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Final Methodology
Contents
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Annex A: Sample tabular and graphical outputs from typical LCC exercises
Annex B: Bibliography and references
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Introduction
0.1
Background
In 2006 the European Commission appointed Davis Langdon from the UK to undertake a
project(1) to develop a common European methodology for Life Cycle Costing (LCC) in
construction.
The origins of the project lay in the Commissions Communication The Competitiveness of
the Construction Industry and, more specifically, in the recommendations of the
Sustainable Construction Working Group established to help take forward key elements of
the Competitiveness study. These recommendations proposed that a Task Group (TG4) be
established to prepare a paper on how Life Cycle Costing could be integrated into European
policy making. The Task Groups paper(2) recommended the development of a common
LCC methodology at European level, incorporating the overall sustainability performance
of building and construction.
The project was undertaken in recognition that a common methodology for LCC in
construction is required across Europe in order to:
Improve the competitiveness of the construction industry
Improve the industrys awareness of the influence of environmental goals on LCC
Improve the performance of the supply chain, the value offered to clients, and clients
confidence to invest through a robust and appropriate LCC approach
Improve long-term cost optimisation and forecast certainties
Improve the reliability of project information, predictive methods, risk assessment and
innovation in decision-making for procurement involving the whole supply chain
Generate comparable information without creating national barriers and also considering
the most applicable international developments.
0.2
0.3
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The period of analysis adopted for an LCC exercise may similarly vary. LCC may be
employed to inform decisions throughout the complete life cycle of a constructed asset or
for a selected limited period within it. However, irrespective of how or when LCC is
applied, the core evaluation process as summarised in Figure 1 below remains the same.
(1): Life cycle costing (LCC) as a contribution to sustainable construction: a common methodology No. 30-CE-0043513/00-47.
(2): Task Group 4: Life Cycle Costs in Construction; Version 29 October 2003, Enterprise Publications, European Commission.
Endorsed during 3rd Tripartite Meeting Group (Member States/Industry/Commission) on the Competitiveness of the
Construction Industry.
May 2007
The purpose of the LCC analysis as defined in the first step in Figure 1 will determine the
scope and detail of subsequent steps. To be effective, the process should be undertaken
collaboratively between all key stakeholders in the project.
The LCC process is essentially iterative, both in the context of assessing options for a
decision at a specific point and of repeating the analysis at future points in the life cycle of a
project in the light of increasingly detailed information or changing client requirements.
The methodology does not seek to represent these potential iterations, rather it takes the
user through a series of numbered steps that follow a logical train of thought, as shown on
the flow diagram included as Figure 2 below.
The steps in this methodology are not intended to reflect the actual chronology of a project
to invest in a constructed asset. The accompanying guidance note contains a series of
practical case studies that will assist the user in applying the methodology steps to the time
line of an actual project.
Figure 2 below summarises the methodology steps as a flow diagram. The following 15
sections of this document relate to the individual steps in the methodology and are
numbered accordingly.. Section 0.4 below provides an overview of the outcomes for the
user as a result of taking each step.
A number of steps relating to uncertainty and risk are optional and shown to be taken if
required, because their application depends on early decisions at Step 5, concerning the
extent to LCC analysis will be supported by risk/uncertainty analyses.
The steps generally use a vocabulary appropriate to a project to construct a facility but the
essential principles set out are entirely applicable to any constructed asset.
The methodology assumes that the user comes to it with a project in view for which the
purpose, scale and initial capital cost have been broadly defined.
The approach to the development of the LCC methodology was inspired by the Engineering
Design Process (EDP). This is a structured decision-making process (often iterative), used
in the development of engineering systems, components or processes to meet desired needs.
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Among the fundamental elements of the design process are the establishment of objectives
and criteria, synthesis, analysis, construction, testing, and evaluation. These broadly defined
stages can be further subdivided into a more detailed process, which includes identifying a
need, defining the problem, conducting research, narrowing the research, analysing set
criteria, finding alternative solutions, analysing possible solutions, making a decision,
presenting the product, and communicating and selling the product. EDP is a well known
and established framework used world-wide, therefore applying it to the development of the
methodology ensured that there were no omissions of any activities and that a logical
sequence of steps was maintained.
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0.4
Overview of outcomes
Table 1 below summarises the outcomes that can be expected on completion of each of the
steps in the methodology. Note that Steps 10, 12 and 13 are optional.
Table 1: Summary and overview of Steps
STEP
OUTCOME / ACHIEVEMENT
Understanding of:
Scale of application of the LCC exercise
Stages over which it will be applied
Issues and information likely to be relevant
Specific client reporting requirements
Understanding of:
Relationship between sustainability assessment and LCC
Extent to which the outputs from a sustainability
assessment will form inputs into the LCC process
Extent to which the outputs of the LCC exercise will feed
into a sustainability assessment
Identify options to be
included in the LCC
exercise and cost items
to be considered
Identification of:
All costs relevant to the LCC exercise
Values of each cost
Any on-costs to be applied
Time related data (e.g. service life/maintenance data)
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0.5
Verify values of
financial parameters
and period of analysis
10
11
Perform required
economic evaluation
12
13
14
15
0.6
Definitions
This methodology is intended to be compatible with ISO 15686 Part 5 which is currently at
the DIS ballot stage and is likely to be adopted shortly. Definitions used in this
methodology are therefore as in ISO 15686 Part 5. For ease of use, key definitions are
reproduced below.
Life Cycle Costing
A technique which enables the systematic appraisal of life cycle costs over a period of analysis, as
defined in the agreed scope.
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Residual Value
Value assigned to an asset at the end of the period of analysis.
0.7
This methodology aligns with the ISO 15686 definition of life cycle. However, for the
purposes of consistency, users applying LCC to evaluate the outcomes of an LCA analysis
may wish to align with the broader ISO 14040 definition of life cycle. Further specific
public sector guidance on the appropriate parameters for carrying out an LCC analysis is
provided in the guidance note that accompanies this methodology.
