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Federation of American Scientists Working Group on BW Verification

The Structure and Cost of a BWC Organization^1,2

September 1998

As the States Parties to the Biological Weapons Convention (BWC) near the completion of the drafting of a legally binding instrument to strengthen the BWC, proposals for the structure and cost of an international organization to implement the instrument will become an important part of the negotiations. This paper presents a baseline structure and annual operating budget for a professional, independent BWC organization that would be functionally effective and financially feasible, with a staff of 233 people and an annual cost of approximately $30 M. Examples of alternate structures and their costs are also given. An accompanying computer diskette, available in a limited quantity from the FAS BW project office,³ contains an Excel spreadsheet model with key parameters that can be varied to generate other structures and costs, making it possible to compare readily the costs of different options for the BWC organization. More experienced spreadsheet users can manipulate the "fixed" parameters as well.

Development of the Spreadsheet Model: Key Assumptions

1. Use of OPCWData

Many of the basic elements of the proposed BWC organizational structure resemble those of the Organization for the Prohibition of Chemical Weapons (OPCW). Because of structural similarities, the OPCW budget⁴ was used as a guideline in establishing a range for many of the estimates in the BWC organization budget. Moreover, conversations with many OPCW officials provided a basis for tailoring the OPCW budget to an organization with different objectives and activities.

The budget of a BWC organization will be significantly smaller than that of OPCW because:

There will be no destruction of existing weapons to monitor;
and regular visits to declared facilities are not under consideration;

Quantitative accounting of listed materials is not likely to be required.

2. Organizational Activities

The BWC organization that will be established to strengthen the implementation of the Convention is likely to conduct the following activities:

Processing and analyzing data from declarations, on-site investigations and visits, confidence-building measures, and other available sources, including disease outbreak monitoring;

Conducting on-site visits and investigations (field and facility);

Supporting consultation and information exchange among States Parties;

Facilitating assistance to States Parties and scientific and technical cooperation and exchanges.

3. Number of Facility Declarations

It is assumed that the organization will receive approximately 2500 facility declarations annually.⁵ Doubling or halving the number of declared facilities would have only a small effect on the estimated budget, since the staff and operations costs of the Declarations Division constitute only about 8% of the total budget of the organization.

4. Number of Field and Facility (Challenge) Investigations

The organization must be prepared to conduct a challenge investigation at any time, but not more than one at a time. For budgetary purposes it is assumed that there will be, on average, one challenge investigation per year. The number of team members and length of time on site will be greater than for on-site visits, but this will not materially affect the budget.

5. Inspector Capacity

Based on the experience of similar organizations, we assume that each inspector cannot spend more than 40 days per year on site, plus two travel days per mission (see references 2c and 2d). To allow for contingencies such as sick leave, non-acceptance of certain inspectors by certain States Parties, and the possibility that a challenge investigation may arise, one extra team is included in calculating the number of inspectors. When the average size of teams is four or less, one extra inspector per team is included in the calculation, in order to provide some flexibility in selecting expertise for visits (e.g., from among auditors, engineers, microbiologists, weapons experts, physicians/veterinarians, interpreters, etc., each of which may have industrial, military or academic experience). With team sizes of five or larger, the number of extra inspectors per team decreases in calculating the number of inspectors.

6. Sample Analysis

It is assumed that, when samples are to be analyzed, the analysis will be carried out on site except under rare circumstances, in which case reference laboratories accredited by the organization will be used. Proprietary samples will be appropriately inactivated before the inspectors access them for analysis. Technologies under development are expected to simplify DNA analysis and immunoassay and to provide new techniques.⁶ It is assumed that analytical reagents specific for agents of interest will be developed and supplied free of charge by States Parties unless they are readily available commercially. It is further assumed that reference laboratories will donate their services, both for off- site analysis when needed and for standardizing and validating analytical equipment and procedures. Thus, the organization will not perform analyses and will need only a small laboratory for preparing materials for visits.

7 Administrative Functions, Technical Cooperation and Assistance

It is assumed that the scope of administrative functions, including technical cooperation and assistance activities, will be similar to those of the OPCW. This is reflected in the baseline organization chart (see below).

8. Auxiliary Staff

Personnel numbers are fixed in the model except for top executive posts (rank of D- 1 and higher) and the staff of the following units: Operations, Procedure Formulation, Training, and Technical Support Branches of the Investigations and Visits Division, and Human Resources and Information Services Branches of the Administration Division (see organization chart and staff table below). These personnel numbers are functions of the variable parameters.

