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Normal for a delivery team carrying its own admin and pre-sales.
The denominator is the argument. Two departments quoting different utilisation figures are almost always both right about different denominators, which is why this asks you to set it explicitly.
It calculates utilisation as billable hours over genuinely available hours, after leave, holidays and non-project time.
Most utilisation figures use contracted hours as the denominator, which understates utilisation and makes the target unreachable.
Enter contracted hours for the period, then subtract holidays, leave and your non-project percentage to get available hours. Enter billable hours on top.
Run it per person and per role. A firm-wide average hides the two people carrying everything.
It will not tell you whether the billable hours were well spent. Utilisation and effectiveness are different questions.
It also cannot see work that was valuable and non-billable, which is most internal improvement.
A realistic target depends on the role. Client-facing delivery staff and people with management responsibility should not have the same target, and setting one figure for both makes it meaningless for both.
Low utilisation is as often a sales problem as a personal one. The number does not distinguish, so do not read it as if it does.
Available — anything else makes the figure misleading.
It depends on the role. One firm-wide figure serves nobody.
Yes. Hiding it is what makes it resented.
Half an hour on your own figures, and an honest answer about the parts Treepie does not improve.