0.8
Companion documents
This methodology is accompanied by a guidance note and a set of case studies of the
common use of LCC in Europe. The guidance note is aimed at public sector clients and
provides an introduction to LCC along with guidance on why it should be used, its benefits,
the information to be gained from it, and its relationship with the EU procurement
framework. The case studies are included as an appendix to the guidance note.
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1.1
10
LCC is a versatile technique capable of being applied for a range of purposes and at
different stages in the project or asset life cycle. The purpose of this step is to clearly
identify the purpose of the proposed LCC analysis and to gain an understanding of how it
can be appropriately and successfully applied and of the outcomes that can be expected.
1.2
1.3
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11
1.4
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12
1.6
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2.1
13
In step 1 the broad purpose and outcomes of the LCC exercise were identified. For the
outcomes to be achieved it is also important to identify the scope of the exercise, including
the stage(s) in the asset life cycle at which it is undertaken, the boundaries of the analysis
and whether there are any specific inclusions or exclusions.
2.2
2.3
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14
2.4.1
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2.4.2
15
Use of LCC in assessing initial strategic project options such as whether to refurbish or
build new.
2.4.3
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16
2.6
2.7
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3.1
17
Assessing sustainability
Practitioners recognise three fundamental and interlinked sets of issues within the
sustainability agenda:
Environmental relating typically to air quality, land use, use of natural resources (raw
materials, energy, water, waste etc), transportation, biodiversity, cultural heritage, etc.
Social relating typically to access, amenity, user comfort and satisfaction, community
health and welfare
Economic relating typically to opportunities for employment, skills development,
local businesses including SMEs,
Some sustainability issues are difficult to measure and to incorporate into a LCC analysis.
However, LCC practitioners widely accept that the environmental impact associated with
constructed assets can be significant and should always be considered. A range of
approaches to assessing environmental impact are available to suit the type of asset, the
aspects of the environment that are of concern and the particular parameters that are of
interest. The following are the most frequently used:
Life Cycle Assessment (LCA) LCA addresses the environmental aspects and potential
environmental impacts (e.g. use of resources and the environmental consequences of
releases) throughout a product's life cycle from raw material acquisition through
production, use, end-of-life treatment, recycling and final disposal
Environmental Impact Assessment (EIA) a process for informing decision-makers
of the local environmental consequences/effects potentially caused by different project
options
Multi-Criteria Analysis (MCA) a process that initially identifies a set of goals or
objectives and then seeks to identify the trade-offs between those objectives for different
options. The 'best' environmental solution is identified by attaching weights (scores) to
the objectives.
While a number of approaches to assessing environmental impact are available to suit
individual requirements, LCA is one of the most versatile and widely recognised in
construction and is referred to in this methodology. It is also the only approach that is the
subject of International Standards (ISO 14040 and ISO 14044).
To be properly comprehensive, an environmental impact assessment of a constructed asset
must extend to the manufacturing process and transport of materials and components.
3.3
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18
treatment, recycling and final disposal of the asset. This compilation of inputs and outputs
is called Life Cycle Inventory (LCI).
The LCI is the basis for a later analysis and potential assessment of the environmental
effects related to the product or process. This aggregation of the many single resources and
emissions is then translated into indicators about the potential impacts on the environment,
health, and use of natural resources. This step is called Life Cycle Impact Assessment
(LCIA). In general, this process involves associating inventory data with specific
environmental impact categories and category indicators. The collection of indicator results
(LCIA results) or the LCIA profile provides information on the environmental issues
associated with the inputs and outputs of the system assessed.
Life Cycle Impact Assessment (LCIA) methods can be grouped into two families: classical
methods determining impact category indicators at an intermediate position of the impact
pathways (e.g. ozone depletion potentials) and damage-oriented methods aiming at more
easily interpretable results in the form of damage indicators at the level of the ultimate
societal concern (e.g. human health damage). Although users may choose to work at either
the midpoint or damage levels, a current tendency in LCIA method development aims at
reconciling these two approaches. Both of them have their merits, and optimal solutions can
be expected if the 'midpoint-oriented methods' and the 'damage-oriented methods' are fitted
into a consistent framework.
Because there is no single accepted method carrying out LCA, the European Commission
has provided a standardisation mandate M/350 to CEN in order to establish a set of specific
LCA rules for assessment of environmental performance of buildings and construction
products. The rules are to be based on the generic ISO standards 14040, 14044 and 14025
for Environmental Product Declarations and they are also in line with the building
construction sector specific standards under development in ISO. As a consequence CEN
has established a technical committee CEN/TC350 Sustainability of Construction Works
to fulfil the work specified in the mandate M/350.
Note: Where the term LCA is used in the following sections it should be taken to
encompass all environmental sustainability assessment methods.
3.4
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19
some environmental factors there is currently no widely agreed methodology for others
and some cannot be quantified at all in cost terms.
As a result LCC and LCA do not necessarily produce a common output. Nevertheless
environmental impact assessment has a key place in overall long term decision-making and
consideration should be given to how to integrate it with the LCC process at the earliest
stages.
3.5
3.6
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4.1
4.2
Period of analysis
The period of analysis is formally defined in ISO15686 Part 5 as follows:
The length of time over which an LCC assessment is analysed. This period of analysis
shall be determined by the client at the outset (e.g. to match the period of ownership) or
on the basis of the entire life cycle of the asset itself.
ISO 15686 Part 5 provides further definitions as follows:
Life Cycle as Consecutive and interlinked periods of time between a selected date and
the disposal of the asset, over which the criteria (e.g., costs) are assessed. This period
may be determined for the analysis (e.g., to match the period of tenancy or ownership)
or cover the entire life cycle. The life cycle period shall be governed by defining the
scope and the specific performance requirements for the particular asset.
Entire Life Cycle as Consecutive and interlinked periods of time between a selected
date and the end of service life of the asset, including the end of life period.
It should be noted that the ISO 15686 definition of life cycle differs from that in the
environmental standard, ISO 14040. The latter adopts a broad cradle to grave definition
of life cycle, whereas the ISO 15686 definition can represent either cradle to grave or a
shorter economic analysis timeframe driven by the specific client or project needs. Users
should confirm with the client which definition is to be adopted for their LCC analysis.
