Fee Guidelines for Engineering Services Table Of Contents - APEGBC
Fee Guidelines for Engineering Services Table Of Contents - APEGBC
Fee Guidelines for Engineering Services Table Of Contents - APEGBC
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<strong>Contents</strong><br />
<strong>Table</strong> of <strong>Contents</strong><br />
Foreword<br />
Section A<br />
Section B<br />
Section C<br />
<strong>Table</strong> 1<br />
<strong>Table</strong> 2<br />
<strong>Table</strong> 3<br />
<strong>Table</strong> 4<br />
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<strong>Fee</strong> <strong>Guidelines</strong> <strong>for</strong> <strong>Engineering</strong> <strong>Services</strong><br />
• bad debts<br />
• administrative salaries (accountants, clerks, receptionists, librarians)<br />
• secretaries whose time is not directly billable to client projects<br />
• non-billable time by professional and technical staff in updating procedures,<br />
attending technical seminars, research and development, and other<br />
activities not billable to projects<br />
• business development<br />
Overhead costs vary according to the size of operation, location of office and<br />
the nature of services provided. These costs are typically approximately equal<br />
to the payroll costs (salary + fringe benefits) incurred by staff engaged on<br />
the assignment.<br />
Profit<br />
The remaining balance, after direct costs and overhead costs are deducted<br />
from total revenue, represents the be<strong>for</strong>e-tax, be<strong>for</strong>e-dividend and be<strong>for</strong>ebonus<br />
profit. The level of profit on a specific project should reflect the consultant's<br />
exposure to risk on the project. The client should expect competent<br />
and efficient services at a fee that provides an appropriate profit to the<br />
consultant.<br />
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