9. Salary Scale

To be competitive in recruiting qualified personnel, the BWC organization will have to utilize the United Nations Common System of Salaries, Allowances and Benefits,⁷ which is revised periodically. The figures used in the salary and staff tables below are those that were in effect in January 1998. A revision of the Common System that would produce an increase of approximately 4% in total staff costs (including post adjustment) occurred in March 1998 is not included here. In the model, the net salaries for each rank are based on Step One levels for personnel with one dependent.⁸ According to interviews with officials in OPCW and UNIDO, entering personnel should be hired at Step One, with the rank (D-2, P-5, etc.) reflecting professional experience. Of course, as time goes on, salary raises will increase the average Step level and staff costs somewhat.

Benefits involve many variables; the average benefit/salary ratio is a variable parameter in the model. Post Adjustment, according to the UN System, depends on location and is a function of location in the model.

General Service (GSO) staff are not within the UN professional system and are not paid according to the same salary scale. They are generally recruited locally and their salaries are based on local salary rates for their positions. They do not receive post adjustments or dependents allowances. The GSO salaries used here are for step 5, level I of a sevenstep scale. Step 5 corresponds to the rank of Senior Secretary, Senior Administrative Clerk or Senior Finance Clerk.

10. Parameters of Little Functional or Cost Significance

These are fixed, in the model.

Variable Parameters in the Spreadsheet Model

The spreadsheet model allows the user to vary six parameters that significantly affect cost:

1. Number of on-site visits (set in the baseline model at an average of 100 per year).

2. Average size of teams for on-site visits (set in the baseline model as four, not including interpreters, see endnote 11, item 19).

3. Average number of days on-siteper visit (set in the baseline model at two days). Several types of non-challenge visits are under consideration at present, including random, clarification, voluntary, and confidence-building visits. The time spent on site, as well as the size of the team, may vary depending on the type of visit.

4. Number of top executive posts (D-1 and higher) (set in the baseline model at six so that all geographical regions can be represented).

5. Beneflis/salary ratio (set in the baseline model at 48%). The average ratio for all staff in similar organizations is in the range 35% (IAEA) to 55% (OPCW).

6. Location of the organization (set in the baseline model as a medium-cost city). The model permits the choice of a low-cost city, a medium-cost city, or a high-cost city. Location in a high-cost city would increase the total budget by about 25% over a low-cost city. Estimates were based on costs in three European cities that host international organizations.

Salaries and Post Adjustments at Various Locations⁹
Totals are given for the Baseline model, adjusted for location

No. of Staff	Net Salary	Salary Level	Total Net Salaries Plus Post Adustment
			Low Cost City	Medium Cost City	High Cost City
1	$ 90,855.00	ASG	$ 114,023	$ 125,562	$ 144,187
1	$ 76,033.00	D-2	$ 95,421	$ 105,078	$ 120,664
4	$ 68,210.00	D-1	$ 342,414	$ 377,065	$ 432,997
19	$ 61,090.00	P-5	$ 1,453,209	$ 1,604,101	$ 1,842,047
37	$ 51,597.00	P4	$ 2,395,907	$ 2,638,361	$ 3,029,724
48	$43,326.00	P-3	$ 2,609,958	$ 2,874,074	$ 3,300,401
17	$ 35,921.00	P-2	$ 766,375	$ 843,928	$ 969,113
0	$ 28,435.00	P-1	$ -	$ -	$-
106		GS	$ 2,961,342	$ 3,420,742	$ 4,549,400
233		TOTAL	$ 10,738,649	$ 11,988,910	$ 14,388,533

Parameters Contingent on Variable Parameters in the Model

Variable Parameter	Baseline	Contingent Parameters
1. Number of on-site	100	Number of staff and operating budget in visits Investigations and Visits Division and Administration Division (see italicized items in Staff and Operating Budget tables). Small changes in some other ite ms are not considered here.
2. Average Size of teams for visits	4	Same
3.Average number of days per visit	2	Same
4. Number of top executives	6	Number of D- I posts. An additional $50,000 travel and three lower-level staff members are included for each top executive when number is greater than six; small increases in other operating expenses are not likely to be significant. For six or fewer top posts, collateral expenses and supporting staff are assumed to be constant.
5. Benefits/salary ratio	48%	Staff costs
6.Location of organization	Medium- cost city	Staff costs (see Post Adjustment table); GSO salaries; building rental, utilities and maintenance. Outsourced services and host country donations may also depend on location but the effects cannot be estimated at present.

