5. Despite a limited shortfall of $8.6 million for the General Programmes, that should be covered by some 1990 programme slippage, and delays to some Special Programmes, the plan should ensure that priorities continued to be respected and emphasis squarely placed on the General Programme. The lack of assurances in respect of funding constituted a major flaw in the system, although UNHCR was best able to provide an informed opinion on its funding on the basis of indications received from donors as to their possible A/AC.96/SR.450 page 3 contributions, thus allowing a well thought-out estimate of the likely overall income to be made. On the basis of patterns of past contributions, the planning figure for 1990 was $550 million, a marginal increase of 3 per cent over the previous year. 6. The funding allocations of between $370 and $380 million for General Programme activities were by no means unrealistic if the figure for 1988-1989 contributions of $325 million was increased by expected secondary income earnings, a modest reallocation of ftmds from Special to General Programmes and a projected $20 million in new additional contributions. Some donors had already made known their intentions to make additional resources available which UNHCR would like to be attributed, in priority, to the General Programmes and it seemed likely that at least $20 million in additional resources would be available before the end of 1990. 7. UNHCR would undoubtedly continue to suffer from financial difficulties if nothing was done to address the highly unpredictable nature of UNHCR's fvinding. To embark on a new programme year with only one qviarter to one third of the required resources, in the form of pledges rather than cash in hand, struck him as being highly speculative, rather than the sound financial management the Executive Committee and UNHCR deserved. He was determined to 
**Analysis**
This text appears to be discussing the financial planning and budgeting of the United Nations High Commissioner for Refugees (UNHCR), specifically focusing on the General Programmes and Special Programmes. The language used is technical and financial, with references to funding, pledges, and budget allocations. This suggests that the text is related to the management of humanitarian aid and relief, rather than any other category.

**Category**
Humanitarian aid and relief