand building

• Distinctive visual identity
• Consistent voice across channels
• Strong portfolio (curated, not exhaustive)
• Thought leadership content (articles, interviews)
• Recognition (awards, publications)
• Reference projects (allow Owner permission)

Client retention

• Excellent project delivery
• Communication discipline
• Cost/schedule integrity
• Post-occupancy follow-up (POE)
• Continuing relationships (newsletters, events)
• Quick response to issues
• Strategic value-adds (insights, introductions)

Cross-selling

Within existing clients:

• New building types
• Renovation/expansion
• Master planning
• Strategic facilities consulting
• Sustainability consulting
• POE services

Lost project follow-up

• Always thank client for opportunity
• Ask debrief: why selected other firm?
• Stay in touch (don't disappear)
• Be available for next opportunity
• Maintain relationship despite loss

Marketing metrics

• Win rate by client type and sector
• Pursuit cost vs fee won
• Brand awareness (surveys)
• Web traffic + engagement
• Referral sources
• Pipeline volume + conversion

NCARB Architect Registration Exam (ARE 5.0)

Pass mark: scaled — approximately 60% raw on most divisions.

NCARB Record

Single career file maintained by NCARB:

• Education (verified transcripts)
• AXP hours (3,740 across 6 areas)
• ARE scores
• Work history
• References
• Continuing Education credits

Foundation for initial licensure and reciprocity.

AXP (Architectural Experience Program)

3,740 hours across 6 areas:

1. Practice Management
2. Project Management
3. Programming & Analysis
4. Project Planning & Design
5. Project Development & Documentation
6. Construction & Evaluation

Logged through NCARB Record, verified by supervisor.

Licensure requirements

Vary by state, generally:

• Professional degree (B.Arch or M.Arch) from NAAB-accredited program
• Completed AXP
• Passed all ARE divisions
• Some states: additional state-specific exam or jurisprudence

Florida specifics:

• 5 year experience requirement after degree
• 1 year approved supervision
• Continuing education for renewal
• License renewed every 2 years

Continuing Education (CE)

Required for license renewal in most states:

• Hours vary (8-24 per year typical)
• HSW (Health, Safety, Welfare) component
• AIA tracks for members; states accept AIA credits
• Other approved providers
• Audit possible during renewal

AIA membership tiers

NCARB Certificate

Optional credential after licensure:

• Demonstrates meeting national standards
• Simplifies reciprocity (other states)
• Annual fee + CE maintenance
• Especially valuable for multi-state practice

State practice

• Each state has own licensure
• Reciprocity easier with NCARB Certificate
• Some states have additional requirements (state-specific exam, jurisprudence, structural)
• Title 'architect' protected by state practice acts
• Cannot offer services in state without license there

Title vs practice acts

• Title acts: protect the word 'architect' from misuse
• Practice acts: protect the practice (designing buildings) from unlicensed practitioners
• Most states have both

Florida specifics for your study

• Practice act protects offering architectural services
• Stamps/seals required on most submissions (some single-family exempt)
• CE required for renewal
• DBPR Board of Architecture & Interior Design oversees
• License lookup public via DBPR

QC program elements

Review stages

QC checklists

• Code compliance items (occupancy, type, egress, accessibility, sustainability)
• Coordination items (arch/struct/MEP/civil/landscape)
• Constructability items (sequencing, access, tolerances)
• Drawing standards (NCS compliance, title blocks, scales)
• Spec coordination (drawing call-outs to spec sections)

Drawing & spec coordination

• Spec sections called out on drawings exist in specs
• Same product referenced consistently
• Don't duplicate between drawings and specs (creates conflict risk)
• Drawings show location/quantity; specs describe quality/process

QC documentation

• Review checklists completed
• Comments documented (often "redlines")
• Responses tracked
• Sign-off before issue
• Lessons captured for next project

QC for BIM projects

• Model coordination (clash detection)
• Model quality (LOD per BEP, naming, organization)
• Drawings derived from model (single source of truth)
• View templates ensure consistent appearance
• Federated model includes all consultants

