Cost Benefit Analysis: Example Project

(Note: Fill out YELLOW fields.)

Period of Analysis = 9 years
Do Nothing Alt 1: Alt 2: Alt 3: Total Cost of Ownership (TCO)
Project Cost n/a $ 2,560,000 $ 1,666,000 $ 1,200,000
Total O&M Cost $ 8,100,000 $ 3,900,000 $ 5,250,000 $ 6,228,000 $9,000,000
TCO: Project + O&M $ 8,100,000 $ 6,460,000 $ 6,916,000 $ 7,428,000
Cumulative benefits n/a $ 4,900,000 $ 4,050,000 $ 2,672,000
Cumulative NET benefits n/a $ 2,340,000 $ 2,384,000 $ 1,472,000 $8,000,000
ROI: (bene-cost)/cost 0% 91% 143% 123%
Breakeven Year: n/a 2029 2029 2028

$7,000,000

Net Benefits and Return on Investment (ROI)

$3,000,000 160% $6,000,000

140%
$2,500,000 $5,000,000

120%

$2,000,000 $4,000,000
100%

$1,500,000 80% $3,000,000

60%
$1,000,000 $2,000,000

40%

$500,000 $1,000,000
20%

$- 0% $-
Do Nothing Alt 1: Alt 2: Alt 3: Do Nothing Alt 1: Alt 2: Alt 3:

Cumulative NET benefits ROI: (bene-cost)/cost Project Cost Total O&M Cost
 FY FY FY FY FY FY FY FY FY FY
Do Nothing 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
TOTAL
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Operation &
Total O&M Costs $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 8,100,000
Maintenance
O&M Costs: Cumulative $ 900,000 $ 1,800,000 $ 2,700,000 $ 3,600,000 $ 4,500,000 $ 5,400,000 $ 6,300,000 $ 7,200,000 $ 8,100,000 $ 8,100,000 $ 8,100,000

Total Cost of TCO: Proj. + O&M Costs:

Ownership (TCO) Cumulative $ 900,000 $ 1,800,000 $ 2,700,000 $ 3,600,000 $ 4,500,000 $ 5,400,000 $ 6,300,000 $ 7,200,000 $ 8,100,000 $ 8,100,000 $ 8,100,000
 FY FY FY FY FY FY FY FY FY FY
Alt 1: 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
TOTAL

Internal Staff Labor $ 250,000 $ 250,000 $ 500,000

Services $ 750,000 $ 750,000 $ 1,500,000
Software Tools $ 150,000 $ 150,000 $ 300,000
Hardware $ 75,000 $ 75,000 $ 150,000
Maintenance $ -
Project Costs: One- Facilities $ -
time costs to Telecommunications $ -
implement the new Training $ -
product or service. IV&V $ 15,000 $ 15,000 $ 30,000
Contingency (Risk) $ 40,000 $ 40,000 $ 80,000
Pre-Project Init. Costs $ -
Other Costs $ -
Annual Project Cost $ 1,280,000 $ 1,280,000 $ - $ - $ - $ - $ - $ - $ - $ -
Proj. Cost: Cumulative $ 1,280,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000 $ 2,560,000
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Operation &
Total O&M Costs $ 900,000 $ 900,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 3,900,000
Maintenance (six yrs.
After implementation) Annual O & M Cost $ 900,000 $ 900,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ -
O&M Costs: Cumulative $ 900,000 $ 1,800,000 $ 2,100,000 $ 2,400,000 $ 2,700,000 $ 3,000,000 $ 3,300,000 $ 3,600,000 $ 3,900,000 $ 3,900,000 $ 3,900,000

Total Cost of TCO: Proj. + O&M Costs:

Ownership (TCO) Cumulative $ 2,180,000 $ 4,360,000 $ 4,660,000 $ 4,960,000 $ 5,260,000 $ 5,560,000 $ 5,860,000 $ 6,160,000 $ 6,460,000 $ 6,460,000 $ 6,460,000

Cost Savings, Cost Avoidance, Increased Revenue & Other financial Benefits to the Organization:
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Cost Savings (Note 1) $ - $ - $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ - $ 4,200,000
Cost Avoidance (Note 2) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
More Revenue (Note 3) $ - $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 700,000
Benefit 4. (Note 4) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
SubTotal:Annual Benefits $ - $ - $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ -
Benefits
Cumulative Benefits $ - $ - $ 700,000 $ 1,400,000 $ 2,100,000 $ 2,800,000 $ 3,500,000 $ 4,200,000 $ 4,900,000 $ 4,900,000 $ 4,900,000
Note 1. Cost Savings: Calculated value: O&M savings compared to "Do Nothing" alternative ("Do Nothing" row 4 - row 19)
Note 2. Cost Avoidance: If we select this Alternative, we will NOT have to purchase ____x____ under the "Do Nothing" scenario.
Note 3. Increased Revenues: If we select this alternative, our organization will collect additional revenues.
Note 4. Other cost savings; explain.

