Valuation Firm Management: Reports, Turnaround and Fee Collection

• 01Reports are counted at month end but not tracked from request to delivery, so nobody knows which step takes the time: the visit, the missing document or the review.
• 02Work is assigned to whoever picks up the phone, which leaves one valuer with a pile and another with spare days.
• 03Most of the work comes through two or three bank panels, and a change in how one of them allots files is felt only in the monthly count.
• 04Site visits are done one by one, with travel booked case by case, and the cost per report is never worked out against the fee.
• 05Fees are billed after the report goes out, and payment from banks and private clients runs on different calendars that no one follows up.

• Reports per valuer

  Reports each valuer delivered in the month, as a count per person, with the team average on a separate line and open files shown apart.

• Turnaround days

  Delivery date less request date for each report, averaged by valuer and by source of work.

• Largest panel's share

  Reports or fees from your largest source divided by all reports or fees for the month.

• Site cost per report

  Travel, assistant and time cost of all visits divided by reports delivered.

Valuer C spends ₹1,400 per report against ₹800 for Valuer A. Grouping files by locality is the first place to look. Fee schedules set by a panel are outside the firm's control, so the lever is the trip.

• 01Counting reports delivered without turnaround days by stage, so the true delay is never found.
• 02Accepting more files from the largest panel because they are easy, until losing that one panel would leave the firm unable to cover its salaries.
• 03Planning each site visit separately, so cost per report stays high where two files lay in the same locality.

• 01A file tracker from request to delivery with a date for each stage
• 02Reports finished per valuer per month, with the files still open beside it
• 03Share of reports by source: each bank panel, each private client and each referrer
• 04Site visit cost per report: travel, time and any assistant, by area
• 05Routing of visits by area so that two files in one locality are done on one trip
• 06A fee register with the invoice date, amount and payment date for every report
• 07A checklist of documents asked at the start, to cut waiting on the client
• 08A Monday status page for the owner and the office lead listing every open file

1. List last month's reports with the request date and the delivery date. Subtract, and find the longest three.
2. Hypothetical example: if one bank sent 45 of your 60 reports, it is 75 percent of the month's work. Write the same share for fees, since a smaller bank may pay more per report.
3. Add up the travel and assistant cost of every site visit in the month and divide by the number of reports. That figure is your site cost per report.

1. First call: you describe the business and the numbers you already track.
2. Your first sheet: the one described under What you get, built from your own books.
3. The rhythm: a regular review of reports per valuer, turnaround days, largest panel's share, site cost per report.
4. What you hold at the end: a written sheet and a named owner for each number.

• Order-to-Delivery Process Review

  One flow from order to delivery and invoice, traced step by step, then redesigned with clear handoffs, a delivery-date rule and a two-week trial.

• Business Process

  Order-to-Delivery Process Review is part of Business Process. See the full service if the problem is wider than one piece.

• Our processes are unclear and work depends on individuals

  When quality and delivery change with who is on duty, the process lives in people, not in the business. See how to write it down and standardise it.

• Cash is always tight, even when sales look good

  Full order book but an empty account? See how collections, stock, credit terms and timing gaps drain cash, and how a 13-week forecast eases the squeeze.

• How this differs from Architecture firms

  An architecture firm bills for design by stage over many months; a valuation firm bills per report and lives on turnaround and bank panels.

• How this differs from Structural and civil engineers

  A structural practice signs drawings and inspects work in progress; a valuation firm issues reports on property and is judged by how soon it delivers.