Date | Description | Base Date $m | Current $m | Contractor | Notes | |
2.2 Project Expenditure History |
|
|
|
| ||
Prior to Jul10 |
|
| 0.0 |
| 2 | |
|
| 0.2 | 0.2 |
| Other | 3 |
|
| 0.2 |
| 0.2 |
|
|
FY to Jul 11 |
| 84.3 | 68.7 |
| 2 | |
|
| 2.1 | 2.3 |
| Other | 3 |
|
| 86.4 |
| 71.0 |
|
|
Jul 11 | Total Expenditure | 86.6 |
| 71.2 |
|
|
|
|
|
|
|
|
|
Jul 11 | Remaining Budget | 2,665.0 |
| 2,595.6 |
|
|
|
|
|
|
|
|
|
Notes | ||||||
1 | Up until July 2010, indexation was applied to project budgets on a periodic basis. The cumulative impact of this approach was $70.3m. In addition to this amount, the impact on the project budget as a result of out-turning was a further $280.8m having been applied to the remaining life of the project. | |||||
2 | For Base Date calculations for FMS cases, a consistent de-escalation factor has been applied to all projects which is derived from Defence's cost estimation methodology. | |||||
3 | Other expenditure for this period is primarily associated with travel, minor office expenses and contractors. For base date calculations against "Other" expenditure, the calculations have been made by de-escalating the compound effect of the indexation and foreign exchange factors to the original contract date. | |||||