Cumulative ROI ROI=(ben-cost)/cost -100% -100% -73% -45% -18% 9% 37% 64% 91% 91% 91%
Note: The Breakeven year is where the ROI changes from a negative % to a positive %. Input the breakeven year on the Summary tab, C25.

Notes:
 FY FY FY FY FY FY FY FY FY FY
Alt 2: 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
TOTAL
Internal Staff Labor $ 60,000 $ 60,000 $ 120,000
Services $ 333,000 $ 333,000 $ 666,000
Software Tools $ 250,000 $ 250,000 $ 500,000
Hardware $ -
Maintenance $ -
Project Costs: One- Facilities $ -
time costs to Telecommunications $ -
implement the new Training $ -
product or service. IV&V $ 30,000 $ 30,000 $ 60,000
Contingency (Risk) $ 160,000 $ 160,000 $ 320,000
Pre-Project Init. Costs $ -
Other Costs $ -
Annual Project Cost $ - $ 833,000 $ 833,000 $ - $ - $ - $ - $ - $ - $ -
Proj. Cost: Cumulative $ - $ 833,000 $ 1,666,000 $ 1,666,000 $ 1,666,000 $ 1,666,000 $ 1,666,000 $ 1,666,000 $ 1,666,000 $ 1,666,000 $ 1,666,000
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Operation & Total O&M Costs $ 900,000 $ 900,000 $ 900,000 $ 425,000 $ 425,000 $ 425,000 $ 425,000 $ 425,000 $ 425,000 $ 5,250,000
Maintenance (six yrs.
After implementation) Annual O & M Cost $ 900,000 $ 900,000 $ 900,000 $ 425,000 $ 425,000 $ 425,000 $ 425,000 $ 425,000 $ 425,000 $ -
O&M Costs: Cumulative $ 900,000 $ 1,800,000 $ 2,700,000 $ 3,125,000 $ 3,550,000 $ 3,975,000 $ 4,400,000 $ 4,825,000 $ 5,250,000 $ 5,250,000 $ 5,250,000

Total Cost of TCO: Proj. + O&M Costs:

Ownership (TCO) Cumulative $ 900,000 $ 2,633,000 $ 4,366,000 $ 4,791,000 $ 5,216,000 $ 5,641,000 $ 6,066,000 $ 6,491,000 $ 6,916,000 $ 6,916,000 $ 6,916,000

Cost Savings, Cost Avoidance, Increased Revenue & Other financial Benefits to the Organization:
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Cost Savings (Note 1) $ - $ - $ - $ 475,000 $ 475,000 $ 475,000 $ 475,000 $ 475,000 $ 475,000 $ - $ 2,850,000
Cost Avoidance (Note 2) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
More Revenue (Note 3) $ - $ - $ - $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - $ 1,200,000
Benefit 4. (Note 4) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
SubTotal:Annual Benefits $ - $ - $ - $ 675,000 $ 675,000 $ 675,000 $ 675,000 $ 675,000 $ 675,000 $ -
Benefits
Cumulative Benefits $ - $ - $ - $ 675,000 $ 1,350,000 $ 2,025,000 $ 2,700,000 $ 3,375,000 $ 4,050,000 $ 4,050,000 $ 4,050,000
Note 1. Cost Savings: Calculated value: O&M savings compared to "Do Nothing" alternative ("Do Nothing" row 4 - row 19)
Note 2. Cost Avoidance: If we select this Alternative, we will NOT have to purchase ____x____ under the "Do Nothing" scenario.
Note 3. Increased Revenues: If we select this alternative, our organization will collect additional revenues.
Note 4. Other cost savings, cost avoidance or increased revenues.

Cumulative ROI ROI=(ben-cost)/cost -100% -100% -100% -59% -19% 22% 62% 103% 143% 143% 143%
Note: The Breakeven year is where the ROI changes from a negative % to a positive %. Input the breakeven year on the Summary tab, D25.