The decision on the appropriate analysis period for a LCC exercise may be driven by a
number of factors relating to the client, the project and/or asset, and the financial, legal and
regulatory framework in which they operate. Key drivers might include:
Design life of the asset
Project duration (for example PPP projects typically last for 20-30 years)
Period of economic interest in the asset (for example lease period)
Financial drivers (for example investment requirements, loan periods)
Projected refurbishment/remodelling periods
Regulatory requirements (for example treasury guidance may stipulate analysis period)
Business planning cycle
Client requirement to adopt the ISO 14040 environmental definition of life cycle
The selected analysis period can have a fundamental impact on the outcome of a LCC
exercise and it is essential that the appropriate consideration is given to it. In particular, the
potential effects of selecting a particularly long or short analysis period should be
understood. Selection of a longer analysis period introduces higher levels of risk into the
analysis, as the long term impacts of issues such as inflation, future need for and use of the
asset, component maintenance and replacement requirements (i.e. service life) and system
obsolescence become more difficult to predict over time. This is not to suggest that users
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21
should not carry out LCC exercises over longer time periods, rather that the increased risks
need to be adequately understood and accounted for.
Users should also be aware of the impact of the chosen discount rate (see below) when
applied over different analysis periods. The longer the analysis period, the greater the
impact that the chosen discount rate will have on future costs. Conversely, the shorter the
analysis period, the less effect discount rates will have on the analysis outcome.
4.3
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4.4
Discounting
4.4.1
22
Discounting is a widely used technique for comparing costs and revenues occurring at
different points in time on a common basis, normally the present time. It is based on the
principle that a sum of money to hand at the present time has a higher value than the same
sum to hand at a future date, because of the earning power of that sum in the interim.
Discounting to present value makes an adjustment to the future costs of an asset that takes
account of inflation and the real earning power of money, allowing them to be compared
and evaluated on the same basis as costs incurred at the present.
The need to discount depends on the use to which the LCC analysis will be put. It is
necessary only where a series of costs over time has to be put onto a common basis for the
purpose of a decision, not where the objective is simply to project annual costs on a year by
year basis. Therefore when carrying out a LCC evaluation of two or more options with
different cost profiles over time it is likely that discounting will need to be applied, whereas
it may not be necessary if the aim is simply to prepare a cost profile for one option alone.
4.4.2
4.4.3
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23
the analysis includes commodities subject to widely differing rates of inflation, for example
energy prices and labour rates, inflation would have to be included (i.e. using a nominal
discount rate).
Because constructed assets typically have long service lives and it is difficult to predict
inflation in the long term, it is generally recommended to carry out LCC analyses on using
real costs and discount rates. It is further often recommended that results should be tested
by applying at least two real discount rates, including one relatively lower rate, and
appraising the difference in outcomes (see Step 13 guidance on sensitivity analysis).
4.4.4
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4.5
24
4.5.1
4.5.2
Payback (PB)
The PB period is the measure of how long it takes to recover initial investment costs and is
a useful basis for evaluating alternative investment options. It may be calculated using
either real (non-discounted) values for future costs, that is Simple PB, or present
(discounted) values, that is Discounted PB. PB in general ignores all costs and savings
after the payback point has been reached and it is possible that an investment with a short
PB is a poorer option than one with a longer payback over the entire period of analysis.
PB is a useful technique for assessing whether additional investment in, for example, lower
energy plant, is worthwhile. It enables users to weigh the additional capital costs against
the time it takes for these costs to be recouped through savings or income during the
operational period. This may be a useful means of judging whether an investment
represents good value for money, although the subjective nature of the value for money
assessment may make it inappropriate for some public sector investment decisions.
4.5.3
4.5.4
4.5.5
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4.5.6
25
4.6
4.7
Taxation issues
Fiscal considerations can be highly significant in LCC analyses, particularly in the private
sector, with tax efficiency a major objective in designing investment portfolios, finance
arrangements and individual projects. Taxation is a complex area, varying between
member states. Accordingly it is important at this step to develop a strategy for managing
fiscal issues, seeking at the earliest stage the specialist professional advice which is
available in this area. Such a strategy should be designed to minimise the tax burden on the
project by identifying appropriate innovative and practical tax and business solutions.
Key considerations in the strategy include:
The tax relief or offsets which may be available against certain costs in the overall CBS,
e.g. typically for repairs and maintenance, which would tend to favour options with
lower initial costs
Similarly the tax penalties which might apply to the use of certain materials or have an
indirect impact, e.g. through higher energy costs.
Tax can also represent an area of risk, for example in:
The probability of environmentally inefficient structures attracting current or future
environmental taxes
The possibility of tax rates changing.
Value added tax (VAT is subject to similar considerations. Both the rate and accounting
methods vary between member states and specialist advice is again likely to be essential.
4.8
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5.1
5.2
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5.3
27
Managing risk/uncertainty
The management of risk is fundamentally a three stage process:
Identifying the risk
Assessing the risk in terms of its likelihood and impact
Taking appropriate action in response, which might variously be to accept, mitigate,
transfer or avoid the risk.
The extent to which the above process is applied and whether it is undertaken for LCC in
isolation or as part of a wider, formalised risk management process is a matter of judgement
for the client in the light of the scope and complexity of the project. This decision should
be taken at this step in the LCC methodology. For a major investment a risk management
plan should be formally established with clear objectives and success criteria, proper
planning and resourcing, and effective management and control.
The risk management plan should be progressively updated as a project moves through its
stages. The overall process is illustrated in figure 3 below.
Figure 3: Risk management cycle.
Periodic
Update
5.4
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28
Drawing out the knowledge and experience of individuals within the team, eg by
brainstorming techniques
Conducting interviews
The Delphi method, gathering information from project participants by email or post
Checklists of variability factors commonly associated with particular tasks.
Assessing variability
Having identified potential causes of variability in the LCC assessment it is then necessary
to assess their potential likelihood and extent, for which a variety of risk assessment tools
and techniques is available. These fall into two broad categories:
Qualitative, employing subjective scoring techniques
Quantitative, using mathematical approaches.
