What Costs £20

[Reggie Lamborn]

Davidsinned by numbering the fighting men of Israel. It was not wrong that the kind took a census of his army. But there was a subtle but great sin behind this census. Counting the men betrayed the fact that David was not counting on God.

We must guard our hearts, so that the words of our mouth will be the overflow of our devotion to Christ. We must guard our life and doctrine. Pay whatever it costs to preach with a clean conscious, pure heart, and godly motivations.

In a real sense, the entire message should be an exercise in prayer. Pray before you begin your study. Pray as you study. Pray after you finish the message. Pray over the message. Pray for faithfulness, clarity, authority, passion, wisdom, humility, and freedom as you preach. Pray that those who hear the message will have receptive hearts and minds. Pray that the Lord would govern the presentation of the message, even as he has guided the preparation of the message. Pray that you and the congregation will encounter the Christ as you study the word.

The Puritans offer their readers a comprehensive, gospel-centered view of the Christian life where all of Christ matters for all of life. In recent years, Banner of Truth has published a 49-volume set called the Puritan Paperbacks where Christians today can glean from the Puritans of the past.

I have been asked to provide an FTE rate for a management services agreement between two companies. I generally think of an FTE rate as including the cost of an employee; i.e. salary, benefits, employer taxes, benefit related fees, etc. In other words, just the direct employee costs. However, I have been told to include all overhead, such as rent, office administration, office supplies etc etc in the rate. I would like to hear from others if you have calculated FTE rates which include all the overhead costs, not just direct costs and in what context. My web searches turn up how to calculate an FTE but not an FTE rate.

The analysis you are doing is pretty interesting. I have done it before to justify a Management Services Fee. I was part of the team that outsourced admin services to 30 joint ventures. My approach was as follows -

-Employment costs - This piece is actually the easiest piece and includes all of the elements you described above, i.e. payments received by the employee and payments made on behalf of the employee. You can always add tools used specifically by the employee;

-Support Functions - Those services that every company maintains that are required, but are expenses, i.e. HR, Compliance, Accounting, IT, Marketing... These expenses are a sub-set of both personnel and non-personnel expenses.

My example is extremely simple, as your employee costs will vary greatly person to person. Your G&A may vary based on job function and branch location. There are support services you may feel should not be included. You can very much take this analysis down to a very detailed level, which is what I recommend. The more detailed the better.

In a Management Fee the person that will use your service is essentially requesting a fixed fee, i.e. a risk transfer to the vendor (you). If you set the rate today, and in six months provide salary increases, your margins will compress.

Like Regis said, the fee may vary greatly from person to person, and all the risk is transferred to you, so it is very important you don't underestimate any of the costs, especially if the rate you're going to come up with is agreed upon in a yearly contract.

Furthermore, don't be shy with the margin you want to reserve for yourself, as it will shrink very quickly if anything happens you didn't think of -- like the salary increase Regis mentions, or the person leaves and you need to replace her with a more expensive resource, or some additional tools are needed for the job.

Once you come up with what you think is a decent rate that will bring a good return to your company, check the rates of similar services offered by professional companies in your area. If you are too low or too high, you may want to recheck everything and maybe adjust your margin.

Also, depending on the scope of the project, you might want to spell everything out in the contract. For example, if your resource is going to dedicate 100% of her time to that customer, they will be expecting a minimum of 40 hours per week from her. But what happens if there is some overtime needed, or if your resource is taking some paid time off? If the customer doesn't want to hear about it, and you cannot afford to lose that customer, you want to make sure you factor those additional costs or boost your margin accordingly! It is not uncommon to see a 25-50% increase in personnel cost when your people have to work longer hours or you need an extra resource to replace someone who went on vacation!

The simplest way to calculate is to take all of your SG&A expenses and divide by the number of FTEs. The harder part is caculating FTEs. For instance, do you include outsourced/contract positions? (I think so, but that is just my opinion). But getting the info on outsourced/contract positions can be tricky.

If you have to get to a position by position number, you will need to do a much more detailed evaluation and try to allocated SG&A on some basis. Such as the Employees Salary as a percent of Total Salary. Or for rent, you might use actual square footage. Just depends on how detailed they want the analysis.

Closing costs are the fees, taxes and administrative costs associated with buying a home. Closing costs pay for services like an appraisal, title insurance, an origination fee, the lender fee and any inspections.

Your mortgage company may keep your property taxes in an escrow account for your taxes and home insurance. An escrow account is a neutral third-party account that holds funds for a future purpose. Many loan servicers add property taxes to your monthly mortgage payment and keep the funds in the escrow account until they are due.

You may need to buy appliances for your new home, too. When negotiating with the seller, ask them which appliances come with the house and which ones they plan to take with them. You may score a great deal on large appliances by offering to buy them from the seller. Just make sure to include this arrangement in your purchase agreement.

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Rocket Mortgage, LLC, Rocket Homes Real Estate LLC, and RockLoans Marketplace LLC (doing business as Rocket Loans) are separate operating subsidiaries of Rocket Companies, Inc. (NYSE: RKT). Each company is a separate legal entity operated and managed through its own management and governance structure as required by its state of incorporation and applicable legal and regulatory requirements.

In the event of a covered loss, the typical soft cost provisions in a policy provide coverage for the costs incurred from the date the construction would have been completed (had no loss occurred) until construction is completed.

For example, the construction delay associated with a retail center might prevent the building owner from leasing space to tenants who originally planned to move into the space. This loss of rental income would be covered by Loss of Rents, which is the lost revenue from rents and/or leases which would have been earned absent a delay, minus non-continuing expenses.

Views expressed here do not constitute legal advice. The information contained herein is for general guidance of matter only and not for the purpose of providing legal advice. Discussion of insurance policy language is descriptive only. Every policy has different policy language. Coverage afforded under any insurance policy issued is subject to individual policy terms and conditions. Please refer to your policy for the actual language.

The same is here in Russia. Postcards for Postcrossing cost 12-20 rubles, and sending abroad costs 62 rubles at the moment.

Sending within Russia is much more cheaper - 18 rubles without envelope and 25 rubles in an envelope.

I can still buy postcards - nice viewcards of Krakw, in shops almost at the main square, so the very heart of the city - for 1 PLN. The more usual price these days is 1.5 - 2 PLN, 3 PLN I already consider a bit expensive for a card.

Postage is definitely more expensive. Touristy postcards are around ARS 150 or cheaper. Sending a postcard is insanely expensive. For example, to the US, it is ARS 750; to Europe, ARS 870; to the rest of the world, ARS 890. Aaaaand those are the prices this month. Next month, who knows haha. Not the most stable economy .

In our city there are small shops with all sorts of interesting things. Local artists can draw their postcards, print them and sell them in such stores. Usually this is a small print run. Postcards are very good, but at the same time expensive.

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I know that there are somewhat clear definitions in the accounting trade about where accountants charge specific flows of cash. Some of the outbound cash flows charge to the Cost of Goods Sold as a Cost creating or obtaining the Goods Sold. Other outbound cash flows charge as Expenses, as in Labor Expense or Hauling Expense. The Generally Accepted Accounting Practices (GAAP) that CPAs and investors depend on serve a specific purpose.

In my last post I shared the story of one of the first corporate meetings in my career, a meeting in which my questions and assertions upset a manager of Inventory Planning. I challenged the double and triple dipping of expenses in the model assumptions, and challenged the notion that the cost of the building and equipment should affect decisions regarding how to flow goods through a distribution network. My challenge upset the manager, and he stormed off.

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