Architecture and Design Scotland review: background report

Stakeholder engagement

3.0 As part of the review process, targeted stakeholder engagement was conducted with a range of organisations and individuals. Discussion with external organisations was undertaken under Chatham House rules with comments unattributed.

3.1 Three roundtable events were held in summer 2024, facilitated by the RIAS. These events involved engagement with individuals from leading Scottish architecture practices and the RIAS. Additional engagement also included 1 to 1 discussion with selected stakeholders across public, private and third sectors. The organisations engaged comprised planning, architecture, design, government, health, education, infrastructure, construction, and economy interests.

3.2 Following the outcomes of the first stage of the review process, a further round of stakeholder events was undertaken in early 2025, again facilitated by the RIAS. These three events presented and tested some of the emerging recommendations from the Review and involved engaging with an additional 45 individuals from architecture practices and the RIAS.

3.3 In general, the initial round of engagement reported awareness of the role of A&DS as a public body with a remit to promote good design. Stakeholders recorded that they felt there was a continuing role for A&DS. However, there was a low level of awareness of the specific activities of A&DS from stakeholders, in particular from architects. There were differences expressed in what the future role of A&DS should be and what priorities are relevant.

3.4 Planning authorities who had engaged directly on project work with A&DS had found it to be a positive and beneficial experience and were aware to some extent of wider activities of the body, but none had a thorough knowledge of the scope and detail of current work.

3.5 Key points of feedback are summarised below. These are grouped under feedback from roundtable sessions with architects and from 1 to 1 meetings with stakeholders. As the reflections of a range of organisations/ individuals, some of the feedback may conflict or contradict, however they provide a broad representation of views expressed.

Feedback from roundtable events with architects (March, April, May 2024)

3.6 An initial, exploratory round of engagement took place with architect practices between March and May 2024 and involved participation from 32 practices and representatives of the RIAS. These sessions were structured as in person and online roundtable events and covered a wide range of issues related to architecture and went beyond the remit and activities of A&DS. Some of this feedback is included below where it provides useful context to the architecture and design sector.

3.7 In general, comments from architects focussed on barriers to delivering good design, in particular construction procurement and the ability of architects to secure good quality work as well as a focus on climate issues and sustainable building.

Profile

• architects are unsure of the role of A&DS and reported there is little visibility of the organisation in the industry, or a detailed understanding of activities.
• it was reflected that design policy is largely ignored by local authority planners and other departments.

Sector support and promotion

• significant concerns were raised around the reality of construction procurement falling short of the intentions of policy statements.
• closure of The Lighthouse (former centre for architecture and design) was a loss to the sector.
• the sector lacks an independent body to promote the positive benefits and opportunities around architecture and design
• there is a lack of public sector work opportunities for small practices in Scotland with public projects going to larger firms and often firms outwith Scotland.
• architecture policy was developed at a particular time and supported several emerging practices, but it has not supported that same type of buoyancy for the sector and across the industry since.
• there is a role for A&DS in promoting the role of the architect and promotion of Scottish design more generally
• there is good opportunity for architecture and design to be a strong component in promoting “Brand Scotland”
• design competitions have been adopted generally across many European countries as part of public procurement, but not in Scotland. There is a role for A&DS in promoting this or undertaking research on successful European examples.
• there are opportunities for organisations such as RIAS, A&DS and SFT to take on roles in facilitating and showcasing Scottish design practice
• there is an opportunity for architecture to expand further into the private/commercial sector. Currently Scottish architects have little to no presence at events such as MIPIM (four-day exhibition and conference – real estate marketing event/exhibition) and UKREiiF (UK’s Real Estate Investment and Infrastructure Forum)

International and Export (including export to the rest of the UK (RoUK))

• there are a range of practical issues that deter practices from seeking international work – tax/ accreditation/ recognition of qualifications/ physical connectivity etc.
• providing support/information for practices who wish to work in Europe and abroad would be welcome
• support for a network of practices across Europe or beyond to facilitate working internationally would be useful.
• recruiting overseas talent – current immigration rules are a barrier
• retaining international students in the workforce – Scottish market not as attractive compared to wider UK/London
• various experiences of Scottish practices being less favoured when competing for commissions in England esp. North/Midlands. The positive perception of Scottish architects needs developing.
• branding of architecture does not exist in Scotland and has not existed for a long time - “London has the best architects” – is a recognised brand.
• need to promote Scottish architecture through SG overseas offices

Impact and performance

• design review process was influential and could be revived to drive up design quality
• A&DS’s health care work has been impactful

Skills and training

• Is there a role for A&DS in promoting sustainability: i.e. training and upskilling around Passivhaus equivalent
• planners do not have urban design skills- is there a role for A&DS (or architects) to offer their expertise to planning authorities to help build skills and build capacity?
• retrofit – architects should be the early advisers for retrofit projects to assess suitability for use/feasibility/practicalities etc.