Notes:
 FY FY FY FY FY FY FY FY FY FY
Alt 3: 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
TOTAL
Internal Staff Labor $ 60,000 $ 60,000
Services $ 1,000,000 $ 1,000,000
Software Tools $ -
Hardware $ -
Maintenance $ -
Project Costs: One- Facilities $ -
time costs to Telecommunications $ -
implement the new Training $ -
product or service. IV&V $ -
Contingency (Risk) $ 140,000 $ 140,000
Pre-Project Init. Costs $ -
Other Costs $ -
Annual Project Cost $ 1,200,000 $ - $ - $ - $ - $ - $ - $ - $ - $ -
Proj. Cost: Cumulative $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Operation & Total O&M Costs $ 900,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 6,228,000
Maintenance (six yrs.
After implementation) Annual O & M Cost $ 900,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ 666,000 $ -
O&M Costs: Cumulative $ 900,000 $ 1,566,000 $ 2,232,000 $ 2,898,000 $ 3,564,000 $ 4,230,000 $ 4,896,000 $ 5,562,000 $ 6,228,000 $ 6,228,000 $ 6,228,000

Total Cost of TCO: Proj. + O&M Costs:

Ownership (TCO) Cumulative $ 2,100,000 $ 2,766,000 $ 3,432,000 $ 4,098,000 $ 4,764,000 $ 5,430,000 $ 6,096,000 $ 6,762,000 $ 7,428,000 $ 7,428,000 $ 7,428,000

Cost Savings, Cost Avoidance, Increased Revenue & Other financial Benefits to the Organization:
Fiscal Year (FY) 1 2 3 4 5 6 7 8 9 10
Cost Savings (Note 1) $ - $ 234,000 $ 234,000 $ 234,000 $ 234,000 $ 234,000 $ 234,000 $ 234,000 $ 234,000 $ - $ 1,872,000
Cost Avoidance (Note 2) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
More Revenue (Note 3) $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 800,000
Benefit 4. (Note 4) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
SubTotal:Annual Benefits $ - $ 334,000 $ 334,000 $ 334,000 $ 334,000 $ 334,000 $ 334,000 $ 334,000 $ 334,000 $ -
Benefits
Cumulative Benefits $ - $ 334,000 $ 668,000 $ 1,002,000 $ 1,336,000 $ 1,670,000 $ 2,004,000 $ 2,338,000 $ 2,672,000 $ 2,672,000 $ 2,672,000
Note 1. Cost Savings: Calculated value: O&M savings compared to "Do Nothing" alternative ("Do Nothing" row 4 - row 19)
Note 2. Cost Avoidance: If we select this Alternative, we will NOT have to purchase ____x____ under the "Do Nothing" scenario.
Note 3. Increased Revenues: If we select this alternative, our organization will collect additional revenues.
Note 4. Other cost savings, cost avoidance or increased revenues.

Cumulative ROI ROI=(ben-cost)/cost -100% -72% -44% -17% 11% 39% 67% 95% 123% 123% 123%
Note: The Breakeven year is where the ROI changes from a negative % to a positive %. Input the breakeven year on the Summary tab, E25.

Notes:
Cost Benefit Analysis (CBA)

The Cost Benefit Analysis (CBA) is a financial comparison between alternatives, which may help decision-makers with choosing the preferred alternatives.

This CBA spreadsheet is designed to make it easy and simple to compare alternative solutions against each other, and against the existing solution, which is called “Do
Nothing”. Alternative 1, 2, and 3 correspond to the alternatives listed in the Business Case and Alternatives Analysis (BCAA) form in the Commonwealth Technology
Portfolio (CTP).

The CBA Toolkit is an Excel Workbook containing five worksheets/tabs and two additional tabs:
Summary
Do Nothing
Alternative (Alt) 1.
Alt 2.
Alt 3.
Instructions (read first)
Example scenario

Each worksheet contains numerous locked cells. Those cells where data input is required are BOLD YELLOW. Cells with other colors or gray indicate those cells that are
locked and cannot be edited.
Data entered into the following four worksheets (Do Nothing, Alt 1., Alt 2., Alt 3.) are used for calculations which are displayed in the first worksheet, Summary.

Instructions for Completing CBA Calculations:

Go to the spreadsheet tab Summary:

Cell C1: Enter the name of the Project
Cell D3: Enter in the period of analysis
Note: The Project Management Standard requires six years of O&M analysis once the new product/system is implemented.
Note: Since it might require 1, 2, 3 years or more to implement the new product/system, the six year O&M analysis begins upon product implementation.
To make it an equivalent analysis, each Alternative, as well as “Do Nothing”, should be analyzed across the same period. The Period of Analysis should cover the
maximum time required to implement Alt. 1, 2, or 3, plus six years of O&M.
For example, if it took one year to conduct a competitive RFP, and two years to implement the new system, the period of analysis is nine years (1 + 2 + 6 = 9).
Cell B4: This is the Current System/Solution, or “Do Nothing” (The name will be automatically copied to the “Do Nothing” tab, Cell B1.)
Cell C4: Alt 1. Enter in very brief name of Alternative 1. (The name will be automatically copied to the Alt.1 tab, Cell B1.)
Cell D4: Alt 2. Enter in very brief name of Alternative 2. (The name will be automatically copied to the Alt.2 tab, Cell B1.)
Cell E4: Alt 3. Enter in very brief name of Alternative 3, if needed. (The name will be automatically copied to the Alt.3 tab, Cell B1.)
Cells C25, D25, E25: When you have completed populating estimated costs (both project costs and O&M costs) for Alt.1, 2, and 3, enter in the Breakeven year for each
alternative; this is determined by what year the ROI changes from negative to positive. (See the Note on row 38 of each Alternative tab.)

Go to the spreadsheet tab Do Nothing:

This tab represents (1) the current cost of owning and operating the current, legacy system, and…
….(2) the estimated cost of continuing to use the current, legacy system for the period of time it takes to implement Alternative 1, 2 or 3, plus six years.
Cell C2: Enter in the first year (fiscal year (FY)) of analysis; the subsequent years will automatically populate, and all three Alternative tabs automatically populate, too.
Row 4: Enter in the Operation and Maintenance (O&M) Cost estimates for all of the years of analysis.
Note that the cumulative (row 5) and total (column M) O&M costs are calculated.

For Alternatives 1, 2 and 3 (tab Alt 1., Alt 2., Alt 3.)
Each Alt tab represents an alternative solution to the business problem presented in the BCAA.
Rows 3-14: Project Costs: Enter the one-time costs to implement the new product or service.
These figures are estimates; additional justification/explanation can be entered into BCAA.
Note: The cost categories match the names of the cost categories in the CTP Financial Planning Detail.
Row 18: O&M Costs: As follows:
These are full-cost estimates; (not the difference compared with today;) additional justification/explanation can be entered into BCAA.
For purposes of the CBA evaluation, O&M costs include the cost of hiring / contracting additional resources to support the solution.
For an apples-to-apples comparison, you must include the legacy (Do Nothing) O&M cost for the years BEFORE the new Alternative is implemented.
Note that the annual, (row 19) cumulative (row 20) and total (column M) O&M costs are calculated.
Note that the cumulative (row 22) and total (column M) Total Cost of Ownership (TCO) (project + O&M costs) are calculated.
Benefits:
Row 26: Cost Savings (calculated field): Year-by-year O&M savings compared to "Do Nothing" alternative (Cost Savings Formula: "Do Nothing" row 4 minus "Alt. 1 (,2,3)"
row 19)
Row 27: Cost Avoidance: If we select this alternative, we will AVOID certain costs associated with the “Do Nothing” scenario.
Row 28: Increased Revenues: If we select this alternative, our organization will collect additional revenues, compared to "Do Nothing".
Row 29: Other cost savings, cost avoidance or increased revenues. Explain the savings and the calculations.
Row 37: Note the cumulative Return on Investment (ROI) is calculated. ROI = (benefit - project cost)/project cost
Note that the breakeven year can be determined where the ROI changes from a negative % to a positive %. (To simplify this, select the first year where (if) the ROI is a
positive percentage.) Input the breakeven year on the Summary tab, row 25.

Note: If, for some reason, you need to unlock certain cells, please contact your PMD Consultant. Note that if a PM unlocks the sheet, then it could really damage the
formulas and linkages across all of the sheets. The password to unlock cells is: CBA.
 Below are some key facts and figures with which you should determine the preferred solution, based solely on economic
financially. The best financial alternative might not be the one we eventually choose.

So here we go:

Here at XYZ Agency, we have been performing the Citizen Enrollment using a paper-based, manually-intensive process for
and develop and implement a new system to automate 90% of the Citizen Enrollment function.
We have been evaluating three different solutions, all of which appear to satisfy the functional requirements. Each soluti
significant money to operate the product and maintain it year after year. So I would like to see some sort of financial com
just to keep on doing what we’ve been doing and not invest millions of dollars in an IT project at this time.

As a baseline, our finance department tells me that the current way we do the Citizen Enrollment function costs our agen
basically the entire cost to perform this function. For this comparison, we do not see that cost increasing for the next ten

FY FY FY FY FY
Do Nothing 2024 2025 2026 2027 2028
Fiscal Year (FY) 1 2 3 4 5
Total O&M Costs $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000
O&M Costs: Cumulative $ 900,000 $ 1,800,000 $ 2,700,000 $ 3,600,000 $ 4,500,000

Alternative 1: Our IT Department has put together a proposed solution that we would build In House; they say that it will
cost $300,000 per year to operate and maintain.
With this alternative, we figure that we can collect an extra $100,000 of revenues per year compared to today.

