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What is Benefit Cost Analysis About?. CONCEPTUALLY BCA IS SIMPLE. 1. Decide whose benefits and costs count (standing). 2. Select the portfolio of alternative projects. 3. Catalogue potential (physical) consequences and select measurement indicators.

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What is

Benefit Cost Analysis About?


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CONCEPTUALLY BCA IS SIMPLE

1. Decide whose benefits and costs count (standing).

2. Select the portfolio of alternative projects.

3. Catalogue potential (physical) consequences and select measurement indicators.

4. Predict quantitative consequences over the life of the project.

5. Monetize (attach dollar values to) all consequences .

6. Discount for time to find present values.

7. Sum: Add up the benefits and costs.

8. Perform sensitivity analysis.

9. Recommend the alternative with the largest net benefit


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Choice

Goods are scarce because desire for them far outstrips their availability from nature.

Scarcity forces us to choose among available alternatives.

The good/alternative not chosen/sacrificed is the true cost of the good/alternative chosen/gained.

We are especially concerned about choices that have longer-term consequences


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Land (various degrees of fertility)

Food (bread, milk, meat, eggs, vegetables, coffee, etc.)

Natural (rivers, trees, minerals, Resources oceans, etc.)

Clothing (shirts, pants, blouses, shoes, socks, coats, sweaters, etc.)

Machines and other human-made physical resources

Household (tables, chairs, rugs, beds, goods dressers, television sets, etc.)

Space exploration

Non-human animal resources

Education

Technology (physical and scientific “recipes” of history)

Medical services

Recreation

Human (the knowledge, skill, resources and talent of individuals)

Leisure time

Entertainment

Clean air

Pleasant (trees, lakes, rivers,

environment open spaces, etc.)

Pleasant working conditions

Scarcity and Choice

Scarce Goods

Limited Resources

  • History is a record of our struggle to transform available, but limited resources …

into scarce goods – things that we would like to have.


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Assumptions

  • The use of scarce resources to produce a good is always costly Someone must give up something if we are to have more scarce goods.

  • Since information is scarce, uncertainty is a fact of life.

  • The value of a good is subjective and varies with individual preferences.

    Measured in terms of willingness and ability to pay and willingness and ability to sell

  • The highest valued alternative that must be sacrificed is the opportunity cost of the choice.


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Assumptions

  • Incentives matter

    As personal benefits (costs) from choosing an option increase, other things constant, a person will be more (less) likely to choose that option.

  • Economic reasoning focuses on the effects of marginalchanges in marginal costsand marginal benefits(utility)

  • In addition to their initial impact, economic events often generate secondary effects that may be felt only with the passage of time.


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OPTIMIZATION

The basics

The first thing we need to understand is the idea of optimization

This just means finding the best alternative. The best alternative is called the optimal alternative, or the optimum

  • Optimizing may entail maximizing something good, or minimizing something bad.


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Benefits

Benefits are anything that you consider good in a particular situation. That could be:

  • Money

  • Lives saved

  • Votes (if you are a politician)

  • Free time


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Let’s look at lives saved.

An example of a benefit that you can see directly, but that is difficult to put in terms of money

Modeling Healthcare

Human Mortality Database


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The Situation 1:

you’re the Minister of Health in a third-world country. Doctors Without Borders/Médecins Sans Frontières has offered your country 5 doctors. You must decide where to put them—in which district. The more doctors you put into a district, the more lives you will save in that district. Your objective is to save as many lives as possible.


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The Situation 2:

  • You have five doctors and two districts, Kinshasa and Ituri.

  • If we must use all the doctors together: we will put all five in Kinshasa or all five in Ituri. If we put them in Kinshasa we estimate they will save 925 lives; in Ituri, 920.

  • If our objective is to save as many lives as possible, to maximize lives saved, where should we put the doctors

Kinshasa


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The rule is: choose the alternative with the biggest benefits.

  • Why can’t we save 925 lives in Kinshasa and 920 in Ituri?

  • Limited or scarce resources. This means is that if we want to get benefits in one place, we have to give up benefits someplace else. Benefits we have to give up are called costs: the cost of something is whatever other benefits we have to give up to get it.


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WHY? benefits.

  • But Doctors Without Borders/Médecins Sans Frontières is providing these doctors. So what are we giving up by using them in the Kinshasa district?

  • Answer: we are giving up lives in the Ituri district.

  • So we could say that putting the doctors in Kinshasa has benefits of 925 lives and costs of 920 lives.


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Rule 1a: Do something if its benefits are bigger than its costs.

