Multi Sector (2010)

فلســـــــطـني

EastJErusalEm

Jerusalem unitOffice of the President

November 2010

stratEgic multi sEctOr

DEvElOPmENt PlaN fOr


EastJErusalEm



Jerusalem unitOffice of the President November2010

This project is funded by the EUROPEAN UNION

The European Union is made up of 27 Member States who have decided to gradually link together their know-how, resources, and destinies. Together, during a period of enlargement of 50 years, they have built a zone of stability, democracy, and sustainable development whilst maintaining cultural diversity, tolerance and individual freedoms. The European Union is committed to sharing its achievements and its values with countries and peoples beyond its borders.”

The European Commission is the EU’s executive body.

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A word of gratitude The preparation of the Strategic Multi-Sector Development Plan (SMDP) would not have been possible had it not been for the collective efforts and the active contribution of a number of individuals and institutions. The SMDP Policy Committee would like to express its special thanks to his Excellency President Mahmoud Abbas for his guidance and continuous support.

We would like to thank the various departments and units within the Office of the President. In particular, we would like to thank Dr. Rafiq Al Husseini, the former Chief of Staff who laid the foundations for the SMDP and provided continuous support. We would also like to thank Dr. Hussein Al A'raj the Chief of Staff and Mrs. Intisar Abu Amara, the director of the President’s office for their continuous interest and support for the success of this endeavour.

Special thanks and appreciation are extended to Advocate Ahmad Rwaidy, head of the Jerusalem Unit, for his leading role and his consistent coordination and follow up of the SMDP process. Special thanks and appreciation is also extended to Areej Daibas for her dedication and efforts in coordinating the preparation and publication of the SMDP and to the Project’s team, as well as the experts, the organisations, and the individuals who have contributed their time and efforts towards completing this work through their participation at the various stages of the Project over the past two years.

Last but not least, we would like to express our thanks and gratitude to the European Union for their generous contribution and their technical support to the Project.

Jerusalem Governorate according to the Palestinian definition

Courtesy of Applied Research Institute - Jerusalem (ARIJ)

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ContentForeword

Introduction ................................................................................................................................2

1.1 Multi-Sector Review (MSR) 2003 and SMDP 2008 ........................................................................... 2

1.2 Development in East Jerusalem and the SMDP 2011-2013 .............................................................. 2

Outline of the SMDP ...................................................................................................................6

Plan Framework ..........................................................................................................................8

3.1 Introduction ................................................................................................................................... 8

3.1.1 SMDP 2011-2013 ........................................................................................................................ 8

3.1.2 Sector Focus and Challenges ....................................................................................................... 8

3.2 Principles guiding development of the SMDP .................................................................................. 9

3.2.1 Political ...................................................................................................................................... 9

3.2.2. Legal .......................................................................................................................................... 9

3.2.3 Financial ..................................................................................................................................... 9

3.2.4 Institutional and organisational ................................................................................................. 10

3.2.5 Development ............................................................................................................................ 10

3.3 Scope of the Plan ......................................................................................................................... 11

3.3.1 Geographic ............................................................................................................................... 11

3.3.2 Time frame ................................................................................................................................ 11

Methodology ............................................................................................................................14

4.1 Working principles ....................................................................................................................... 14

4.2 Planning framework ..................................................................................................................... 14

4.3 Organisational setting of the SMDP .............................................................................................. 15

4.3.1 Policy Committee ....................................................................................................................... 15

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4.3.2 Sector Advisory Groups ............................................................................................................. 16

4.3.3 Jerusalem Unit .......................................................................................................................... 16

4.4 Planning steps ............................................................................................................................. 16

Current situation analysis of occupied East Jerusalem ............................................................20

5.1 Legal background ........................................................................................................................ 20

5.2 Political background...................................................................................................................... 21

5.3 Demography and geography ........................................................................................................ 24

5.4 Social conditions .......................................................................................................................... 26

5.5 Economic context ......................................................................................................................... 28

Vision, goals, and specific development objectives .................................................................32

6.1 Vision ........................................................................................................................................... 32

6.2 Palestinian long term goals .......................................................................................................... 32

6.3 Overall SMDP objectives ............................................................................................................... 32

6.4 Challenges and common issues .................................................................................................... 32

