UNRWA: Cutting the Fat or Heading for Starvation?
Source: Palestine Economic Pulse, Vol
II. No.4, July-August 1997, pp21-22.
Over 34% of the West Bank population
and over 74.4% of that of Gaza, (the
highest concentration anywhere) are
refugees registered with the United
Nations Relief and Works Agency (UNRWA).
Like the rest of the population,
they have witnessed seriously worsening
economic conditions over the last
four years. Income levels have dropped
, unemployment fluctuates from between
30-60% whilst the labor force grew
by 4.5% in one year (1995-1996) .
In terms of poverty levels and disposable
income, these deteriorating conditions
have disproportionately affected
the 27 refugee camps, (19 in the
West Bank and 8 in Gaza). As a controversial
`final status' issue, the camps are
not eligible for an equitable share
of the reconstruction process that
has offered at least some hope in
other parts of Palestine. Over 90%
of all Gazan households are overcrowded
which, in the camps, has led to a
high prevalence of preventable respiratory
diseases amongst children. Observers
comment that increases in health
spending have not been matched by
improvements in health.
UNRWA, established in 1950 works
in five areas: West Bank, Gaza,
Jordan, Lebanon and Syria. In Palestine
alone, (the West Bank, including
East Jerusalem and the Gaza Strip),
UNRWA provides free education for
188,588 children in 262 schools.
It also provides 51 health centers
offering a range of services to
all registered refugees from mother-and-child
health and family planning, to
dental services, special care services
for diabetes and hypertension,
physiotherapy units and laboratories.
In line with the Agency's aim to
offer more than just relief and
welfare services and to, "socially
and economically empower the Palestinian
refugee population", UNRWA also
provides 4 vocational training
centers, in-service teacher training
for 238 individuals, and on average,
around 300 university scholarships
per annum. UNRWA has also undertaken
a highly successful microenterprise
lending program under the Poverty
Alleviation Programme, runs 24
women's programs centers which "engage
women in remunerative economic
activity" and 25 community managed
centers offering sports and recreational
facilities. All of this, provides
employment for some 8,500 Palestinians
and requires a budget of around
US$140 million per annum, not to
mention the other US$200 million
or so, needed to keep the rest
of the operation - services to
the remaining 2,097,997 Palestinian
refugees - afloat.
For the last few years, UNRWA
has been facing continual financial
problems, namely an annual budget
deficit of around US$30 million,
which the Agency is now prepared
to acknowledge as a `crisis'. This
is no secret and has been widely
disclosed through the local and
international press and was debated
at the recent informal meeting
of major donors and host countries
held in Amman, Jordan. According
to Lynn Failing, the Public Information
Officer at the Gaza Headquarters,
this gave UNRWA the opportunity
to stress that it is doing everything
possible to maintain its current
level of services but that further
funds are needed. However, global
donor priorities, inevitably shift
as economic downturns disproportionately
afflict diff-erent parts of the
world. Palestinian refugees, many
of whom live below the poverty
line (around US$600 per capita
per annum), are nevertheless relatively
well-off in comparison to their
African counterparts. With their
own narrowing budgets, donors are
forced to make hard decisions about
allocation of `refugee assistance'
and UNRWA is no longer high on
their list of priorities.
Rex Brynen, of McGill University,
who has worked extensively on the
Palestinian refugee issue, feels
that there are three main problems:
cash flow, funding gap and debt.
These are complexly interwoven
and create a certain confusion
in finding a solution. Brynen explains
that often, due to internal financial
systems, donors delay payments
until the end of the year creating
long time lapses before the money
reaches UNRWA and hence severe
cash flow problems. The funding
gap he says, arises from the overlapping
demands on donor budgets and mean
that UNRWA is effectively competing
with, amongst others, United Nations
High Commission for Refugees and
the Red Cross. Failing elaborates,
saying that confusion stems from
UNRWA's budgets which are based
on need and not expected income.
Income itself has stagnanted, despite
an increase in inflation, increasing
hardship and a growing population
which has resulted in a reduction
of the annual unit expenditure
per refugee from US$120 in 1992
to US$90 in 1997. On a more structural
level, according to Brynen, there
is the problem of `internal' debt
whereby some US$40-60 million worth
of funds have been diverted from
specific projects to fund the general
budget. There is, by no means,
a calculated decision on the part
of the donor community to abandon
the Palestinian refugee population
but widening claims on limited
resources, in addition to local
and international political dynamics,
have created a series of `dilemmas'.