The model is designed so that the diskette user can readily change the values of the variable parameters and observe the effects on the total budget, the operating expenses, and the detailed staff levels and costs. Parameters that are functions of the variable parameters will change concomitantly; i.e., changing a variable parameter results in automatic adjustment of other parameters that depend on it. While all other staff and detailed budget estimates are fixed, experienced spreadsheet users can change the values of the fixed estimates, as well (the cells are not protected).

The Baseline Organization
The baseline organization represents our best estimate at this time of the total staff and budget of an appropriate BWC organization. The baseline values used for the variable parameters are given in the table above. The staff and cost data that follow are generated by the model, using these values. Similar data for different organization structures can be generated by changing the values of the variable parameters.

Total Annual Cost

The total annual budget for the baseline organization is $ 29,346,115.

BWC Organization Chart: Baseline Version

Functions of the Branches are given in the endnotes.¹⁰ See the following page for an organizational chart.

Staff of Baseline Organization

Staff allocations are based on consultations with OPCW officials and on the functions of the BWC organization, as described in the endnotes.¹¹

Following the Organizational Chart is a listing of all of the staff in the Baseline organization.

Estimated Staff Numbers

2	Estimated Total Staff
8		Rank
9	Office: Entries in italics are linked to the variable parameters	ASG	D-2	D-1	P-5	P-4	P-3	P-2	GSO	Staff per Office		Staff Cost Per Office
10	Office of the Director General	1		0		2		1	4	8		$447,147
11	Legg Affairs Office				1		2		2	5		$268,844
12	Government Relations Office and Secretariat to the Policy Making Organs				1		3		5	9		$425,717
13	Internal Oversight, Confidentiality and Security Office				1		4		9	14		$614,922
14	Subtotal Director General										$1,756,630
15	Office of the Deputy Director General		1				2		3	6		$321,827
16	Health and Safety Office				1	2	1		4	8		$416,246
17	Subtotal Deputy Director General										$738,073
18	Investigations and Visits Division			1				1	2	4		$208,573
19	Operationas Branch (Inspectors and Staff)				6	24	12		6	48		$3,130,439
20	Training Branch				1			2	3	6		$280,708
21	Procedure Formulation and Review Branch				1		6		4	11		$573,014
22	Supplemental Experts Branch				1	1	1	1	1	$59,877
23	OPCW Liasion & Facility Relations Branch				1		1		1	3		$176,635
24	Technical Support Branch				1	3	3	7	14	$639,310
25	Subtotal Investigations and Visits										15,068,556
26	Declarations, Data Monitoring and Analysis Division			1				1	2	4		$208,573
27	Declarations Processing Follow-up and Assistance Branch				1		4		5	10		$485,593
28	Supplemental Data Monitoring Branch				1			1	2		$103,639
29	Outbreak Monitoring Branch				1				1	2		$116,759
30	Data Analysis Branch				1	4			1	6		$401,987
31	Subtotal Declarations, Data Monitoring and Analysis										$1,316,551
32	Technical Cooperation and Assistance Division			1				1	2	4		$208,573
33	Technological Cooperation Branch				1				1	2		$116,759
34	Assistance Branch				1				1	2		$116,759
35	Subtotal Tech: Cooperation and Assistance										$442,090
36	Administration Division			1				1	2	4		$208,573
37	Human Resourres Branch					1			5	6		$226,501
38	Budget and Finance Branch					1	2		2	5		$255,724
39	Information Services Branch					1	6	2	7	16		$756,177
40	General Services Branch					1		5	14	20		$772,171
41	Language Services Branch						1		12	13		$447,862
42	Subtotal Administration										$2,667,0101
43	Total per Level	1	1	4	19	37	48	17	106
44	Total -Staff									233
45	Total Staff Cost (Excluding Benefits)											$11,988,910
46	Total Staff Cost (Including Benefits)											$17,743,586

Annual Operating Costs for the Baseline Organization

The categories are largely taken from the OPCW budget, and most of the estimates are based on OPCW figures and discussions with OPCW officials, with modifications to fit the BWC organization, as described in the endnotes. ¹² A number of administrative services could be outsourced, but the overall savings would not be great because the proportion of the annual budget apportioned to these activities is small.

