Date: 03 April 07
Author: Caroline Ednie, Web Editor
Email this Article
| Click to Print
The cult of the ‘starchitect’, with a slew of iconic, landmark buildings following in their wake, might still be the prevailing architectural trend du jour, however Glasgow based practice Chris Stewart Architects has decided to buck the trend, and head in a diametrically opposite direction, by reinventing itself as Collective Architecture. On 1st April 2007, in a move that goes way beyond any touchy feely re-branding exercise, 100% of the company was transferred over to each of the fifteen members of staff as an equal share, and in doing so Collective Architecture will be the first practice in Scotland, and one of only a few in the UK, to operate on this basis.
Collective Architecture’s Jude Barber explains to Web Editor Caroline Ednie why the company has decided to go down the co-operative route and what this will mean for its employees and clients.
“The idea came from Chris, himself, as he felt that calling the practice Chris Stewart Architects wasn’t really representative of the way that we worked. Originally, Chris thought about changing the name, but then the decision was taken to go the full hog. We have a very talented staff, all pursuing their own ideas and interests though their work – an approach that has in fact been part of the company since the practice was set up in 1997. By restructuring the practice into a collective is basically just a true reflection of what’s always been happening. What we’re doing now is just formalising it.”
So, what exactly is involved in setting up Collective Architecture?
“When the idea - of distributing the whole company between staff - was first floated a few years ago, we looked at similar models. Edward Cullinan Architects in London were very helpful. They are a much bigger practice although they also operate on the basis of a team ethos and shared ownership. We also had discussions with Malcolm Fraser Architects, where 50% of the company is owned by employees, and the City Design Co-operative, the landscape architects and urban designers that we have worked with a lot. The City Design Co-operative is actually a much more radical version of us, for example they operate on an equal pay basis across the board.
We discussed at length, within the office, how we would like be organised and the feeling was that we were keen to keep the practice as a limited company – mainly for the sake of agreements and insurances we have with our clients. It was felt that keeping the company as it stands would maintain stability. It would be the ownership and not the structure of the company that would change. As a result, 100% of the company has been transferred over to each member of staff, as an equal share. And due to the fact that the shares will always remain in the company – they can’t be removed when an employee leaves for example – then the company will always remain a stable entity.”
In formal terms, how is Collective Architecture structured?
“We have set up two trusts that work hand in hand.” (Click to see the illustration). “The first is the Collective Employee Benefit Trust. This is the power house of the company, with a one member, one vote arrangement. This works hand in hand with the Share Incentive Plan which holds the company shares. In effect the trust and share plans have allowed the transfer of ownership from a limited company to an employee owned and shared company. So, although we’ve retained our original structure, and our directors still make the decisions on a day to day basis, the employees now have governance over the company and we believe that this is as democratic as a limited company can be.
Although Collective Architecture doesn’t operate as a primary co-operative - where everyone would be seen as equal – we do have democratic membership control which operates on different levels. We are also working to the seven principles of The Co-operative Group, namely: Voluntary and Open Membership; Democratic Member Control; Member Economic Participation; Autonomy and Independence; Education, Training and Information; Co-operation among Co-operatives; Concern for Community.
For more information visit: www.co-op.co.uk.
In addition we have identified our own five common aims which are to: identify, collaborate, participate, deliver and sustain. Those are all things that we aim to do within our working practice.”
Collective Architecture has elaborated upon these themes on their new website www.collectivearchitecture.com.
Has it all been worth it?
“Setting up Collective Architecture has been a long process, and along the way we discovered that it’s actually very difficult to give away a company! But I think that the collective model makes so much sense as it allows everyone in the company to participate in a very informed way in the running of the practice and its future direction. Being part of Collective Architecture might have no immediate financial gain and you can’t take shares away with you, but the benefits, as an equal owner, include intellectual property, which is actually very valuable to architects. The concept that you are part of a big idea is a hugely important part of the job. Some people might perceive the approach to be risky, but it’s actually quite the reverse. It makes good business sense and is a very sound move in the sense that we’re all so enthusiastic and committed about our work.
I think that it has also instilled a real confidence in our clients, as the new collective structure creates a strong sense of stability – there is no question of any fractures or splits. And now that we’ve been through the process it is something that we would recommend. I don’t know why more people don’t do it.”
See below details on Collective Architectures lastest project from the SA.com buildings and places archive:
The Boilerhouse community gardens and workshop space, Hidden Gardens, Glasgow
New Supported Homes for People with Dementia, Springboig, Glasgow
The Wedge, Pollok, Glasgow