Potential Priorities/ Focus

• A&DS has a role to act as a “critical friend” to the government
• digital and AI poses threats and opportunities and more work is needed on this to support jobs and the sustainability of the design sector.
• creating an evidence base and demonstrating and communicating the value, quality and service architects bring to projects – the sector has not been good at communicating the value proposition offered.
• suggestion for changing who runs the procurement, i.e. would supporting procurement through a body like A&DS help to remove the “perceived risks“
• there is a need to improve literacy amongst built environment professionals around net zero building solutions

Structure

• strategic relationships with V&A Dundee, SG, A&DS and RIAS and other cultural institutions could deliver benefits for the profession.

Feedback from 1 to 1 meetings with stakeholders

Profile

• the presence of A&DS illustrates a commitment and ambition for architecture and design at a national level
• A&DS gives a degree of separation between council and communities/ industry and can circumvent the fatigue and cynicism from some around engagement
• there is generally a low, or very low, awareness of A&DS’s functions and activities- some awareness of the public building work they support
• previously, A&DS had a higher profile across Scotland and some stakeholders would not now know what functions to refer people to A&DS for
• the A&DS vision lacks specific relevance to the role of an organisation that is championing good architecture
• A&DS role and skills are not fully appreciated or well used by councils. Is the lack of awareness of A&DS services a barrier to growth and impact?
• A&DS support for a public programme on architecture and design has been constrained. Some of this territory has been occupied by others
• A&DS don’t have a document that says what good design is. What the A&DS purpose is, is quite opaque

Current Activities

• design support:
  • the former design review function was positive and influential
  • the A&DS Design Forum was improving the quality of schemes
  • can A&DS provide or coordinate design assessment/ review/ advice resources effectively around public building projects?
• engagement- Client Forum, online events and case studies are useful .
• activities are less strategic than would be expected of a national body
• there is movement of A&DS away from design and architecture and into place and planning - ‘the pendulum has swung too far towards place’
• there is some duplication between A&DS and the activities of other public bodies around the place agenda - A&DS need to focus on architecture and the ‘design’ angle of place, rather than wider infrastructure/ asset issues
• there has been little/ no activity on building design in relation to climate
• the key role for A&DS should be to provide creative design thinking
• A&DS should focus on supporting and intervening ‘early and before’
• what challenges are coming down the track? Do A&DS have relevant skills in areas such as retrofit
• there is a need to provide support targeted at senior leaders-‘making clients smarter’

Impact and Performance

• A&DS have delivered well in previous years to help establish design within public sector building programmes and SG has received good value
• as a small organisation, A&DS are spread thinly resulting in difficulties in being able to focus/ communicate impact on a specific type of work
• there is a need for greater ‘teeth’ for design advice to influence decision making within NHS projects, and potentially within public investment projects in general
• case studies and exemplar projects useful in helping to inform council officers, but do not always influence senior decision makers- a need for more strategic influence
• design champion role is facilitative and not top down, which is positive
• the national ‘voice’ is useful and has advantages over consultants due to credibility and distinctive role
• working with A&DS has helped to upskill local authority teams.
• A&DS ‘getting their hands dirty’ working on projects is seen as positive by some.
• there is a feeling that some projects have gained more than expected from A&DS – positive experiences with work well received by community groups and local leaders

Structure

• there is merit in A&DS being distinct and independent from Scottish Government
• they should be retained as an organisation but could be nested in another larger organisation but with relevant remit and identity
• as an organisation they need to draw in sector experience – design panel is an avenue here
• the structure is less important than the activity that the organisation is focussed on
• there would be benefit in A&DS staff and budget resource being considered alongside Scottish Government architecture and design resources

Potential Priorities/ Focus

• there is a potential role for A&DS to help grow and develop the architecture sector and embed design talent into projects, potentially setting up frameworks or processes to support design within key projects and procurement routes
• the model should be based on the premise that design creates value
• the focus should be on fewer, bigger, more strategic projects and programmes
• A&DS have a role in supporting the strategic vision that industry cannot provide. There is a need for a strong design voice to influence the major projects and developments
• strategic visioning - supporting briefing, client support and creating the framework for good design. This involves more focus on the organisation performing as a strategic enabler rather than a ‘doer’ on smaller projects across a broad range of issues
• the focus of emerging proposals from A&DS is around place and communities and this is not as well aligned with capital investment requirements as other design workstreams
• focus on housing and climate as key priorities - opportunity exists in relation to the digital agenda
• connector organisation – connecting organisations and individuals through leading on research, evidence, delivering seminars and site visits, joint mentoring approaches, pop up events that support the cultural role
• measuring impact – e.g. conducting compelling and definitive research on healthcare buildings to deliver improvements - setting up process, bringing people together, relevant case studies, engagement, site visits, conferences
• supporting the ‘futures’ agenda around architecture and design, visioning and scenario planning for future pressures and identifying solutions

Feedback from roundtable events with architects (February/ March 2025)

3.8 A further round of engagement took place in February and March 2025. These sessions focussed on presenting the emerging review recommendations and exploring some of the emerging review recommendations. Around 45 architecture practices from across Scotland were involved, representing a variety of scales, specialisms, and locations.