Hence, the `dilemma' debate at
the recent Amman meeting. The discourse
was described by UNRWA as a `healthy
exchange of views', and yet produced
little more than a written expression
of determination to `keep the show
on the road' with few tangible
cash commitments. For Lebanon,
where the economic situation is
particularly dire, and where refugees
have no recourse to other sources
of services, UNRWA has launched
a special appeal in an attempt
to raise some US$11 million to
restore previously cut services.
Like most UN organizations, UNRWA
has been accused of obesity on
several occasions, and as a result
has undertaken two slimming programs.
In 1993 and 1996 respectively,
UNRWA undertook two austerity programs
making budgetary cuts of US$40
million, and US$9 million which
have been maintained ever since.
But this is not enough. "We have
been cut to the bone", says Lynn
Failing, "there simply is no more
fat to shed." UNRWA claims that
the austerity programs have not
gone unnoticed. Charles Petrie,
Special Assistant to the Commissioner-General,
comments, "we often hear complaints
in the camps that people feel abandoned
by the international community
as they perceive services cut and
a decrease in Agency activity."
Not unlike the problems themselves,
a solution to UNRWA's crisis will
have to be multifaceted and combine
a group of changes. The organization
itself acknowledges that there
is room for internal managerial
improvement and hence improved
efficiency, although some donor
commentators observe that this
recognition is not organization-wide.
However, Hansen, UNRWA's prominent
new Commissioner-General, commis-sioned
KPMG and Arthur Andersen, amongst
others, to undertake a full managerial
evaluation and offer recommendations.
Where possible, these recommendations
are being heeded but as Failing
points out, UNRWA is a huge and
complex animal and not easy to
overhaul overnight. Other criticisms
relate to the range of activities
that UNRWA has accumulated over
the last 47 years whereby anachronistic
training programs, for example,
have not been scrapped. UNRWA reportedly
still offers training courses on
the repair of manual typewriters.
Secrecy is another accusation fired
at UNRWA on the basis that if donors
are not fully aware of the problem,
they cannot help. The European
Hospital in Gaza is a case in point
where donors complain of inadequate
project management coupled with
serious overrunning of the budget
and no real provision of hard facts,
figures and explanations as to
why. UNRWA denies this lack of
accountability pointing out that
infrastructural projects often
overrun their budgets and that
delayed project implementation
stemmed largely from exogenous
factors such as Israeli closures
which delayed procurements and
unnecessarily extended contracts.
Whatever the argument, there
is a common consensus that a long
term solution is not easy to find.
Options to consider include, as
Brynen suggests, "the introduction
of a variation in service entitlement
across its area of operations to
reflect local need (i.e. more services
in Lebanon, fewer in Jordan)." Ultimately,
the original post-Oslo implicit
supposition, that the Palestinian
National Authority (PNA) will take
over the provision of these services,
will have to be reconsidered. At
the moment, the PNA publicly acknowledges
that it is unwilling to do so (both
for political and logistic reasons)
and that donors should not consider
funding to the PNA as interchangeable
with that to the UNRWA. But perhaps
the most pressing challenge for
UNRWA at the moment is to demonstrate
the real severity of the problem.
As Failing explains, "UNRWA has
faced financial problems in the
past, and we have always managed
to `get by'. This has set a precedent
of `crying wolf' whereby not everyone
is entirely convinced that things
really are as bad as we are saying." This
is confirmed by donor sources who
claim that the more UNRWA throws
confusing figures and `projected'
rather than `actual' budgets in
their faces, the more suspicious
they become regarding the actual
state of affairs. However, the
growing unnerving silence of the
Gaza's camps and the turbulent
and highly verbal demonstrations
in Lebanon, make one thing clear.
With increasing economic hardship
in the area, inflation levels rising
and a rapidly growing refugee population,
all those concerned about regional
stability and the 'peace process'
need to recognize the Palestinian
refugee problem as an issue of
`now' and not a back-burner item
on the agenda of tomorrow. |