1. Economic Impact of Peacekeeping Michael Carnahan

2. Sponsors

3. Background United Nations peacekeeping missions spend around $5b per year They are often criticised for distorting the local economy Nearly everyone has an opinion –But nobody has done any analysis

4. Purpose of Project Fill this gap in understanding Provide information – to inform choices Identify win-win recommendations Allow informed trade-offs to be made

5. Research Approach Obtain information from UN HQ Field visits to eight active missions Follow the trail of the money –How much actually lands –How much actually stays Assess broader economic impacts Make recommendations

6. Limits of the approach Only looked at UN peacekeeping missions –Not the broader ‘development community’ So only a part of the impact was covered –Need to start somewhere in a comprehensive manner –As first major actor UN sets precedents

7. Basic Conclusions Restoration of peace is the key Spending by missions and staff provides an economic boost Inflation is not as bad as perceived Labor market effects and other negatives Room to improve local impact

8. Figure 1.1: GDP per capita, Noting Year of Effective Deployment of Peace Operations

9. Figure 2.1: Inflation Rates During United Nations Mission Tenure

10. Fiscal Impact Assessed budget –Less external spending –Less funds not spent –Less spending leaked into imports –Equals local spending Multiplier effect

11. Fiscal Impact – data UN budget reports –Supporting material (procurement, staffing) –MSA survey Bank/Fund reports/data Government data Commissioned research –Spending surveys –Housing and business surveys

12. UNMIKUNTAETUNAMSILUNMILONUCI KosovoTimorSierra LeoneLiberiaCote-d’Ivoire 2001-02 2004-05 Total Spending360,248527,585617,646722,634378,473 External Impact262,842501,284602,804693,992351,037 external spending164,057424,547549,313598,353306,232 allowances not spent63,82837,87118,41134,06311,806 spending on imports34,95738,86635,08061,57532,999 Local Impact97,40626,30114,84328,64227,436 Local Percentage27.0%5.0%2.4%4.0%7.2% ONUBMONUCMINUSTAHUNTAC BurundiDRCHaitiCambodia 2004-05 1992-93 Total Spending329,714954,766379,0471,142,980 External Impact299,561884,032346,9411,080,146 external spending235,445696,257257,226853,432 allowances not spent8,03644,98415,13271,944 spending on imports56,080142,79074,582154,769 Local Impact30,15370,73432,10662,834 Local Percentage9.1%7.4%8.5%5.5% Table 2.1: Total, External, and Estimated Local Expenditure ($US ‘000)

13. Figure 2.2: Mission Expenditures by Category, Sorted by Percentage Local Impact

14. Figure 2.3: Estimated Local Impact as a Share of GDP

15. Figure 2.4: Breakdown of Local Impact

16. Allowance Spending Accounts for about half of the local impact –About half is not spent Spending categories –housing (50%); –food/restaurants (25%) Provided incomes and employment Triggered localised price rises Some ‘boom/bust’, but need to look over longer horizon

17. Mission Procurement Balance between mission and HQ procurement About 20% stayed in the local economy, the rest on imported goods Supported the construction and contracting industries –Brought these out of the informal sector Easiest way to increase local impact is to increase mission procurement

18. National Staff Role and impact of national staff provoked the strongest responses Benefits include –Cost savings vs international staff –Direct injection of cash into the economy –National staff get training –Increases mission legitimacy?

19. National Staff Significant problems –Higher pay draws people from the civil service and private sector –Skilled staff take unskilled UN jobs –Mission wages drag up private and public sector wages –Mission wages are the focal point for other actors

20. Longer term Longer term implication of wages policies not well studied Creation of a ‘development sector’ –Entrepreneurs and most talented people work for development agencies –So the economy does not grow –So more aid is needed for longer –Dynamic effects – eg changes in tertiary sector

21. Managing labour market impacts More use of outsourcing –Currently used but could be increased Revise wage setting procedures –Principles established 60 years ago when the UN was a small employer in well developed labour markets –Not appropriate for a large (or largest) employer in poorly developed markets

22. Unintended Impacts Revenue collection Expectations for working environment and living standards Broader economic impact of policy decisions Planning horizons Distributional impact

23. Recommendations Mandate and structure (GA/SC) Labour market (ICSC/GA) Outsourcing (5 th Committee/GA) Administrative changes (Secretariat) Donor programs (donors) Implementation (Secretariat)