Year 1 Year 2 Year 3 Year 4 Year 5 Labour Materials Compliance Overheads Other Total Compliance costs might include safety training, quality control and (especially in the case of Option Zero) anticipated fines from regulators. Overheads are administrative and other charges generally incurred by the organisation (such as rent, electricity, telephone, photocopying, insurance) that should be attributed to the asset, usually on a pro rata or fixed fee for service (eg per day). Other costs might include ongoing operator training and the forecast costs of necessary upgrades or decommissioning add as many rows here as you feel necessary. – It is important to note that some of these costs may increase over time as the solution deteriorates. Note that you do not forecast for CPI (cost of living) increases here only the increase in costs likely to be – associated with ordinary wear and tear. On larger projects, you might also like to consider the oppportunity cost of these investments. 3.3.3 Other impacts Other impacts are the non-monetary (intangible) outcomes delivered by a project. They are generally classified by the bearers of these impacts. As it is difficult to apply a single, standard unit of measure to these impacts (such as money), we often rate them with a subjective score. To the extent that it is possible to do so, you should explain and justify your scoring methodology. Impact scores may also be weighted. For example, if you wish to prioritise impacts to our organisation, the organisation score can be weighted (multiplied) by 4 times to indicate its relative importance. Weightings – and the assumptions that underpin them must be fully disclosed (usually as an Appendix attachment). – WEIGHT RATING Our organisation
Year 1 Year 2 Year 3 Year 4 Year 5 Labour Materials Compliance Overheads Other Total Compliance costs might include safety training, quality control and (especially in the case of Option Zero) anticipated fines from regulators. Overheads are administrative and other charges generally incurred by the organisation (such as rent, electricity, telephone, photocopying, insurance) that should be attributed to the asset, usually on a pro rata or fixed fee for service (eg per day). Other costs might include ongoing operator training and the forecast costs of necessary upgrades or decommissioning – add as many rows here as you feel necessary. It is important to note that some of these costs may increase over time as the solution deteriorates. Note that you do not forecast for CPI (cost of living) increases here – only the increase in costs likely to be associated with ordinary wear and tear. On larger projects, you might also like to consider the oppportunity cost of these investments. 3.3.3 Other impacts Other impacts are the non-monetary (intangible) outcomes delivered by a project. They are generally classified by the bearers of these impacts. As it is difficult to apply a single, standard unit of measure to these impacts (such as money), we often rate them with a subjective score. To the extent that it is possible to do so, you should explain and justify your scoring methodology. Impact scores may also be weighted. For example, if you wish to prioritise impacts to our organisation, the organisation score can be weighted (multiplied) by 4 times to indicate its relative importance. Weightings – and the assumptions that underpin them – must be fully disclosed (usually as an Appendix attachment). WEIGHT RATING Our organisation
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