6.4.1 Israeli measures against Palestinians and their institutions in East Jerusalem .............................. 32

6.4.2 Limited resources ...................................................................................................................... 33

6.4.3 Lack of reliable information ....................................................................................................... 33

6.4.4 Weak Palestinian institutional and governance structures ........................................................... 33

6.4.5 Human rights ............................................................................................................................ 33

6.4.6 Social equity and gender balance .............................................................................................. 34

Summary of sector studies: main sector challenges, objectives, and strategic responses .......36

7.1 Social protection and development cluster: main sector findings, strategic objectives

identified and responses .................................................................................................................... 37

7.1.1 Education sector ....................................................................................................................... 37

7.1.2 Youth sector .............................................................................................................................. 42

7.1.3 Health sector ............................................................................................................................ 45

7.1.4 Social welfare sector ................................................................................................................. 48

7.1.5 Culture and heritage sector ....................................................................................................... 50

7.2 Economic development cluster ..................................................................................................... 53

7.2.1 Economic sector ........................................................................................................................ 53

7.2.2 Tourism sector .......................................................................................................................... 56

7.2.3 Housing sector .......................................................................................................................... 59

7.3 Human rights protection cluster ................................................................................................... 62

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7.3.1 Citizenship sector ...................................................................................................................... 62

7.3.2 Urban planning sector ............................................................................................................... 66

7.3.3 Environment sector ................................................................................................................... 69

Investment Plan ........................................................................................................................74

Plan for implementation of the SMDP ......................................................................................76

9.1 Key factors in SMDP implementation ............................................................................................ 76

9.1.1 Building complementarities and cross-sector coordination ......................................................... 76

9.1.2 Ensuring complementarities and optimising efforts and resources among Palestinian official

institutions and with international partners ........................................................................................ 76

9.1.3 Strengthening the Palestinian identity and sense of belonging .................................................. 76

9.1.4 Linking immediate interventions with the long term vision for Jerusalem as capital of the

future state of Palestine ...................................................................................................................... 76

9.2 Key mechanisms in SMDP implementation .................................................................................... 77

9.2.1 Governance and management mechanism ................................................................................ 77

9.2.2 Mechanism for financing the SMDP investment Plan .................................................................. 79

9.2.3 Donor coordination mechanism ................................................................................................. 81

9.2.4 Mechanism for civil society and private sector participation ........................................................ 81

Monitoring, evaluation, and updating mechanisms of the SMDP .............................................84

10.1 Establishing M&E system for the SMDP ...................................................................................... 84

10.2 Monitoring inputs ...................................................................................................................... 85

10.3 Monitoring outputs .................................................................................................................... 85

10.4 Monitoring outcomes ................................................................................................................. 85

10.5 Impact assessment ..................................................................................................................... 85

10.6 Monitoring changes in the development context ......................................................................... 85

10.7 Beginning establishment of a M&E system for the SMDP ............................................................. 86

Risk management matrix ..........................................................................................................88

Tables

Table 1: Allocation of the 11 sectors of the SMDP to three strategic clusters ........................................... 6

Table 2: Comparison between East Jerusalem and West Jerusalem ...................................................... 27

Table 3: Number of students in schools according to the supervising party 2008-2009 ......................... 38

Table 4: Infrastructure in schools and public safety matters (i.e. electricity, water, bathrooms, and lighting) .. 39

Table 5: Provision of science laboratories in schools according to supervising party .............................. 39

Table 6: Families in Jerusalem according to population density and national affiliation 1986-2007 ....... 59

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Table 7: Budget Summary (US$) .......................................................................................................... 74

Maps

Map 1: Jerusalem Governorate According to the Palestinian Definition .................................................. VI

Map 2: Israeli Wall and Settlements around Occupied East Jerusalem .................................................. 23

Figures

Figure 1: Main Components of a M&E system ...................................................................................... 48

Appendix 1: Investment Plan ....................................................................................................92

Appendix 2: Selected references .............................................................................................104