Quantitative techniques fall into two further categories:
Statistical and probabilistic (stochastic) approaches
Deterministic, with numerical computation of risk.
The range of approaches is illustrated in figure 4 below, with those most widely applied to
LCC highlighted.
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29
The choice of an appropriate methodology depends not only on the scope and rigour of the
analysis required but also on the quality and extent of data available. Relevant historical
data might be available in databases, or from organisations involved in the project.
However, there is little reliable historical LCC data held at a national or international level,
accordingly the availability and quality of relevant data should be reviewed before
undertaking a risk assessment exercise.
When undertaking the risk assessment it is important to distinguish between planned costs
(which assume everything goes well) and expected costs (which include an allowance based
on experience for problems such as cost and time over-runs).
Deterministic (numerical
computation of risk)
5.6
Risk matrices
Risk registers
Event trees
SWOT analysis
Brainstorming
Likelihood/consequence assessment
Other
Mean-variance criterion
Decision tree analysis
Monte Carlo simulation
Artificial Intelligence
Fuzzy set theory
Event trees
Confidence modelling
Other
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risk management throughout the project life cycle. The information available in risk
registers can be used to initiate quantitative risk analysis and to support subsequent risk
mitigation.
The typical headings used in compiling a risk register include:
title and description of risk
description of causes
dates when the risk was identified / modified
risk code
ownership of the risk
likelihood of occurrence
potential impact
ranking
mitigation action plan and timescale
residual risk effects.
The level of detail on the risk register is a matter for judgement with reference to the scope
and complexity of the project.
Other qualitative tools which may be applicable include probability matrices and impact
assessment matrices, which can be used by the team to facilitate the related assessments for
entry onto the risk register.
A probability matrix facilitates the essentially subjective process of assessing the likelihood
of a risk event occurring by clarifying the concept of probability. A typical matrix is
illustrated in figure 5 below. The process depends fundamentally on the project team and
key stakeholders contributing to the process knowledge of the project and related
activities within it, experience and historical data will all be relevant.
Figure 5: Probability matrix
An impact assessment matrix similarly facilitates the process of assessing the impact of
each risk, requiring a comparable contribution of knowledge and experience.
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5.7
31
5.7.1
Sensitivity analysis
Sensitivity analysis measures the impact on project outcomes of changing key input values
about which there is uncertainty, typically:
discount rate
future inflation assumptions
period of analysis
service life or maintenance, repair or replacement cycles
operational cost data.
For each variable, three values are typically chosen and applied to the LCC model, namely
the expected value, a lower value and a higher-than-expected value. In comprehensive
sensitivity analyses, the parameters are changed by a careful assessment of the underlying
risks rather than by arbitrary plus/minus percentages.
Sensitivity analysis can be carried out for different combinations of input values and several
parameters can be altered at the same time.
Sensitivity analysis identifies how significant specific input parameters or combinations of
parameters are in determining the LCC outcomes and indicates the range of variability in
the output, allowing decision makers to concentrate on analysis of the most critical
parameters. One scenario might include pessimistic values for a number or all parameters
to indicate the severity of economic exposure in that event. Carrying out sensitivity
analysis can also indicate a potentially inefficient outcome not otherwise apparent.
Sensitivity analysis is useful for identifying critical LCC estimating assumptions, but it has
limited effectiveness in providing a comprehensive sense of overall uncertainty.
5.7.2
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The primary value of the technique is in improving the clients confidence in the results of
LCC analysis. However, the robustness of the outputs is directly related to the robustness
of the probability distributions used in the analysis and the lack of probabilistic LCC data in
the industry (such as distributions of component service lives) acts as a barrier to its wider
application. Where Monte Carlo simulation is used to assess LCC variability it is therefore
essential that the results are interpreted in the context of the data used.
5.8
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6.1
6.2
6.3
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34
6.5
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o
o
o
o
o
o
o
o
o
6.6
35
6.7
6.8
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36
Identifying appropriate and discrete phases in the project and determining the subbudgets to be spent on each
Itemising the sub-budgets, starting from initial global estimates and progressively
detailing costs as information on the project is clarified and confirmed
Reflecting performance / quality requirements
Making appropriate allowance for risk and uncertainties (ie contingency sums,
allowance for inflation), taking into account any analyses undertaken following step 5.
Subsequent control and management of the budget during project implementation is also
important to the LCC analysis, as models may require updating to reflect changes, or
refinement as more detailed capital cost breakdowns become available. Key issues include:
Ensuring the budget is compiled on the basis of an adequate level of design
Implementing a robust control process for managing cost variations (and for updating
LCC models as costs change)
Establishing and observing protocols for regular review of the budget budgetary
control involves setting and monitoring of short-term objectives for different aspects of
the project, for which a formal process is essential
Ensuring effective risk and uncertainty management processes are in place.
Ensuring expenditure is appropriately timed to reflect the work stages.
6.9
6.10
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7.1
38
At Steps 1 and 2 the user identified the broad scope of the LCC analysis, which may have
included identification of potential options that are to be subject to the LCC analysis, or
may have included only a requirement that alternative options are to be identified at a later
stage. The purpose of this step is to ensure the appropriate options for analysis have been
identified and defined in sufficient detail to enable the cost and time based data to be
identified in the next Step.
7.2
7.2.1
By definition, LCC analysis of the above options is most likely to occur during strategic
business case preparation or at the early stages of a project before detailed designs and cost
breakdowns are available. Reliance is therefore likely to be placed on historic or benchmark
data and on high level analysis. As the project proceeds, more detailed LCC models can be
developed and early assumptions tested and refined.
7.2.2
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7.3
39
7.4
7.5
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40
8.1
8.2
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41
It is important to note that in practice the exact definition of costs (and revenues) to be
included in the LCC analysis may differ from that above and will often be determined by
the scope of the exercise (Steps 1 and 2) and the chosen analysis period. Examples include:
Use to assess environmental options alongside an environmental analysis, where there
will be a requirement for all costs from cradle to grave to be included
Use in relation to public procurement, where it may be a requirement to exclude land
costs and/or any incomes from the asset
Use in PPP projects with a contractually defined operational period (typically 25-30
years), where end of life/disposal costs may fall outside of the concession period, and
funding mechanisms may require life cycle costs to be modelled separately from FM
and other operational costs
Use in relation to a leased asset, where some costs are borne by the landlord rather than
the tenant, or where a short lease period precludes certain longer term costs from being
included in the analysis.