Estimated Annual Operating Budget

7	Budget Item	Annual Cost
8
9	DIRECTOR GENERAL
10	Official Travel	$50,000
11	Consultants	$30,000
12	SUBTOTAL DG	$80,000
13
14	OFFICE OF LEGAL AFFAIRS
15	Official Travel	$15,000
16	Consultants	$60,000
17	SUBTOTAL OFFICE OF LEGAL AFFAIRS	$75,000
18
19	OFFICE OF GOVEIMMENT RELATIONS AND SECRETARY TO THE POLICY MAKING GROUPS
20	Official Travel	$50,000
21	Media and Public Information	$45,000
22	Visa related expenses	$15,000
23	Conference Services	$930,000
24	Activity and Travel Costs for Scientific Advisory Board	$200,000
25	SUBTOTAL OFFICE OF GOVERNMENT RELATIONS AND SECRETARY TO THE POLICY MAKING GROUPS	$1,240,000
26
27	OFFICE OF INTERNAL OVERSIGHT CONFIDENTIALITY AND SECURITY
28	Security	$326,250
29	Confidentiality Specialized Equipment	$35,000
30	Computer Equipment for Confidentiality Functions	$ 42,500
36	SUBTOTAL OFFICE OF INTERNAL OVERSIGHT CONFIDENTIALITY AND SECURITY	$ 403,750
37
38	OFFICE OF THE DEPUTY DIRECTOR GENERAL
39	Official Travel	$50,000
40	SUBTOTAL OFFICE OF THE DDG	$50,000
41
42	HEALTH AND SAFETY OFFICE
43	Annual cost of health and safety equipment	$8,000
44	Pharmaceutical supplies	$30,000
45	First aid services	$5,000
46	Professional registration and liability insurance	$4,000
47	Medical Evacuation Insurance	$35,000
48	SUBTOTAL OFFICE OF HEALTH AND SAFETY	$82,000
49
50	INVESTIGATIONS AND VISITS DIVISION
51	Equipment, maintenance, analytical reagents and supplies	$500,000
52	Official Travel (not inspectors)	$60,000
53	Inspector Travel	$920,000
54	Inspector Daily Subsistence Allowance	$500,004
55	Transport costs of equipment	$767,000
56	Consultants	$65,000
57	Interpretation	$300,000
58	Inspector Training	$1,200,000
59	Contractual Services	$125,000
60	General Temporary Assistance	$50,000
61	Costs of Quality Assurance Regime	$45,500
62	Purchase of Reference Standards	$30,000
63	Maintenance and Update of Database	$10,000
64	SUBTOTAL INVESTIGATIONS AND VISITS DIVISION	$4,572,504
65
66	DECLARATIONS, DATA MONITORING AND ANALYSIS DIVISION
68	Support for National Authorities and National Implementation	$485,000
69	SUBTOTAL DECLARATIONS, DATA MONITORING AND ANALYSIS	$485,000
70
71	TECHNOLOGICAL COOPERATION AND ASSISTANCE DIVISION
72	Database and other resource material	$70,000
73	Travel	$50,000
74	Cost of maintaining list of programs related to cooperation in biological field	$5,000
75	Encourage bilateral cooperation agreements	$5,000
77	SUBTOTAL TC&A DIVISION	$130,000
78
79	ADMINISTRATION DIVISI0N
80	Advertising vacancies	$10,000
81	Induction publications for new staff	$2,275
82	Replacement of office automation equipment	$125,000
83	Rental and maintenance of data processing equipment	$230,000
84	Software for Technological and Cooperation Website	$15,000
85	Contractual Services and General Temporary Assistance	$350,000
86	Equipment	$20,000
87	External audit	$37,000
88	Office Furniture and Equipment	$65,000,
89	Communications (Operations and Equipment)	$600,000
90	Building Maintenance and Rental	$1,300,000
91	Rental and Maintenance of Transportation, including fuel and replacement	$125,000
92	Insurance: property and liability	$100,000
93	Supplies and Materials	$425,000
94	Photocopying	$430,000
95	Overtime	$110,000
96	General Temporary Assistance	$200,000.
97	Library and related materials	$340,000
98	SUBTOTAL ADMINISTRATIVE DIVISION (includes common services)	$4,484,275
99
100	TOTAL OPERATING COSTS	11,602,539