  • We can write this more compactly as:

    Do something if B > C.

  • This is equivalent to saying:

    Do something if B - C > 0.

  • The term B - C, the difference between benefits and costs, is referred to as the net benefits of that activity. So we could say:

    Do something if its net benefits are positive.


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Marginal analysis costs.

  • Now we can split up the doctors; we can send some to Kinshasa and some to Ituri. Our objective is the same as before: to save as many lives as possible. How many doctors should we send to each district?

  • To answer this question, we need information on the benefits of different numbers of doctors.



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There are two things about adding doctors in the Kinshasa district you should notice:

  • Benefits are increasing. More is better: the more doctors we have, the more lives we save.WHY?

  • Benefits are increasing at a decreasing rate

    WHY?

    [We can see this more easily if we calculate what is called the marginal benefit. This simply means the increase in total benefits from adding one more unit -- doctor]


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What is the marginal benefit of adding a doctor in Kinshasa? district you should notice:

Here’s what that calculation looks like:


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Relationship between TB & MB district you should notice:

Because the concepts of total and marginal are used a lot in applied welfare economics (BCA), it’s important to make sure that you understand the relation between the two.

As long as marginal benefits are positive (i.e. greater than zero), total benefits will be increasing.

Only when marginal benefits are negativewill total benefits start to decrease.

How would we go from marginal benefit to total benefit? The total benefits are just the sum of the marginal benefits.



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Benefits and costs of doctors in Kinshasa district you should notice:


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Net Benefits of doctors in Kinshasa district you should notice:


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The general rule that we can see from this example is: district you should notice:

  • Rule 2a: To maximize net benefits, continue as long as marginal net benefits are positive (MNB>0).

    Or equivalently:

    Rule 2b: To maximize net benefits, continue as long as marginal benefits are greater than marginal costs (MB>MC).


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Review of what we did 1 district you should notice:

  • First, we had an objective. Here, our objective was to save as many lives as possible.

  • Then, we had to make some decisions about alternative ways of meeting those objectives. We are trying to optimize, which just means to do the best we can do with respect to our alternative. Each alternative had benefits associated with it, which are good things that we get from those alternatives. It also had costs, which are other good things that we have to give up in order to get these good things.


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Review of what we did 2 district you should notice:

  • What we want is for the net benefits, the benefits minus the costs, to be as big as possible. If we had a money-making business, say a restaurant, then benefits would be the money that comes in from our customers, and the costs would be the money that goes out for food and cooks and waitresses and rent and so on. Then net benefits would be the same thing as profit. But net benefits could be something else, like lives saved.


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Review of what we did 3 district you should notice:

  • When the question is how much of something to do, it’s helpful to look at marginal benefits and costs. Saying that we want net benefits to be as big as possible is the same as saying that we want to continue as long as marginal net benefitsare positive, which is to say, as long as marginal benefits are greater than marginal costs.


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Some bad rules district you should notice:

  • Benefit Cost Ratios

    Do something if B >C. Dividing both sides by C, we can see that this is equivalent to a rule that says:

    Do something if B/C > 1.

    But this does not mean that we should make the choice with the biggest benefit-cost ratio.


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Benefit Cost Ratios Examined district you should notice:


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Dealing with large numbers district you should notice:

  • When it’s inconvenient to think of benefits and costs as changing in many tiny little steps (although that is what’s actually happening), we can think of them as changing continuously.

  • Then we stop at the point where they are exactly zero, or where MB = MC.

    This is only an approximation. In most cases, there won’t be any point where marginal benefits and marginal costs are exactly equal. The more general rule is Rule 2, to continue as long as marginal net benefits are positive, or MB > MC.


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Get Real district you should notice:

  • How an economist would look at this issue:

    • Triage/sorting

    • Theory tells we should allocate some of our Drs. To both sites: 3/2 or 2/3

    • Data aren’t really good enough to make choice

    • Why did I do it with numbers rather than theory?

A Cost–Benefit Analysis of

Cholera Vaccination Programs

in Beira, Mozambique


Review of what we did l.jpg
Review of what we did district you should notice:

1. Decide whose benefits and costs count (standing).

2. Select the portfolio of alternative projects.

3. Catalogue potential (physical) consequences and select measurement indicators.

4. Predict quantitative consequences over the life of the project.

5. Monetize (attach dollar values to) all consequences .

6. Discount for time to find present values.

7. Sum: Add up the benefits and costs.

8. Perform sensitivity analysis.

9. Recommend the alternative with the largest net benefit


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End district you should notice:Class 1


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