QC failure modes

• Inadequate time allocated
• Reviewer too close to project (biased)
• Comments not resolved before issue
• Checklist not applied or not project-specific
• Different reviewers find different issues — multiple needed
• "We've always done it this way" syndrome

Continuous improvement

• Lessons learned database
• Standards updated based on lessons
• Training based on common errors
• Post-project review (after construction)
• Claim history analysis informs QC focus areas

Common QC findings

• Code: travel distance, dead-ends, fire ratings, ADA reach ranges
• Coordination: structure-MEP, opening dimensions, finishes
• Constructability: clearances, tolerances, sequencing
• Documentation: missing details, conflicting info, scale errors
• Specs: wrong product called out, missing sections, generic language

Federal employment law thresholds

FLSA classification

• Exempt (no overtime): meets all 3 tests
  • Salary basis
  • Salary threshold (current FLSA minimum)
  • Duties test (executive, administrative, professional)
• Non-exempt (overtime owed at 1.5× regular rate over 40 hrs/wk)

Licensed architects typically meet Professional Exemption (learned profession). Unlicensed staff may not.

I-9 Form

Required by IRCA for ALL employees:

• Verify identity + work authorization
• Complete within 3 days of hire
• List A documents (passport) OR List B + C (driver's license + SS card)
• Retain 3 years from hire or 1 year after termination

At-will employment

• Default in most states (not all — Montana exception)
• Either party can terminate at any time, with or without cause
• Exceptions: discrimination, retaliation, public policy violation, implied contract
• Employee handbook can create implied contract — careful language needed

Common HR documents

• Job description
• Offer letter
• Employee handbook
• I-9, W-4
• Benefits enrollment
• Confidentiality / IP assignment agreement
• Non-compete (varies by state enforceability)
• Performance reviews
• Disciplinary records
• Termination documentation

Compensation philosophy

• Market rate (external) + internal equity
• Total comp: salary + bonus + benefits + equity
• Annual review process
• Promotion criteria (defined, transparent)
• Pay equity audits (avoid bias)

Recruitment

• Job description first (define role)
• Internal first (development opportunity)
• External: referrals, postings, search firms, university recruiting
• Interview process: skills + cultural fit
• Reference checks
• Offer extension with terms

Onboarding

• Day 1: paperwork, IT setup, introductions
• Week 1: orientation, key meetings, initial assignments
• Month 1: ramp-up reviews, mentor introduction
• Month 3: formal check-in, goal-setting
• Month 6: first formal review

Performance management

• Annual review formal cycle
• Continuous feedback (no surprises)
• Goal setting at start of year
• Mid-year check-in
• Year-end review
• Tied to compensation, promotion
• Document objectively

Retention

• Compensation competitive
• Career development opportunities
• Project variety and challenge
• Work-life balance
• Recognition (formal and informal)
• Clear advancement paths
• Mentorship programs

Turnover costs 50-200% of annual salary (recruitment, training, lost productivity).

Diversity, equity, inclusion (DEI)

• Recruitment practices (diverse candidate pools)
• Hiring decisions (structured interviews, bias awareness)
• Pay equity audits
• Mentorship/sponsorship
• Inclusive culture
• Equal opportunity employment (Rule 5.301)

Balance Sheet (point in time)

Assets = Liabilities + Owner's Equity

Current Assets (within 12 months)

• Cash and equivalents
• Accounts receivable
• Work in progress (unbilled)
• Prepaid expenses

Fixed Assets

• Computers, plotters, furniture
• Leasehold improvements
• Vehicles (less depreciation)

Liabilities

• Accounts payable (current)
• Notes payable (long-term)
• Accrued expenses
• Deferred revenue

P&L / Income Statement (period)

• Revenue — total billings
• − Direct expenses (consultants, reimbursables) = Net Revenue
• − Direct labor
• − Indirect expenses (overhead)
• = Operating Profit

Cash Flow Statement

• Operating activities
• Investing activities
• Financing activities

Key ratios (target ranges)

Setting an hourly rate

Method 1: Net Multiplier

Billing Rate = Direct Labor × Net Multiplier

Example: $50/hr salary × 3.0 = $150/hr

Method 2: Break-Even × Profit

BR = DL × (1 + Overhead Rate) × (1 + Profit)