Proportion of Budget Consumed By Each Element of Organization

Total Annual Costs for the Baseline Organization

SUMMARY OF ANNUAL SALARY, OPERATING AND OTHER COSTS
Salaries and Benefits	$17,743,586
Executive Offices	$1,930,750
Investigations and Visits Division	$4,572,504
Declarations, Data Monitoring and Analysis Division	$485,000
Technical Cooperation and Assistance Division	$130,000
Administration Division	$4,484,275
TOTAL ANNUAL COST	$29,346,115

SUMMARY OF ANNUAL COSTS BY OFFICE OR DIVISION		% Of Total Budget
Executive Offices	$5,622,909	19.16%
Investigations and Visits Division	$12,073,967	41.14%
Declarations, Data Monitoring and Analysis Division	$2,433,496	8.29%
Technical Cooperation and Assistance Division	$784,294	2.67%
Administration Division	$8,431,450	28.73%
TOTAL ANNUAL COST	$29,346,115	100.00%

Examples of Alternative Organizations

By changing the variable parameters, different activity levels for the organization can be chosen and the effects on the budget can be observed.

Organization Structures with Approximately the Same Cost as the Baseline Model

Parameter	Value	Value
Number of visits	80	50
Average size visiting teams	5	3.5
Number of Top Posts	6	5
On-site days per Visit	3	3
Benefits salary ratio	.50	.45
Location	Low Cost Location	High Cost Location
Total Cost	$28,926,583	$30,063,580

Higher and Lower Cost Organizations

	HIGHER COST	LOWER COST
Variable Parameter	Value	Value
Number of visits	125	50
Average size visiting teams	5	3.5
Number of Top Posts	7	5
On-site days per Visit	3	2
Benefits Salary Ratio	.55	.45
Location	High Cost Location	Low Cost Location
Total Cost	$43,593,682	$22,616,627

Some Observations and Trade-Offs

Number of visits, team size and days on site:

Keeping all other variable parameter values at the baseline level, decreasing the number of visits from 100 to 50 decreases the annual budget by 12%; increasing the average number of days on site by half a day, to 2.5, raises the budget by 5%. Simi larly, changing average team size from 4 to 6 raises the budget by 6%. Costs must be weighed against the likelihood that more and longer visits would provide greater confidence in compliance.

Number of top posts:

Increasing the number of top (D- I and above) posts from 6 to 8 would also require more supporting staff, increasing the total staff cost by 4% and the total budget by 2.8%. Decreasing top posts from 6 to 4 would decrease total staff costs by 2.5% and total budget by 1.5%. Although a smaller number of executives would be adequate, a larger number allows for greater geographical representation.

Benefits/salary ratio:

Changing the benefits/salary ratio from 0.48 to 0.55 increases the total staff costs by 5% and the total budget by 3%. Lowering the ratio to 0.3 5 decreases staff costs by 9% and total budget by 5%. Lower benefit levels might make it more diffic ult to recruit qualified employees.

Location:

The baseline budget would be reduced 9% by moving the location from a medium- to a low-cost city, and increased 14% in a high-cost city. But other factors must be considered, including the availability of diplomatic representation of States Parties to deal with the organization on a regular basis, and the accessibility of rapid global transportation.

Notes and References
^{1The FAS Working Group on BW Verification is indebted to Clarisa Perez-Armendariz, a graduate student at Harvard University, for researching and constructing the spreadsheet model presented here, and to all the internationa
l officials, especially those at the OPCW, who contributed their time and expertise to the research. Marie Isabelle Chevrier, of the University of Texas at Dallas, was the principal author of the report.

