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.
| 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 | |
| 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 items 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).