Acknowledgements Policy Committee members Mazen Sinokrot – Former Minister of National Economy- Head of Policy Committee Rafiq Al Husseinin- Former Chief of Staff Adnan Al Husseini – Governor of Jerusalem Ahmad Rwaidy- Head of the Jerusalem Unit- Office of the President Bernard Sabella- Member of the Palestinian Legislative Council (Jerusalem governorate) Salah Zuheikeh- Member of the Palestinian National Council (Jerusalem)Fadwa Khader –Member of the Higher Committee for Jerusalem Affairs Issa Kassissieh- Deputy Head of the PLO Negotiations Affairs Department Ola Awad- Acting Head of the Palestinian Central Bureau of Statistics Cairo Arafat- Coordinator at the Government Media Center (Formerly Ministry of Planning) Varsen Aghabekian- Expert on institutional developmentAbdel Qader Al Husseini- Director of Faisal Al Husseini Foundation

Heads of Sector Advisory Groups Social protection and development Cluster Arafat Al Hidmi- Health Sameer Jibreel- Education Nazmi Al Ju’beh- Culture and Heritage Mazen Ja’bari- Youth Sector Nora Kort- Social Welfare

Economic development Cluster Mazen Sinokrot- Economy Hani Abu Diab- Housing Yousef Daher- Tourism

Human rights protection Cluster Jad Ishaq – Urban Planning and Environment Abdel Rahman Abu Arafeh- Citizenship

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Members of Sector Advisory Groups

Social Welfare Fatenah FityaniGhassan Kasabreh

Culture and heritage Jack Persekian Rania EliasRawan SharafJamal Ghosheh

EconomyAzzam Abu So’oud Osama Salah Nabil Abu Diab

Housing Khalil Abu ArafehIbrahim Younan Foad Daqqaq

Sector experts Alia Sha’ar- EducationAsma Imam- Health Yehya Hijazi- YouthNajwa Silwadi- Social Welfare Nazmi Ju’beh- Culture and heritage

Basem Makhoul and Ahmad Siam- Economy Ahmad Abu Hussein- Housing Sami Khoury- Tourism

Yousef Jabareen- Urban Planning Stephen Mcilwaine and Mohammad Hmaidi- Environment Nizar Ayyoub, Mousa Dweik, and Sami Irsheid- Cizenship

Project TeamAhmad Rwaidy- Overall Supervisor Areej Daibas- Senior Sector Coordinator Khalil Nijem- M&E/Methodology Expert Sonia Najjar- Project Development ExpertMay Zawahreh- Executive AssistantDariusz Kobus - IMG Head of MissionJudith Selman - IMG Programme Manager

EducationSuleiman Rabadi Francis Gharfeh Hassan Dweik Safa’ Nassereddeen Nabil Sublaban Durgham Abdel Aziz

Health Tawfiq NasserAzmi Abu Khalil Yousef Sha’baniOmayya KhammashSami Nabulsi Haitham Al Hassan Maha Yasmineh

Youth Fadwa HusseiniJamal Adileh Ahmad SroorHiyam Elayyan Dima Ju’beh

Tourism Omar Al KhatibSami Abu DayyehRaed Sa’adeh Michel BahnamKhaled Husseini

Urban Planning Jamal AmroNael SalmanHusam Salsa’aAli Abdel Hameed

EnvironmentMousa Abu GharbiyyehMohammad SrourSarhan SalaymehAbdel Rahman Al TamimiTahseen Yaqeen

CitizenshipZakaria OdehZiad HammouriHazem Abu Seir

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AcronymsCBOs Community-based Organisations

CDS City Development Strategies

CEDAW Convention for the Elimination of all forms of Discrimination Against Women

CERD Convention for the Elimination of all forms of Racial Discrimination

CRC Convention for the Rights of the Child

EC European Commission

EJCN East Jerusalem Clinic Network

ESG Economic Strategy Group

EMTs Emergency Medical Technicians

EQA Environmental Quality Authority (PNA agency)

EU European Union

EUREP Office of the European Representative West Bank and Gaza Strip

GSG Governance Strategy Group

ICT Information Communications Technology

IT information Technology

ISG Infrastructure Strategy Group

ICJ International Court of Justice

ICCPR International Covenant on Civil and Political Rights

ICESCR International Covenant on Economic, Social, and Cultural Rights

JWU Jerusalem Water Undertaking

LDF Local Development Forum

MAS Palestine Economic Policy Research Institute

MCM Million Cubic Metres

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MoEHE PNA Ministry of Education and Higher Education