^{2This paper utilizes information in the March, 1998 "Rolling Text" of the Protocol (BWC/AD HOC GROUP/ 39 dated 2 February 1998 as amended by BWC/AD HOC GROUP/40 dated 17 March 1998.) Other papers consulted include:
a) G.S. Pearson & M. Dando, An Optimum Organization, Briefing Paper No. 5, Strengthening the Biological Weapons Convention, January 1998.
b) B.H. Rosenberg, A Lean and Mean BWC Organization: Piggybacking on What's Already There, Pugwash Workshop on Strengthening the BWC, December 1995.
c) FAS Working Group on BW Verification, Estimate of International Costs for a BW Compliance Regime, revised October 1994.
d) R. Zilinskas, The Future BWC Transparency Regime: A Costing Analysis, Center for Public Issues in Biotechnology, Univ. of Maryland Biotechnology Institute, 1994.
^{3 The spreadsheet file on the diskette can be easily altered. It is not copy protected nor does it carry a copyright. We strongly urge everyone who uses the spreadsheet to copy the file with a different name and leave the fil
e "FAS BWC Org" intact as the master file, to which you may want to return after making changes in the copy. Comments and questions should be addressed to Dr. Marie Chevrier at chevrier@utdallas.edu.
^{4 Many of the cost estimates used here are based on the OPCW Programme and Budget, 1998, C-11/6, 5 December 1997.
^{5The number of declared facilities is fixed at 2500 in the model. For a detailed explanation of this estimate, see FAS Working Group on BW Verification, Estimate of the Number of Declared Facilities, Working Paper revised Sep
tember 1997.
^{6 The US Lawrence Livermore National Laboratory is developing fully automated, portable, rapid, highly sensitive biodetectors to retrieve and analyze agents by immunoassay and PCR-DNA analysis (personal communication; Trus
t and Verify, July 1998). The Livermore portable PCR, with integrated sample preparation "cartridge," is being commercialized (Cepheid Co.). Results can be obtained in under one hour, by incorporating a fluorophore and using commercially-available aut
omated detection equipment (Idaho Technologies "Light Cycler"). Multiple DNA probes on chips, for specific potential BW agents, are under development at Lawrence Livermore and the DARPA BW Defense Program. The chip technology is being commercialized (G. R
amsay, "DNA Chips: State of the Art," Nature Biotechnology 16, 40, 1998; Quantech, Ltd. PR Newswire (http://nt.excite.com:80/news/rp/980818/mn-quantech-navy)). Chips with gene fragments from bacterial agents that bind ribosomal RNA, which contains
genus and species information but not strain information, are under development (R. Ackerman, "Sensor Development Races B Warfare Threat," Signal p. 34 (Dec. 1997); their use for analysis of industrial production strains would avoid detection of co
nfidential information. Development is nearing completion on a highly sensitive and rapid new portable, miniaturized flow cytometer method for immunoassay, using antibodies covalently bound to chips, labeled with up-converting phosphors that can be excite
d using a compact, near-infrared diode laser with a giant magnetoresonance readout (Ackerman, ibid).; M. Donlan, "Next Generation Technologies to Counter Proliferation," CBIAC Newsletter, Vol, 3, No. 4, Fall 1997). The same detection method
can be used with DNA chips. These techniques are capable of recognizing a single gene. They are expected to be ready in several years (A. Marshall and J. Hodgeson, "DNA Chips: An Array of Possibilities," Nature Biotechnology 16, 27, 1998). O
ther methods under development include miniaturized mass spectroscopy (Marshall and Hodgeson, ibid); see also, FAS Working Paper "Potential for New Approaches to Microorganism Identification, with Annex on Analysis of Inactivated Microbial Samples,
" November 1995.
^{7 For the United Nations Common System of Salaries, Allowances and Benefits, see http://www.un.org/Depts/icsc/sad/sab/index.htm and http://www.un.org/Depts/icsc/cold/pubs/index.htin
^{8 If the staff averaged two or three dependents, total staff costs would increase by $191,770 or $383,540 ($15 10 per additional dependent per staff member above GSO, regardless of location), which is less than 0. 14% of the
total baseline budget.
^{9 Post adjustments shown are those for The Hague (low), Vienna (medium) and Geneva (high-cost city).
^{10 Functions of Offices and Branches

Legal Affairs Office: Includes legal consultation and contracting.
Internal Oversight, Confidentiality and Security Office: Includes security forces and equipment, security communications and equipment for use throughout the organization where needed, and confidential language services for official documents of the ex
ecutive offices.
Government Relations and Secretary to the Policy-Making Groups Office: In addition to government relations, this office provides conference services, including interpretation and translation for meetings. It manages meetings and other activities of the
Conference of States Parties, the Executive Council and the Scientific Advisory Board.
Health and Safety Office: Monitors and assures on-site health and safety.
Investigations and Visits Division
Inspectorate Operations Branch: Conducts on-site investigations and visits and reports on them.
Training Branch: Training of new operations personnel and periodic retraining. Members of other Branches and outside experts may contribute.
Procedures Formulation and Review Branch: Plans and manages investigations and visits, provides guidance, and maintains liaison with inspectors in the field.
Supplemental Experts Branch: Identifies, prepares and mobilizes supplemental experts from outside the organization who may be needed for investigations or visits.
OPCW Liaison and Facilities Relations Branch: Includes facility education regarding preparations for visits and investigations.
Technical Support Branch: Procurement, standardization, maintenance, storage and transport of equipment and reagents for visits and investigations; reference laboratory accreditation and quality control; analytical training; maintenance of analytical d
atabases. Declarations, Data Monitoring and Analysis Division