As the above examples show, it is essential that the scope of costs to be included in the
LCC analysis is clearly defined and approved by the client prior to commencement of the
analysis.
The users particular attention is drawn to the issue of how the term life cycle works is
defined in a particular project or contractual framework, and its relationship with the
various types of maintenance works (e.g. planned/cyclical, responsive, condition based) and
with FM activities. It is not uncommon for the responsibility for different types of works to
be assigned differently from project to project, which could impact on the scope of the costs
included in the LCC exercise. Again, clear definition of scope and terminology is essential.
8.3
Classifying costs
There is currently no universally accepted international cost breakdown structure for either
capital or life cycle costs. Several national classifications exist and comparisons carried out
by the Comite des Economistes de la Construction (CEEC) indicate that:
All countries use elemental estimating and cost planning systems
The elements used are similar but are grouped and coded in very widely differing cost
classification systems
Some are more detailed than others (eg comparing DIN with Nordic, as in NS3454)
There is no consensus on which approach is best
Price comparisons can be misleading, for example, costs per square metre where floor
areas are measured on a different basis.
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An EU standard classification system that could accommodate data from national systems
would greatly increase the comparability of data and CEEC has issued for consultation a
Code of Measurement for Cost Planning as a platform for reconciling different cost and
data structures. This provides a standard basis for the sub-division of costs and for
measurement of basic quantities of buildings for pan-European budgeting, comparison and
analysis at management level. The structure is organised to permit the use of existing
national classifications at a more detailed level of information.
The CEEC code aims to facilitate comparisons by defining typical areas used and crossreferencing to local definitions. As a result if areas are measured differently, the
differences can be identified, permitting adjustment of square metre prices. Definitions of
quantities have been restricted to twelve basic quantities for site areas, floor areas and
functional units. Elemental quantities are not defined, as local definitions may be more
suitable for analysis of elemental unit rates.
The code provides a framework to consider the total life cycle costs of buildings. It goes
further than traditional practice in some countries and groups costs into four blocks:
construction costs
design and incidental costs
costs in use
land and finance.
This permits project appraisal on a LCC basis and if items are not included in individual
countries this will be clearly apparent and avoid misunderstandings on the overall scope of
the costs. The CEEC structure is compatible with the structure proposed in table 6 above.
8.4
Identifying on-costs
It is common practice for certain additional costs to be applied to the above cost categories
as on-costs, i.e. costs over and above the main cost rates. These may be assessed for each
individual cost, or applied as standard percentages across an entire cost category. Typical
examples include:
Preliminaries (e.g. set-up costs, site overheads, management costs)
Access costs (e.g. scaffolding, access equipment)
Design costs (e.g. architects, engineers)
Strip-out costs (i.e. costs of removal/disposal of components to be replaced)
Management costs (e.g. cost of planning & supervising works)
Out-of-hours premium (i.e. additional costs for accessing a facility outside of normal
working hours)
Commissioning costs (i.e. costs of testing and adjusting plant prior to use)
Users should ensure that any required on-costs are identified and recorded prior to carrying
out the LCC analysis.
8.5
May 2007
43
Those occurring at less frequent, less predictable periods in the future, e.g. component
replacements, refurbishment, disposal costs. Note that these costs may either be one-off
or recurring.
Two key variables need to be defined for future costs, namely the point in time of the first
occurrence and the repeat intervals thereafter, which may be either regular or variable. The
accurate assessment of these time periods is fundamental to the reliability of the LCC
analysis, particularly where future costs are to be discounted to net present value.
The timings of costs which occur at regular, frequent intervals are relatively simple to
predict. Data on the servicing and cyclical maintenance of plant, for example, is likely to
be readily available from manufacturers and suppliers. The timing of less frequent costs
such as component renewals can be more difficult due to the complex factors affecting
service lives in practice. This issue is considered further below.
8.6
D Indoor environment
E Outdoor environment
Agents related to
operation
conditions
F In-use conditions
G Maintenance
Examples
Manufacture, storage, transport, materials, protective
coatings
Incorporation into the building, detailing, system
design, interfaces, degree of shelter provided
Site management, standard of workmanship, climatic
conditions during execution
Aggressiveness of environment, ventilation,
condensation
Location of building, micro and macro environment,
sheltering, pollution levels, weathering factors
Mechanical impact, category of users, wear and tear,
intensity of use
Quality and frequency of inspection and maintenance,
accessibility for maintenance
The prediction of building component services lives is the subject of considerable published
research and guidance and it is not the intention of this methodology to repeat this work.
Users are referred to the various parts of ISO 15686 for more detailed guidance. Other
potential sources of data include manufacturers and suppliers, test certificates, Agrement
Certificates, published research and feedback from buildings in use.
When assessing service lives for use in a LCC exercise it is also important to recognise that
the replacement of components and indeed built assets themselves is often driven not by
durability issues alone, but by other aspects of obsolescence (e.g. economic, technical,
functional) as discussed in Step 3 above.
May 2007
44
The link between the level of planned maintenance carried out and the service life of
components should not be overlooked, as the longevity of some components such as
complex HVAC plant is highly dependent on the correct maintenance being completed at
the manufacturers prescribed intervals.
8.7
Sources of data
As considered in Step 1 above, LCC analyses at the earliest stages of a project typically
draw mainly on generic sources of data, typically historic costs drawn variously from the
clients own records, the records of professional advisors and published national data sets.
As a project proceeds, specifications, time and cost parameters can be defined in greater
detail and with greater reliability, based on data from a number of sources as discussed
above.
Data from these sources will generally be in a variety of formats and will need to be
distilled and grouped into a suitable format for LCC analysis.
