The 2008 Financial Performance Survey of Architecture, Engineering, Planning & Environmental Consulting Firms contains more than 30 different major financial performance statistics so you can find out exactly where your firm stands among your peers. And these statistics are just the beginning of this comprehensive report—go beyond the revenue and profit data to chargeability, revenue factor, overhead rates, average collection period, backlog, staff turnover, and more to see which areas your firm could improve. Data on operating expenses, personnel costs, finance and accounting staff, growth and profit projections, and more are also included.
The 2008 Financial Performance Survey of A/E/P & Environmental Consulting Firms will help you:
See which areas of your company need improvement by comparing your firm’s financial performance to your competitors’—find out where you’re ahead and where you’re behind
Improve financial statements and accounting methods in your firm—make sure your firm’s documents are in order
Find out what typical bonus, personnel, rent & utilities, and other expenses are for a firm of your size, and see what you can cut back on to maximize your firm’s profitability
Get data on what other firms are paying their financial managers, and make an informed decision as to whether you should be paying your top financial staffer more—or less
Develop your strategic business plan and growth strategy based on what other firms of your type and size are expecting in growth and profits over the next three, five, and ten years
Gather information on the most commonly used finance and accounting software packages among design and environmental firms—before you make an investment of your own, find out how other leaders just like you rate their software
The 2008 Financial Performance Survey of Architecture, Engineering, Planning & Environmental Consulting Firms contains more than 30 different major financial performance statistics so you can find out exactly where your firm stands among your peers. Use the data from the overall sample or take advantage of the details in the tables to compare your firm to others by type, size, region of headquarters, growth rate, and client base.
Financial performance statistics are just the beginning of this comprehensive report—go beyond the revenue and profit data to chargeability, revenue factor, overhead rates, average collection period, backlog, staff turnover, and more to see which areas your firm could improve. Use the data on personnel expenses, rent and utilities, and professional liability insurance to see if your firm is spending more than necessary on overhead expenses.
In addition to financial performance and spending statistics, the survey also shows data on top financial managers and finance and accounting staff percentages. Does your firm have the staff resources it needs to stay on top of all financial and administration issues? Find out! This survey will show you the typical breakdown of F&A staff for a firm of your size.
The 2008 Financial Performance Survey also shows you historical revenue and profit data and growth predictions for the next three, five, and ten years. If you’re a president, CEO, principal, or financial manager, you won’t want to miss out on this data when it comes to developing your firm’s strategic business plan. This survey will let you take a hard look at where you’ve been, and it can help you plan where you’re going. You’ll have all the information you need to set goals and to know what kind of infrastructure is necessary to achieve those goals.
Topics covered in this comprehensive report include:
Key financial statistics. We’ve broken down everything from net service revenue and profitability measures to labor multipliers, turnover rates, and professional/technical to administrative staff ratios in one chapter that will show you exactly where you stand compared to your competition. In addition to detailed breakdowns of all the data by firm type, staff size, region of headquarters, growth rate, and client base, we’ve also included seven years of trend data. See how you stack up!
Personnel costs. We took five major types of personnel costs: payroll taxes; vacation, holiday & sick leave; group insurance; pension, profit sharing & 401(k) plans; and bonuses and measured them against five standard benchmarks (total labor, total costs, net service revenue, gross revenue, and per employee) so you can make comparisons between your firm and others. Data are included for the past five years so you can see how your historical spending compares to other firms’ spending. This section also includes data on workers’ compensation premiums and claims.
Growth projections. A/E and environmental firms were growing rapidly through the last part of the 1990s and into 2000. But that’s not the case anymore. What do firms project for the next three, five, and ten years? Use the data in this chapter to set your firm’s goals for the future!
Finance & accounting staff. When is it typical for firms to add a CFO to their finance & accounting staff? How much do top financial managers get paid? What’s their background and how many years of work experience do they usually have? Are most CFAs? If you’re a CFO, controller, or financial manager, make sure your compensation is in line with the industry average. And if you’re a firm president or CEO, make sure your top financial manager’s credentials stack up!
Other financial statistics. In addition to all the above information, we’ve also covered a range of other miscellaneous topics— everything from financial software packages to cash flow reports and professional liability insurance to staff layoffs.
All of this and more is laid out in this comprehensive report, complete with charts and graphs to help you get a handle on the big picture. If you want to know how your firm’s performance stacks up, the 2008 Financial Performance Survey of Architecture, Engineering, Planning & Environmental Consulting Firms has ALL the answers you’re looking for. Get your copy today!
Chapter 1 – About the Survey Firm type • Year founded • Region of headquarters • Staff size • Net service revenue • Number of offices • Organizational structure • Project team organization • Prime vs. subconsultant work • Financial statement preparation • Legal form of ownership • Number of owners (privately held firms) • Subsidiaries • ESOPs • Client base • Growth rate • Firm profit • MBE/DBE/WBE/HUB firms • Fiscal year
Chapter 2 – Key Financial Statistics Net pre-tax, pre-bonus profit/loss on net service revenue • Net pre-tax, after bonus profit/loss on net service revenue • Net pre-tax, pre-bonus profit/loss on gross revenue • Net pre-tax, after bonus profit/loss on gross revenue • EBITDA margin (on gross revenue) • EBITDA margin (on net service revenue) • Net service revenue per total staff • Net service revenue per professional/technical staff • Net pre-tax, pre-bonus profit/loss per total staff • Net pre-tax, pre-bonus profit/loss per professional/technical staff • Contribution rate (gross profit margin) • Overhead rate (excluding bonuses) • Overhead rate (including bonuses) • Breakeven multiplier • Revenue factor • Net multiplier • Chargeability • Target multiplier • Return on owner’s equity (pre-tax, pre-bonus) • Return on owner’s equity (pre-tax, after bonus) • Return on total assets (pre-tax, pre-bonus) • Return on total assets (pre-tax, after bonus) • Debt to equity ratio (using total liabilities) • Interest bearing debt to equity ratio• Interest bearing debt to EBITDA ratio• Third party interest bearing debt to equity ratio • Current ratio • Quick ratio • Average collection period (days) • Average payment period (days) • Backlog (months) • Professional/technical to administrative staff ratio • Staff turnover rate (overall) • Staff turnover rate (voluntary) • Staff growth/decline • The income statement (on gross revenue) • The income statement (on net service revenue) • The balance sheet
Chapter 3 – Personnel Costs Summary of personnel costs • Payroll taxes • Vacation, holiday & sick leave costs • Group insurance costs • Pension, profit sharing & 401(k) plan costs • Bonus costs (based on established plans) • Workers’ compensation
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