initially have to be diverted from other Correctional Institutions and, provided the build-up did not need to be too rapid; this could probably be managed. As already mentioned it would also be necessary to recruit some staff on contract for special duties, e.g. looking after children. An alternative would be to provide for a skeleton camp management only and man the perimeter fence of such a camp whilst making the refugees responsible for administering themselves. Although attractive in terms of the reduced resources required, such a style of camp management would undoubtedly result in unacceptable standards of behaviour, public health and hygiene etc.
Other Aspects
21
So far as possible in drawing up plans for closed camps, regard would be had to the recommendations contained in the Lightbody Report summarised for Members in memorandum XCRI(80)25 on 21 July 1980 at Annex B.
Recurrent Expenditure
22
For a camp of say 5,000, and in addition to staff costs of between say $10 million and $16 million, other annually recurrent costs under the most favourable circumstances, would be of the order of some $17 million as shown below. Some saving might be achieved depending on the manner in which refugees are fed on the other hand, some increases in cost might result if it was found necessary to provide staff to devise ways of occupying their time.
:
(b)
(c)
흐흐프
(a) Food costs
$m
10.6
Basic relief items such as blankets and utensils etc
0.4
Water
0.3
(d)
Electricity
0.3
(e)
Medical staff, drugs, etc
0.9
(f)
C.A.S. support
0.3
(g)
Maintenance of buildings
0.3
(h)
Transport and travelling expenses
1.2
(i)
Miscellaneous
0.2
(j)
Contingencies at 15%
2.2
Total (say)
17.0
Consideration will also need to be given to the most appropriate manner in which to allocate recurrent expenditure.
G.S. 166
CONFIDENTIAL
機密