The initial capital cost of construction is likely to be a major if not the single most
significant factor in the analysis. In traditional forms of procurement work items are
collated into schedules setting out quantities, descriptions and unit pricing, drawn up by
appropriately qualified professionals. Together with a time commitment, these provide the
basis of a contract for delivery by the selected contractor(s), thereby firmly fixing some of
the key time and cost parameters for the LCC analysis.
8.8
May 2007
45
May 2007
9.1
46
At this step the user reviews and confirms the values of the financial parameters and the
analysis period identified in Step 3, in light of the more detailed project, asset and options
information obtained in Steps 4 to 8.
9.2
9.3
9.3.1
9.3.2
Discount rate
As considered at step 3, a discount rate can be either:
real, that is, with cost data denominated in constant currency, excluding the effects of
inflation on purchasing power, or
nominal, that is, with cost data denominated in actual or current currency, which
reflects actual purchasing power. Market rates are normally nominal rates.
If predicted inflation rates for all the costs in the analysis are approximately equal, it is
common practice to exclude inflation from the LCC analysis by using real discount rates.
Conversely, if the analysis includes items with widely different inflation rates, (e.g. energy
prices and labour rates), then nominal discount rates should be used.
Because the outcome of the LCC analysis is highly sensitive to the discount rate, it may be
appropriate to apply a number of trial rates and to assess the results. Alternatively, this may
be carried out as part of a sensitivity analysis once the LCC exercise has been carried out.
May 2007
47
Long-term costs and savings become much more apparent at a lower discount rate, whereas
a high rate might discriminate against long-term savings and the associated sustainability
benefits if applied blindly. For this reason, use of a low (3% or less) or even a zero rate is
recommended when LCC is used to assess the economic merits of alternative sustainability
options.
9.3.3
Inflation
Appropriate treatment of inflation in LCC analysis requires consideration of a number of
issues, including:
The need to distinguish the effects of inflation from other causes of increased costs
Whether and by how much the rates of inflation applying to the cost items identified at
Step 8 differ between themselves and from general headline rates of inflation
Whether data used to provide present-day costs requires adjustment
The terms of contracts placed to provide goods and services over the life of the facility.
Even if costs are expressed in real or constant terms, the prices of individual items in the
cost breakdown structure (CBS) may rise over time, for example, the cost of maintenance
and repair of a system or component may increase as the item ages and becomes worn or
unreliable. This needs to be taken into account separately, item by item before any
adjustment for inflation is applied.
The data used in building the CBS may derive from documents that are dated prior to the
date of the analysis. In such cases the unit values must be updated to the present by
applying a multiplyer equivalent to the increase in the relevant price indices.
At later stages in the life cycle, the CBS can reflect known costs derived from the contracts
entered into by the client. Contracts for goods and services delivered over time, for
example for maintenance, will normally make provision for inflation in costs which can be
directly reflected in the analysis.
9.4
Taxation issues
Since the options to be considered in the LCC analysis have been selected in Stage 8, it is
appropriate at this stage to consider whether/how taxation issues should be incorporated
into the analysis, for example:
Whether taxation issues should be included or excluded from the LCC analysis
Whether tax relief or offsets apply to any of the selected components, materials or
assemblies
Whether there are tax penalties which might apply to the use of certain materials or have
an indirect impact, e.g. through higher energy costs
The probability of future environmental taxes and their potential effect on the analysis
The likelihood of tax rates changing.
Since taxation is a complex subject, specialist advice should always be sought.
9.5
May 2007
48
May 2007
49
10
10.1
10.2
10.3
10.4
10.5
May 2007
11
11.1
50
In Steps 7 and 8 the options for analysis were identified and the required cost and time
based data were assembled. In Step 9 the financial parameters for the LCC analysis were
confirmed and in Step 10 the risk issues were identified. At this step the user draws
together these inputs and performs the required LCC analysis.
11.2
11.3
May 2007
51
11.5
11.5.1
Payback (PB)
Both simple and discounted PB are primarily useful as screening tools, however if the
discounted PB period is less than the useful life of the asset, the investment will be cost
effective. Choice of discount rate is significant; at low rates discounted PB and simple PB
periods are closely related, at higher rates discounted PB may be significantly longer. PB is
not reliable and should be avoided for ranking multiple options.
11.5.2
11.5.3
11.5.4
May 2007
52
O p = On qn
n =1
M p = M n qn
n =1
R p = Rn qn
n =1
E p = En qn
May 2007
Table 6
Decision required
To proceed or not
with installing energy
saving system
Selection of
alternative heating
systems
Evaluation of
alternative
sustainability options
Budgeting of future
costs for new facility
Budgeting of future
costs for new facility:
PPP provider
To lease or buy
facility
53
Capital costs
Operation cots: energy, utilities,
FM, cleaning etc
Maintenance & planned
replacement costs
End of life/disposal costs
Capital costs
Operation cots: energy, utilities,
FM, cleaning etc
Maintenance & planned
replacement costs
Penalties for loss of
service/utility
Leasing costs, including:
Increase clause
Deposit / refund with interest
Purchase, including:
Loan
Down payment
Resale
Economic evaluation
NS
SIR
LCC NPV
PB
NB/NS from all options
SIR
Risk assessment of
disruption/loss of function costs.
LCC NPV
LCC NPV
Period of analysis
Inflation: lease, property value.
LCC NPV
Annual cash flow
PB
LCC NPV
PB
NB/NS from all options
SIR
May 2007
11.6
54
11.7
11.7.1
11.7.2
11.8
May 2007
12
12.1
55
12.2
12.3
May 2007
56
greater upside risk than alternative A. However, it is important also to quantify the
probability of cost overrun for alternative B.
Figure 7: Risk profile in histogram form
Figure 8 below plots the risk profiles for alternatives A and B in cumulative form, showing a
60 percent probability that project costs for Alternative B will be less than 28 million. (This
means that for the thousands of iterations that were processed using the Monte Carlo software
tool, 60 percent of the calculated values for NPV were less than 28 million.) The variability
for an alternative is inversely proportional to the slope of the cumulative curve, that is, the
steeper the slope, the less is the variability. In the example shown, the slope for alternative B
is flatter than that for Alternative A, and is therefore more variable.