MEP Ministry of Environmental Protection (Israeli agency)

MoF PNA Ministry of Finance

MoPAD PNA Ministry of Planning and Administrative Development

MCS Monitoring and Coordination Section

MCU Monitoring and Coordination Unit

M&E Monitoring and Evaluation

MSR Multi-Sector Review

NEAP National Environmental Action Plan

NPA National Parks Authority (Israeli agency)

NGO Non-governmental organization

OCHA United Nations Office for the Coordination of Humanitarian Affairs

oPt occupied Palestinian territory

OoP Office of the Palestinian President

PCBS Palestinian Central Bureau of Statistics

PHC Primary Health Care

PIPA Palestinian Investment Promotion Agency

PLO Palestinian Liberation Organization

PNA Palestinian National Authority

PNP Palestinian National Plan

PRCS Palestinian Red Crescent Society

PRDP Palestinian Reform and Development Plan

PTB Palestine Tourism Board

PalTrade Palestine Trade Centre

SAG Sector Advisory Group

SWGs Sector Working Groups

SDSG Social Development Strategy Group

SGs Strategic Groups

SMDP Strategic Multi-sector Development Plan

SWM Solid Waste Management

SWOT Strengths, Weaknesses, Opportunities and Threats

UN United Nations

UNRWA United Nations Relief and Works Agency for Palestine Refugees in the Near East

UNSCO United Nations Special Coordinator Office for the Middle East

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Foreword Given its spiritual and cultural value and heritage Jerusalem lies at the heart of the Arab-Israeli conflict. These same qualities also make Jerusalem important to people around the world. Despite this Jerusalem is also a city whose people suffer from poverty, unemployment, and the daily targeting of their presence.

In addition to being a religious and spiritual centre, Jerusalem is also a city with various economic, cultural, economic, and social components that possesses exceptional commercial and touristic potential. Viewing Jerusalem as the capital of an independent Palestinian state is not merely a Palestinian aspiration but rather a goal and basic principle that enjoys the consensus of all Palestinians. The Palestinian position on the question of Jerusalem is based on political, historic, religious, geographic, and economic facts.

Since the occupation of the city in 1967, Israeli policies and actions have targeted the Palestinian presence in the city. Firstly, Israel changed the total area of Jerusalem and extended its domestic legislation over the city. Subsequently, Israel constructed the Separation Wall to isolate Jerusalem from the rest of occupied Palestinian territory (oPt) which severed the city from its demographic, geographic, and economic support base. Israel classified Palestinians living in Jerusalem as mere residents and assumed the right to evict and deport them out of the city in order to restrict Palestinian presence. At the same time, Israel confiscated and seized land and properties and built settlements that surround the city from Qalandia in the north to Al Walajeh in the south.

As Israel tightened the political, economic, and social siege imposed on the city, it activated its policy of deportation against the Palestinian population. It did this by using the pretext of residency and the policy of house demolitions to achieve a collective transfer of Palestinians, particularly those residing in areas near the Old City such as the neighbourhoods of Wadi Hilweh and Al Bustan in Silwan, as well as in Sheikh Jarrah and Wadi Al Joz. Israeli also closed active Jerusalem-based organisations in order to eliminate the Palestinian identity of the people and the city and to oblige Palestinians to become completely dependent on Israeli institutions.

Jerusalem is a top priority for the Palestinian leadership and President Mahmoud Abbas. This is attributed to the city’s central role as the political, geographic, economic, and cultural heart of Palestine as well as the symbol of Palestinian national identity that it represents. As such, the President ordered the establishment of the Jerusalem Unit within his office, the Office of the Palestinian President (OoP). The Jerusalem Unit

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is a technical unit that serves the political decision making process, provides studies that determine the development needs of people in Jerusalem, and follows up on daily issues in the city. In addition, the Jerusalem Unit strives to address the requirements of organisations in Jerusalem, focuses on mobilisation of the community, and serves as the link between the President and Palestinians in the city.

