One key to growing a practice, with the least unnecessary stress, is to proactively put in place the systems and procedures that will be required to step up to the next size of practice.

The biggest change occurs in the transition from a one-person practice to a practice with employees. If you are anticipating the future growth of your practice, this article helps identify some of the considerations, resources, and needs from a regulatory, financial, and hardware/software standpoint, which are important for planning your growth.

Regulatory and Legislated Requirements

It is important to consider the applicable legislation, such as Occupational Health and Safety Act (OHSA), Employment Standards Act (ESA), and Workplace Safety and Insurance Board (WSIB). It is necessary to review the applicable legislation to determine what triggers the requirements for the next level of tracking, reporting, or implementation. Some requirements are based on the number of employees, with steps at one, five, 15, and 50 employees. Other requirements (e.g. minimum professional liability insurance coverage) may relate to the volume of work done. A little advanced preparation can prevent major headaches later, when time and compliance become critical.

As a holder of a Certificate of Practice issued by the OAA, you will also need to familiarize yourself with the obligations to supervise and provide direction to staff as mandated in the Architects Act and other items such as Internship in Architecture Program if you are considering hiring an intern.

The Canadian Handbook of Practice (CHOP), in Chapter 3.6 Human Resources, provides further information and considerations regarding onboarding new staff. Refer to link provided below under Related Resources.

Accounting

If you are a one-person operation and anticipate growing the practice by taking on an employee, will your accounting system will handle payroll tasks? Before you need to implement new tasks, test out a new system by accomplishing the current tasks. You could even run both systems in parallel for a while until you are confident in the new system. Regarding the bookkeeper or the accountant you use, ask yourself, “Do they have the experience and capacity to handle the next stage of your growth?” Also, consider when it may make sense to bring that function in-house.

Upgrading IT / Computer Network

If you’ve only been using a single computer, you should consider getting a computer to use as a network server. You can then learn how to work on a network and develop the naming conventions and file system you will need to share files, printers, internet access and communicate with other users before you need to rely on it.

Keep in mind that there is a big difference between using an established network developed and maintained by a competent full-time I.T. department and developing one from scratch, which you hope to maintain in-house, or with as-needed outside assistance.

You may also have to learn how to set and administer network user permissions to various files and folders to protect sensitive information from those who don’t need to see it, and to reduce the likelihood of critical software and other files being accidently erased or moved.

Filing System and Practice Aids

As a sole practitioner, much important information may only exist in your mind or simply jotted down in a personal notebook. Before bringing someone in to help, commit as much of the important information as possible to a form that can be shared. Some information may be confidential, but other information needs to be shared with others so that they can function efficiently. This often finds expression as an office manual that includes filing systems (both electronic and hard copy), quality management procedures, locations of reference materials, login credentials for local computers, and for computer resources and prescriptions in “the cloud,” drafting conventions, and software templates for letters, specifications, reports, and drawing title blocks and layouts.

Conclusion

Strategizing, gathering information, testing and implementing such measures over time, before you need them all at the same time, will ease the transition when you do hire an employee. You can then focus on learning to delegate responsibility and authority, and on how to manage multiple projects at the same time, rather than on technical or regulatory issues.

There is a natural progression to growing your practice: crawl, walk, run. This stepped method of growth can work, regardless of the current size of the practice. Plan to become the future!

Related Resources

RAIC CHOP Chapter 3.5 Office Administration

RAIC CHOP Chapter 3.6 Human Resources

RN.07 Personal Supervision and Direction Related to Production of Construction Documents

RN.08 Personal Supervision and Direction Related to Contract Administration (General Review)

PT.02 Legislative Overview - What Every Architectural Practice Needs to Know About Government Legislation

PT.21 Moonlighting, Employment Agreement - Employer's Liability

PT.22 Employment Agreement - Employed Architects' Liability

This article originally appeared in the Practice Advisory—the OAA’s bimonthly e-newsletter developed by the OAA’s Practice Advisory Services team, comprising architects and other staff, which offers numerous resources for both member and the public. The OAA does not provide legal, insurance, or accounting advice. Readers are advised to consult their own such representatives to obtain suitable professional advice in those regards.