Figure 8: Risk profile in cumulative form
Such analysis provides much more information than a simple deterministic solution.
Additional information may come in the form of simulation results that reveal the underlying
uncertainty associated with each alternative. In interpreting the risk involved with each
alternative, it is important to identify the magnitude of the extremes of the distributions
shown in Figure 7.
Scenario analysis can identify those variables that may cause a project to have significant
cost overrun. Such analysis is easily accomplished using standard risk assessment software,
May 2007
57
which generally uses the following procedure to identify significant inputs for a particular
scenario:
Identify each input variable that affects the selected output
Calculate the median and standard deviation of each input
Create a subset containing only the iterations in which the output achieves the defined
target;
For each input variable identified step 1:
Calculate the median for the subset data
Calculate the difference between the simulation median and the subset median and
compare with the standard deviation of the input data.
If the absolute value of the difference in medians is greater than 0.5 of the standard deviation
of the whole, then the input variable is deemed significant otherwise the input is ignored.
In order to make a decision based on risk analysis results, it is important for the decision
maker to define the level of risk the organisation can tolerate. Decision makers who can
tolerate little risk prefer a small spread in possible results. If the decision makers are risktakers, they will accept a greater spread and possible variation in the outcome distribution.
Most decision makers can reach a consensus decision after weighing the probability for
upside and downside risk. In the example shown, alternative B appears the better alternative
since there is far greater likelihood of cost savings compared with alternative A. Further, the
probability of cost over-run, appears to be quite low compared with alternative A.
12.4
May 2007
13
13.1
58
At this step the project team carries out sensitivity analyses to the extent identified as
required at Step 5 and confirmed at Step 10, in order to assess the outcomes and support
decisions made on the basis of the LCC exercise.
13.2
Variable A
Variable C
Variable B
%Change
in variable
If the probabilities of changes in key variable have been assessed, this can be shown on the
spider diagram as a series contour lines, as illustrated on Figure 10 below, indicating the
likelihood of occurrence of a particular scenario.
The principal shortcoming of sensitivity analysis is that it assumes that other uncertain
variables remain unchanged while the impact of a given variable is assessed. In practice,
more than one uncertainty can occur at any time and scenario analysis may be attempted by
varying several uncertain variables simultaneously. However, studying multiple variables
concurrently substantially increases the effort required and makes interpretation more
difficult. In addition, the analysis will not effectively highlight the more critical variables
when too many variables are taken into account.
May 2007
59
0
P=0.8
%Change
in variable
P=0.5
13.3
May 2007
13.4
60
May 2007
61
14
14.1
14.2
14.3
May 2007
14.4
62
14.5
14.6
14.7
May 2007
63
15
STEP 15: Present final results in required format and prepare a final
report.
15.1
15.2
15.3
May 2007
15.4
64
15.4.1
Executive summary
The executive summary should briefly describe the client organisation and the project,
followed by:
The aims and objectives of the LCC exercise
Key assumptions
Extent of the calculations
Limitations, uncertainties and risks
Brief summary of results and conclusions
15.4.2
15.4.3
Statement of objectives
This should briefly describe the main purposes of the LCC exercise, as developed at Step 1,
together with the implications for the level of detail and accuracy in the process.
15.4.4
15.4.5
Assumptions made
All assumptions that have been made in the exercise should be listed under this heading
together with a brief discussion of their reliability and implications, particularly with
reference to the outcomes of the exercise. Typical assumptions include:
Costs, particularly those of future items
May 2007
15.4.6
65
Time periods for future costs. Predicting the life of materials, components and systems is
a particularly difficult area in LCC forecasting. In theory it can be related the probability
of failure but in reality data is difficult to obtain and rarely complete, leading to the need
for assumptions regarding service life and thus repair and replacement costs.
Inflation, including the use of different rates for different cost categories
Discount rates and the interest rate and inflation assumptions that underpin them
Energy usage levels
Future maintenance standards and frequencies (which underpin component service life
predictions)
Future usage of the facility
Which costs and items are included/excluded from the exercise.
15.4.7
15.4.8
15.4.9
May 2007
66
level of analysis carried out. As with the main report, it is likely to be presented primarily in
tabular form supported by appropriate graphics.
15.4.11 Presentation of the conclusions
The core of the conclusions will address the initial objectives and will reflect the background
and skills of the analyst carrying out the assessment, typically a cost consultant or other
relevant construction expert. However, the client may require more detailed discussion and
conclusions focused on specific aspects, to be commissioned from other experts such as
environmental engineers or financial analysts.
15.5
15.6
15.7
May 2007
67
Annex A: Sample tabular and graphical outputs from typical LCC exercises
Figure 11: Sample project data table
PROJECT DATA
PROGRAMME
Contract Signature:
Construction Start:
Construction Completion:
In Service Date:
01-Mar-07
30-Mar-07
01-Apr-09
30-Apr-09
Phased (Yes/No)?