Today, Jerusalem needs urgent support to strengthen the steadfastness of the Palestinian people against Israel’s repressive occupation measures. It is in this context that the current Strategic Multi-Sector Development Plan (SMDP) 2011 – 2013 was prepared. The purpose of the Plan is to assess the needs of the city across the full spectrum of sectors and propose projects and interventions that foment Palestinian identity and the Palestinian character of the city. Through addressing the issues that adversely affect these different sectors, the SMDP aims to alleviate the daily suffering of Palestinians as well as the obstacles posed to organisations. However, the Plan’s overarching goal is to provide the foundation for Jerusalem to become the capital of the future Palestinian state.

The SMDP has built on previous sector studies and assessed the needs of eleven development sectors in the city. It provides strategies and guidelines for development in Jerusalem over a three-year period spanning 2011-2013. The Plan is intended to serve the Palestinian leadership, the international community, and the local and international non-governmental organisations (NGOs) based in Jerusalem as they design and implement development programmes and interventions in the city. It also proposes coordination mechanisms with the various stakeholders in order to streamline and ensure complementary activities while avoiding duplication of efforts and inefficient use of resources.

The SMDP is the fruit of a collective effort by the various stakeholders within Palestinian society, particularly in Jerusalem. It is the result of joint governmental and non-governmental efforts. The interaction by these actors was indispensable in producing the SMDP through adhering to the methodology and procedures for strategic planning. This endeavour will contribute towards serving Jerusalem by identifying its needs and the development projects needed to support the steadfastness of its people.

We hope that the proposed programmes and interventions receive the needed support from the various parties at the Palestinian, Arab, Muslim, and international levels. Such support is critical in order for the SMDP to be fruitful and in order for Jerusalem to be accorded due attention and support

SMDP TeamJerusalem UnitNovember 2010

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Introduction1

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1 introduction

1.1 multi-sector review (msr) 2003 and smDP 2006

In 2003, the Arab Studies Society conducted a multi-sector study for East Jerusalem funded by the European Union (EU). The study involved an assessment of needs across different sectors and produced, through a participatory approach, a list of priority projects. Given the absence of an official umbrella the study was project-oriented. However, it laid the foundation for a consolidated list of interventions that were needed and became a reference document for Jerusalem NGOs and donors.

In 2004, a two-year project was funded by the EU and hosted by the Welfare Association to establish a Monitoring and Coordination Unit (MCU)1. The MCU oversaw the updating of the multi-sector study of 2003, and a SMDP was produced in 2006. The process involved verification of the 2003 priority development projects needed in East Jerusalem and added new projects based on the subsequent developments. While the plan continued to serve as a reference point for NGOs and donors, the MCU as a structure ceased to function after the end of the project. However, the need for such a Unit and more importantly of development projects to reverse the impact of Israeli measures was strongly felt by Palestinians residing in East Jerusalem. This was felt acutely in the absence of official Palestinian institutions operating in East Jerusalem, particularly since the closure of the Orient House in 2001, the isolation of East Jerusalem from its Palestinian context, and scarce donor funding due to the complex legal status of the city.

In response to these growing needs and concerns, in March 2007, the Palestinian President, in accordance with his electoral platform and in his capacity as the head of the Palestinian Liberation Organization (PLO), ordered the establishment of a Jerusalem Unit within his office. The Jerusalem Unit is a technical unit with the primary task of providing information, studies and analysis needed to serve Jerusalem at the political level. Furthermore, the Unit has the task of contributing to the long term strategic development of East Jerusalem by preparing comprehensive plans based on the participation of all key civil society stakeholders and drafting project proposals.

1.2 Development in East Jerusalem and the smDP 2011 - 2013

The development process in East Jerusalem lacks an institutionalised framework based on a comprehensive strategic vision. The MCU project, supported by the EU, produced a SMDP with a database of related priority development projects. However, since the end of that project in 2006, the SMDP has lacked systematic follow up and updating, and donor funding was not mobilised in a coordinated and organised manner.

Furthermore, there is a lack of consolidated information about development needs assessments, major programmes and projects of NGOs and Community Based Organisations (CBOs), or significant donor interventions. Such information is crucial for any future fundraising strategies to be carried out by the Jerusalem Unit of the OoP or Jerusalem based organisations. It is equally important for donors and funding agencies wishing to work and provide targeted and coordinated assistance to Jerusalem.