Example: $50 × (1+1.50) × (1+0.20) = $50 × 2.5 × 1.2 = $150/hr

Method 3: Direct Personnel Expense (DPE)

DPE = Salary + Benefits + Taxes

BR = DPE × DPE Multiplier (typically 2.5-2.8 since benefits already included)

Project fee estimating

1. Hourly: Σ(staff × rate × hours)
2. Percentage of construction cost: Common for traditional projects
3. Stipulated sum (lump sum): Fixed total
4. Cost plus fee: Reimbursable + fixed or % fee
5. Unit cost: Per SF, bed, room, etc.

Typical fee ranges (% of construction cost)

• Residential: 8-15%
• Commercial new: 6-12%
• Institutional/healthcare: 8-15%
• Industrial/warehouse: 4-7%
• Tenant fit-out: 8-15%
• Historic restoration: 12-20%

Required for the firm

Professional Liability (E&O)

• Claims-made basis
• Negligent acts/omissions in services
• Typical limits: $1M/$3M to $5M/$10M
• Deductible: $25K-$50K typical
• Tail coverage (ERP) for retiring/closing

General Liability

• Occurrence-based
• Bodily injury / property damage on premises
• Slip-and-fall protection

Workers' Compensation

• State-mandated; no-fault
• Covers employee injuries
• Premium based on payroll + risk class

Automobile

• Hired & non-owned auto if employees drive personal cars for business

Property

• Office contents, computers, equipment
• Often part of Business Owner's Policy (BOP)

Cyber Liability

• Increasingly required
• Data breach, ransomware, business interruption

Umbrella / Excess

• Adds limits over base policies
• Cost-effective for higher overall limits

Coverage limits (typical)

Selection methods

Brooks Act (federal QBS)

1. Public announcement (SF330)
2. Evaluate qualifications only (no fee)
3. Select most qualified
4. Negotiate fee
5. If no deal, next most qualified

RFQ vs. RFP

• RFQ: Qualifications only, no fee
• RFP: Complete proposal including fee
• Best Value: Weighted combination

Go/No-Go criteria

• Strategic fit with firm goals
• Win probability (track record similar projects)
• Resource availability for delivery
• Financial viability at offered fee
• Risk profile (client, scope, contract)
• Cost of pursuit (typically 1-3% of expected fee)

Coxe Classifications (firm types)

SF330 (federal proposals)

Standardized form:

• Part I: Contract-specific qualifications
• Part II: General firm qualifications
• Resume-formatted experience
• Specific federal experience valued

Key ratios

Billing rate calculation

Billing Rate = Direct Labor × (1 + Overhead Rate) × (1 + Profit Target)

Or equivalently: Direct Labor × Net Multiplier

Insurance types

• Professional Liability (E&O) — claims-made; negligent acts in services
• General Liability — bodily injury, property damage on premises
• Workers Comp — employee injuries (state-mandated)
• Auto, Property, Umbrella — standard business coverage

Standard of care

The skill and care ordinarily exercised by members of the profession in the same locale under similar circumstances. NOT perfection.

AIA Code of Ethics — five canons

1. General Obligations — competence, integrity, environment
2. Obligations to the Public — welfare, civic engagement
3. Obligations to the Client — loyalty, candor, honesty
4. Obligations to the Profession — integrity, no dishonesty
5. Obligations to Colleagues — fair credit, no harassment

Conflict of interest

Full disclosure in writing to all affected parties, with enough specificity for informed consent. If conflict cannot be cured by disclosure + consent, the architect must withdraw.

Exempt vs. non-exempt (FLSA)

• Exempt: Salaried; no overtime. Licensed professionals, managers meeting tests.
• Non-exempt: Hourly; overtime at 1.5x after 40 hrs/week. Most interns, admin.

Federally mandated leave

• FMLA — 12 weeks unpaid (firms with 50+ employees)
• USERRA — military leave/reemployment
• Jury duty (most states)
• ADA — reasonable accommodations