Declaration Processing, Followup and Assistance Branch: Checks declarations and compiles data; conducts (together with Data Analysis Branch) consultations on questions regarding declarations; and provides assistance to States Parties in compiling d
ata and submitting declarations.
Supplemental Data Monitoring Branch: Monitors data available from sources other than declarations, including surveillance of publications and of legislation, multilateral information sharing, and information from other organizations.
Outbreak Data Monitoring Branch: Monitors disease outbreak data available from outside sources. This Branch could be combined with the one above.
Data Analysis Branch: Analysis of data from all sources, including visits and investigations; consultations on questions that may arise. Technical Cooperation and Assistance Division: Coordination of activities under Articles VI and VII of the P
rotocol, and of personnel exchange or other confidence-building visits not managed by the Investigations and Visits Division. Administration Division: Some administrative services could be outsourced.
Human Resources Branch: Recruitment, supporting staff training, personnel records, benefits, employee assistance.
Budget and Finance Branch: Payroll, disbursements, accounting, budget, Voluntary Fund.
Information Services Branch: Library maintenance and research, information technology, publications.
General Services Branch: Staff medical services, travel, purchasing, receiving, facility and vehicle management, equipment maintenance.
Language Services Branch: Translation, interpretation (except for investigations and visits) in six languages.

^{11 Staff levels:
Item 10: When there are more than six top posts, the number of D- I posts and supporting staff in this row increase.
Item 11: Legal office has three lawyers, about half OPCW because of less on-site activity.
Item 13: This office includes six GSO staff for confidential language services for official documents of the executive offices.
Item 19: Operations staff includes one P-5 to lead each team; other team members are P4, except
interpreters, which are P-3 (i.e., for the baseline case, 6 teams, each with a P-5 leader, 4 P4 members-
allowing for one extra--and a P-3 interpreter). One P-3 and one GSO staff assist each team at headquarters.
Item 20: Members of other Branches, and outside experts, may contribute. One-half GSO is included per team; other staff numbers are fixed.
Item 21: One P-3 and 1/2 GSO per team, plus P-5 Branch head and GSO assistant.
Item 24: Technical Support Branch has one P-5 head, one GSO, plus, for each team, 1/2 P-3, 1/2 P-2, and one GSO.
Item 27: For automated processing of declarations, one GSO per 600 declarations, or about four GSO for 2500 declarations. One P-5 and GSO assistant, and four P-3 for followup and assistance.
Item 37: The Human Resources Branch includes 0.8 GSO per inspection team.
Item 39: Information Services includes one P-3 and 1/3 GSO per inspection team. Number and functions of other Information Services staff are fixed.
^{12 Many Operating Budget categories and figures are based on the OPCW Program and Budget 1998 (pages
are cited). If not otherwise qualified, the figure given is about the same as the OPCW's.
Item 10: slightly higher than OPCW (p. 16). If there are more than six top posts, this figure increases by
$50,000 in travel funds for each additional top post. Otherwise the figure remains at $50,000 and is for the Director General only.
Item 11: OPCW (p. 16).
Item 15: OPCW (p. 22).
Item 16: Double the OPCW allowance (p. 22) because the smaller legal staff of the BWC organization will require more legal consultation and contracting.
Item 20: Somewhat higher than OPCW (p. 43).
Items 21, 22: OPCW (pp. 45, 46).
Item 23: OPCW (p. 24), for Conference of States Parties sessions, Executive Council meetings and other conferences. Includes overtime and temporary assistance, interpretation and translation for meetings.
Item 24: OPCW (p. 117 and p. 53).
Item 28: One-third OPCW (pp. 27 and 94). Includes security guard force, patrol services, alarm services, executive protection, security training materials and services, security communications and computers.
Estimate based on assumption that building and staff will be about one-third the size of OPCW.
Items 29 and 30: Confidentiality equipment for use where needed throughout the organization. Includes
