Some Observations and Trade-Offs
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%. Similarly, 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.
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.
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 difficult to recruit qualified employees.
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.