Profile

• in general, a move towards a sector development activity for architecture and design was welcomed as was the retention of A&DS as a public body.
• Procurement and planning issues continued to be raised as priorities

Sector support and promotion

• architecture practice is largely business-oriented, with design comprising only a small element of the overall resource in practice
• multi agency collaboration is needed to address systemic challenges
• the cultural role of architecture and a public programme are important issues that need to be considered and built into promotional activity
• there is a need for stronger advocacy to highlight the contribution of good architecture and design to innovation, efficiency, and better outcomes
• there can be benefits derived from promoting design and architecture in schools, including the appreciation of quality design and encouraging entry into the sector
• capital costs in Denmark are considered in such a way that design costs are seen as a multiplier of value, and we should evaluate and promote the value of using architects in this same way
• promoting value in terms of whole life costs would bring positive results, as would a clear alignment with prevention; good places = better outcomes, health, economy etc
• there is opportunity for architects to take on a broader range of issues within planning and construction, not just a design role
• this is an opportunity to review and plan for future architecture practice – what does that look like
• there is a need to make a clear case for the need/ importance of engaging an architect on projects - challenge the perception that good design costs more
• promote investment in design as investment in innovation which can lead to lower project costs and be more impactful around outcomes
• promote that investing in design creates value - Design is most often seen as an addition and architects seen as an obstacle
• design quality is often engineered out of projects when budgets are constrained
• support is needed in Scotland (e.g. with public procurement; in the rest of the UK; and internationally)- each of these will require a different approach

Centre of excellence

• there is a need for clarity on what the functions and priorities would be for a Centre of Excellence
• Scotland needs champions – this is lacking in the wider eco system – people who can actually affect change
• there is a need to improve the investment in architecture and to challenge the situation where vast amount of housing is built without architect involvement
• it will be important to understand the potential overlaps and duplication with other organisations, such as the Design Council and professional bodies
• Other agencies comment on parts of a project (Historic Environment Scotland (HES), The Scottish Environment Protection Agency (SEPA) etc) – at planning stage, a Centre of Excellence could do this
• a Centre of Excellence could help change current culture to better promote design and develop a ‘design voice’ to support decision making for planning authorities
• cultural and arts projects deliver because of the strong relationship between client and design teams – they are end users who understand they inherit legacy, and this is what they trade on as well
• procurement in the public sector is directly related to risk which is usually characterised as cost – it becomes an imperative because it is public money- Altering that view with clients could deliver better value
• the statutory regulations on carbon when combined with the Fourth National Planning Framework (NPF4) are raising the bar for construction - we need to assess the demand for skills and plan-ahead

Skills and training

• client focus - a campaign could be run to seek out the clients of the future and to upskill existing clients
• there is a need to consider the skills architects are going to need to cope with increased climate change. Some building will longer be fit for purpose
• quality, under public sector procurement is not on the radar - the conversations around quality are not about design – they are not talking about good spaces or good design they are discussing the need for wall ties – basic construction issues that should be standard
• opportunities to be STEM ambassadors in schools
• concerned that young people don’t want to enter the profession and there are a lot of architects leaving due to systemic problems
• as a result of Grenfell Inquiry there is a push on ensuring construction competency – ensure the range of skills of architects are recognised in that competency discussion
• the issue isn’t usually design – it is getting to the design - Barriers include planning and building standards delays; procurement issues; rising construction costs; limited pool of contractors and burn out due to working conditions

Potential Priorities/ Focus

Sustainable design

• advocate for retrofit, more widely – it is not just listed buildings that can be retrofitted – it may be less glamorous, but it is a vital piece of work. We may need to build less
• huge opportunities to work in partnership around the retrofit agenda – BE-ST, for example – to adopt excellence in joined up approach
• quality of retrofit is important – poor design and material choices can lead to significant problems
• can we de-risk the design and delivery of retrofit – bringing architects skillset to the early stages of projects
• Passivhaus and Net Zero design are areas we are excelling at in Scotland – this is a strength – how do we harness and export it.

Housing, public buildings

• the social housing sector was formerly a strength of Scottish architecture, but this is becoming difficult due to land control, reduced budgets, and lack of client expertise
• there are a lot of good examples of practices involved in learning estate and healthcare sectors - a centre of excellence could map similar examples across other project types (housing, commercial, public buildings etc)
• procurement routes for our public buildings do not seem to recognise the value of architectural input and knowledge – this needs to change
• architecture is considered as a ‘supply chain component’ in public sector procurement models – we need to change that