Appraisal period:
No
60 yrs
PHYSICAL
Location
Building use
Land Area:
Building GIFA:
Hard Landscaping
Number of Buildings
Number of Floors
Type of Frame
Type of Roof
Ventilation strategy
Outer London
Healthcare
(ha)
2
(m )
2
(m )
3
30,000
10,000
1
4
(max)
Steel
Polymer membrane
Central aircon plant
FINANCIAL
Original Base Date Davis Langdon TPI
Model Base Date Davis Langdon TPI
Inflation Rate (RPI)
Discount Rate (state real/nominal)
435 Q2 2004
435 Q2 2004
3.50% real
BENCHMARKING DATA
Average Annual Spend on Asset Replacement
as percentage of Capex
0.11%
Average Annual Spend on Asset Replacement
per metre squared
1.03 /m
May 2007
68
Capital Cost
1
2
N/A
at 3.5% real pa
20,000,000
20,000,000
3,362,700
3,249,000
2,362,700
2,205,600
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
2,362,700
2,362,700
3,062,700
2,362,700
3,112,700
3,112,700
2,362,700
4,062,700
1,362,700
1,362,700
1,362,700
2,112,700
2,812,700
1,362,700
1,362,700
1,362,700
1,362,700
3,062,700
2,112,700
2,112,700
1,362,700
1,362,700
2,062,700
1,362,700
1,362,700
2,112,700
2,131,000
2,059,000
2,578,700
1,922,100
2,446,600
2,363,800
1,733,600
2,880,100
933,400
901,800
871,300
1,305,200
1,678,900
785,900
759,300
733,600
708,800
1,539,200
1,025,900
991,200
617,700
596,800
872,800
557,100
538,300
806,300
29
30
31
32
2,112,700
3,062,700
1,362,700
1,362,700
779,100
1,091,200
469,100
453,200
1,362,700
1,362,700
2,812,700
2,112,700
1,362,700
1,362,700
1,362,700
3,062,700
102,608,000
437,900
423,100
843,700
612,300
381,600
368,700
356,200
773,600
66,782,700
33
34
35
36
37
38
39
40
Continued
May 2007
69
60
Start year
years
435
435
Q2 2004
Location factor
1.00
Inflation rate
0%
no adjustment
Figure 14: Sample tabulation of total cost profile (years 0-5, 56-60)
TOTAL COST PROFILE
at today's price level
residual value
Net cost/income
Capital Costs Included
143,282,000
6,679,712
136,602,288
56
2,244,700
2,244,700
2,944,700
26,734,100
28,978,800
31,923,500
0.902
0.871
0.842
2,024,591
1,956,126
2,479,358
26,288,835
28,244,961
30,724,319
57
58
59
60
at year
60
2,687,466
2,112,700
2,112,700
1,362,700
1,362,700
312,700
131,261,200
133,373,900
134,736,600
136,099,300
136,412,000
0.146
0.141
0.136
0.131
0.127
0.127
307,736
297,329
185,293
179,027
39,692
341,132
72,234,120
72,531,450
72,716,743
72,895,771
72,935,463
May 2007
70
Unit
Unit Rate
First Year
Last
Year
Per Cycle
Spend
Total Over
60 Years
Year
0
A. CAPITAL COSTS
Land Acquisition incl. Stamp duties and agents fees
2 ha
500,000
1,000,000
1,000,000
1,000,000
1 item
400,000
400,000
400,000
400,000
1,800
12,600,000
12,600,000
12,600,000
1,950,000
1,950,000
1,950,000
1,950,000
7,000 m
1 item
FF&E
1 item
900,000
900,000
900,000
900,000
VAT
1 item
2,950,000
2,950,000
2,950,000
2,950,000
1 item
200,000
200,000
200,000
200,000
1 item
1,000,000
1,000,000
10,000,000
1,000,000
1,000,000
1,000,000
1 item
200,000
200,000
12,000,000
200,000
200,000
200,000
B. FINANCING COSTS
10
C. OPERATING COSTS
Utilities
- Water (including drainage)
- Electricity
- Gas
- Telecommunications
7,000
7,000
7,000
7,000
m
m
m
m
3
6
4
3
1
1
1
1
1
1
1
1
17,500
44,100
26,600
17,500
1,050,000
2,646,000
1,596,000
1,050,000
17,500
44,100
26,600
17,500
17,500
44,100
26,600
17,500
17,500
44,100
26,600
17,500
Cleaning
7,000 m
22
154,000
9,240,000
154,000
154,000
154,000
Business Rates
1 item
53,000
53,000
3,180,000
53,000
53,000
53,000
Insurances
1 item
200,000
200,000
12,000,000
200,000
200,000
200,000
1 item
280,000
280,000
16,800,000
280,000
280,000
280,000
18
126,000
7,560,000
126,000
126,000
126,000
D. MAINTENANCE
Annual/Intermittent Maintenance
7,000 m
May 2007
71
Component
Description
Start
Year
Cost Rate % of
Work
Cost per
occurrence
.
5F - SPACE
HEATING & AIR
TREATMENT
5F - SPACE
HEATING & AIR
TREATMENT
5F - SPACE
HEATING & AIR
TREATMENT
5F - SPACE
HEATING & AIR
TREATMENT
5F - SPACE
HEATING & AIR
TREATMENT
5F - SPACE
HEATING & AIR
TREATMENT
5F - SPACE
HEATING & AIR
TREATMENT
5G - VENTILATING
SYSTEMS
5H - ELECTRICAL
INSTALLATIONS
5H - ELECTRICAL
INSTALLATIONS
5H - ELECTRICAL
INSTALLATIONS
5H - ELECTRICAL
INSTALLATIONS
Work
Ductwork
.
Diffusers, grilles, registers
.
Replace active
components
16
99
1 lot
267,650
8%
21,412
Ductwork
Part renew
26
99
1 lot
267,650
5%
13,382
Ductwork
Renew
40
40
1 lot
267,650
100%
267,650
VAV units
VAV units
Part renew
26
99
1 lot
467,915
5%
23,396
VAV units
VAV units
Renew
40
40
1 lot
467,915
100%
467,915
Fans
1 lot
200,222
7%
14,016
Fans
Replace motors,
major fan
components
Renew
35
35
1 lot
200,222
100%
200,222
LV containment
LV accessories
Switchgear LV
Included in space
heating above
Replace control
gear
Replace
1 lot
530,067
1%
5,301
40
40
1 lot
530,067
100%
530,067
Renew complete
40
40
1 lot
3,818,325
100%
3,818,325
Renew complete
40
40
1 lot
207,885
100%
207,885
May 2007
72
25,000,000
Cost Profile
20,000,000
15,000,000
10,000,000
5,000,000
0
0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60
Year
(Discounted at 0% pa (real))
25,000,000
Cost Profile
20,000,000
15,000,000
10,000,000
5,000,000
0
0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60
Year
May 2007
73
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
0
10
20
30
40
50
60
70
Year
Discount rate
1,400
Savings
1,200
Cumulative Cost
LCC ()
1,000
Payback period
800
Option 1 Cumulative
Option 2 Cumulative
600
Extra
Initial
Capital
Cost
400
200
0
0
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Life cycle (years)
May 2007
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May 2007
75
May 2007
76
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http://ec.europa.eu/enterprise/construction/alo/emat/ematfin.htm.
May 2007