stand-alone working stations and secure printout devices for all network printers. OPCW
(pp. 79, 115,60).
Item 43: OPCW (p. 18).
Item 44: 20% higher than OPCW (p. 18).
Item 45: OPCW (p. 18).
Item 46: 20% less than OPCW (p. 18).
Item 47: Slightly less than OPCW (p. 18).
Item 51: Based on reference 2c plus data compiled more recently by the FAS Working Group.
Item 52: Approximately twice OPCW (pp. 71 and I 18), for travel other than investigations or visits.
Includes consultations to resolve questions about declarations, and participation in conferences.
Items 53 and 54: Average travel ($2300 per person) and DSA costs slightly higher than OPCW (p. 76).
Total costs are functions of the variable parameters.
Item 55: Based on average equipment transport cost per inspection, OPCW (p. 76). Total cost is a function of the number of visits (a variable parameter).
Item 56: OPCW (p. 85).
Item 57: One-third OPCW (p. 76, based on 326 OPCW inspections per year), because the BWC regime
will have fewer visits. This item is for contracting interpreters when language expertise needed for visits is not covered by staff.
Item 58: About one-third OPCW training costs (pp. 74 and 118). Note that OPCW training is probably still partially in the start-up phase, and therefore the cost of training in the OPCW Budget 1998 may be higher than for normal operations. This may be t
rue for both organizations for a number of years. The estimate cannot be based on the number of inspectors, because of economies of scale in training. This item includes initial and advanced/ongoing training and equipment for inspectors and headquarters s
taff in the Investigations and Visits Division.
Items 59, 60, 61, 62, 63: OPCW (pp. 85, 79, 117).
Item 68: OPCW (p. 5 1).
Item 72: Approximately the same as OPCW (p. 5 1), excluding items not applicable to the BWC organization.
Item 73: One-third higher than OPCW (p. 48).
Items 74, 75: OPCW (p. 5 1).
Items 80, 8 1: One-half OPCW (p. 33).
Item 82: Office automation equipment consists principally of office-wide networks and servers rather than per person equipment. Similar to OPCW (pp. 37 and 95 and discussion with officials).
Item 83: A combination of per person and system-wide costs. Based on OPCW (p. 96-7).
Item 84: OPCW (p. 37).
Item 85: Approximately one-half OPCW (p. 37 and discussion with officials) because of smaller size of BWC organization. Includes services for security requirements.
Item 86: OPCW (p. 37).
Item 87: OPCW (p. 83).
Item 88: One-half OPCW (p. 83).
Item 89: Two-thirds OPCW (p. 83).
Item 90: Item 90: Building rental, utilities and maintenance are a function of location, a variable parameter in the model. The estimates are based on the space occupied by OPCW before moving to the new building: a total of 6349 sq. meters office space
, 2105 sq. meters other space, and 100 parking places, in two locations (L. van Meerdervoort 51 and the Aegon Building). This space was sufficient for all necessary OPCW functions except laboratory and large conferences. It is assumed here that large conf
erence facilities, cafeteria and other ancillary facilities will be borrowed from other organizations such as OPCW or the United Nations. It is further assumed that the organization will have only a small laboratory that would be accommodated in the space
estimated below.
Since the number of staff estimated for the BWC organization is approximately half the OPCW staff
(which was about 450, in the two buildings cited), the size of the building needed for the BWC
organization is estimated as 3175, 2105 and 50 parking spaces.
For a low-cost location, the cost estimate is based on data obtained from OPCW for average costs in The Hague: $160/sq. meter for office space, $68 for other space, and $90 per parking space, giving a total of about $600,000 per year.
For a high-cost location, the estimate is based on data for the Palais des Nations in Geneva (see ref. 2c, which has been updated): approximately $500/sq. meter for office space, $200 for other space, and $250 per parking space, giving a total of about
$2,000,000 per year.
For a medium-cost location such as Vienna, the estimate is midway between the other two ($1,300,000).
Item 9 1: Three-fourths of OPCW (pp. 52 and 109).
Item 92: Eighty percent of OPCW (pp. 52 and 109).
Items 93, 94: One-half OPCW (pp. 52 and 109).
Item 95: One-third OPCW (p. 53).
Item 96: One-half OPCW (pp. 53 and 110).
Item 97: OPCW (pp. 53 and 110).}}}}}}}}}}}}