FY FY FY
Alt 1: 2024 2025 2026
Internal Staff Labor $ 250,000 $ 250,000
Services $ 750,000 $ 750,000
Software Tools $ 150,000 $ 150,000
Hardware $ 75,000 $ 75,000
Maintenance
Facilities
Telecommunications
Training
IV&V $ 15,000 $ 15,000
Contingency (Risk) $ 40,000 $ 40,000
Pre-Project Init. Costs
Other Costs

Alternative 2: is a scenario where we conduct a competitive RFP which results in a two-year project, and altogether it cost
Year after year, the O&M costs $425,000.
Note that we have done a little market research, and we believe that a two-year project is definitely do-able, but it won't
wouldn’t be able to begin the project until FY2025.
The new system will not roll out until FY27. With this alternative, we can collect an extra $200,000 of revenues per year c

FY FY FY
Alt 2: 2024 2025 2026
Internal Staff Labor $ 60,000 $ 60,000
Services $ 333,000 $ 333,000
Software Tools $ 250,000 $ 250,000
Hardware
Maintenance
Facilities
Telecommunications
Training
IV&V $ 30,000 $ 30,000
Contingency (Risk) $ 160,000 $ 160,000
Pre-Project Init. Costs
Other Costs

Alternative 3: Another department in our agency is already using the vendor’s solution, and there would be no need to pu
It is just a one-year project, and it costs $1,200,000.
This alternative incurs year after year O&M costs of $666,000. With this alternative, we figure that we can collect an extra

FY FY FY
Alt 3: 2024 2025 2026
Internal Staff Labor $ 60,000
Services $ 1,000,000
Software Tools
Hardware
Maintenance
Facilities
Telecommunications
Training
IV&V
Contingency (Risk) $ 140,000
Pre-Project Init. Costs
Other Costs

Notice that we have to be careful to make this an apples-to-apples comparison, which includes at least six years of O&M (
Two of the alternative projects require a two-year project; one of the alternatives requires a one-year project (after condu
Therefore, we have to make the time period of analysis equal for all of the possibilities. That means we are looking at a 9-
Notice that we have to be careful to make this an apples-to-apples comparison, which includes at least six years of O&M (
Two of the alternative projects require a two-year project; one of the alternatives requires a one-year project (after condu
Therefore, we have to make the time period of analysis equal for all of the possibilities. That means we are looking at a 9-
 based solely on economic factors The CBA will suggest which alternative – including “Doing Nothing” makes the most sense

nually-intensive process for as long as anyone can remember. We now have the opportunity to leverage 21st Century technology
.
requirements. Each solution has a cost estimate to purchase/build and implement the product, and each solution requires
some sort of financial comparison between the three alternatives, and for that matter, whether we simply would be better off
at this time.

ent function costs our agency $900,000 per year. The $900,000 includes FTE salaries, temp workers, facilities, supplies - -
increasing for the next ten years. Let’s consider this baseline our “Do Nothing” alternative..

FY FY FY FY FY
TOTAL
2029 2030 2031 2032 2033
6 7 8 9 10
$ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 8,100,000
$ 5,400,000 $ 6,300,000 $ 7,200,000 $ 8,100,000 $ 8,100,000 $ 8,100,000

House; they say that it will be a two year project, and they gave me an estimate of the cost; see below. IT also estimate that it will

pared to today.
ject, and altogether it costs $1,666,000.

itely do-able, but it won't roll out until FY2027 as a result of the extended duration it takes to run the complete RFP-to-contract process, so

000 of revenues per year compared to today.

re would be no need to purchase additional software licenses in order for the vendor to configure a solution.

hat we can collect an extra $100,000 of revenue per year compared to today.

at least six years of O&M (this is a DPB requirement).

e-year project (after conducting a 1-year procurement-to-contract process), and of course, “Do Nothing” requires no project at all.
eans we are looking at a 9-year comparison (FY24 - FY32).
at least six years of O&M (this is a DPB requirement).
e-year project (after conducting a 1-year procurement-to-contract process), and of course, “Do Nothing” requires no project at all.
eans we are looking at a 9-year comparison (FY24 - FY32).
 kes the most sense

1st Century technology

solution requires
y would be better off

ties, supplies - -

also estimate that it will

plete RFP-to-contract process, so we

on.

equires no project at all.

equires no project at all.