There is also a need for coordination and monitoring, and evaluation mechanisms that ensure effective implementation of development projects and the achievement of real impacts on the ground. The absence of coordination among NGOs regarding planned and integrated development has led to fragmentation of efforts, duplication of activities in some cases, and the absence of genuine impact. NGOs in general have been adversely affected by Israeli measures and, in the difficult operating environment created many seek to continue functioning at the expense of strategic programming and fulfilment of community needs.

1 The Monitoring and Coordination Unit (MCU) was renamed the Monitoring and Coordination Section (MCS) under SMDP 2011 – 2013.

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The situation is further exacerbated by the fragmentation of the Palestinian people and the isolation of East Jerusalem from the rest of the oPt. This is jeopardising the viability of Jerusalem as the capital of the future Palestinian state, preventing it from fulfilling its historical role as the natural socio-economic and political centre of Palestine. Palestinian control and development of East Jerusalem is essential for the revitalisation of the rest of the West Bank and the Gaza Strip.

The realities of the aforementioned situation are characterised by Israel’s complete disrespect for international law and its intentional disregard for the needs of the Palestinian community. The resulting harm that has been caused to the Palestinian nation poses significant challenges. Questions that are raised include:

How can the PLO assist Jerusalemites to survive and thrive within the existing context in order to have a •solid foundation for the capital of the future Palestinian state?

How can we build upon local capacity to instigate ownership of and commitment to development of the •Palestinian community in Jerusalem and inspire a Palestinian Jerusalemite identity largely diminished by the impacts of occupation and fragmentation?

Within this context and in fulfilment of its mandate the Jerusalem Unit, through funding from the EU, started the process of updating and developing the Strategic Multi-Sector Development Plan for East Jerusalem (SMDP) 2011-2013, and making it operational.

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Outline of the SMDP 2

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2 Outline of the smDP The SMDP is divided into eleven sections.

Section one provides the background for the preparation of the Plan, while sections three and four provide information about the Plan's framework and methodology, addressing the governing structures of the Plan, the Plan's governing policies, and a description of the various planning phases.

Section five provides an analysis of the existing situation in East Jerusalem including an analysis of legal, political, and socio-economic conditions. Section six provides a description of the vision, goals, and specific objectives of the Plan.

The development of the SMDP focused on assessing the needs of eleven sectors. The sectors were clustered into three groups based on three main factors:

Strategies are interrelated and complement each other. 1.

Organisations interested and working in the clustered sectors are similar and/or already work closely 2. with each other.

There is possibility for joint implementation of programmes and activities as well as creating synergies. 3.

Sectors were allocated to each cluster as follows (Table 1):

Table 1: Allocation of the 11 sectors of the SMDP to three strategic clusters

Cluster Sectors

Social protection and development

EducationYouthHealthSocial WelfareCulture and Heritage

Economic development includesEconomyTourismHousing

Human rights protectionCitizenshipUrban PlanningEnvironment

Based on the needs assessment, section seven provides a summary of the main sector issues, objectives, and strategic responses of the Plan. Section eight provides the Investment Plan2, while sections nine and ten present the Implementation Plan and the Monitoring and Evaluation Plan respectively. Section eleven provides a risk analysis.

2 The Investment Plan includes the Financial Plan.

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Plan Framework 3

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3 Plan framework

3.1 introduction

3.1.1 SMDP 2011-2013

The SMDP seeks to ensure the steadfastness of a strong Palestinian community through providing a solid and integrated foundation to ensure a positive political settlement. To this end, it identifies and addresses the different sector development priorities through project development for the Palestinians residing in East Jerusalem. Priority is given to Jerusalem within the Separation Wall as well as to strengthening its link with its immediate surroundings. The latter will eventually extend to the rest of oPt to establish the contiguity and viability for Jerusalem to be the future capital of the Palestinian state. The SMDP is in line with the Palestinian National Authority’s (PNA) current plan, ’Palestine: Ending the Occupation Establishing the State’, and it is in accordance with the recently released programme for implementing the second year of this plan, ‘Homestretch to Freedom’. In the latter document PNA states,

“The Government will continue to support citizens’ steadfastness and perseverance on their homeland by working to improve their quality of life, responding pro actively to their social and economic needs. This commitment applies to the entire homeland on the West Bank, including East Jerusalem, and the Gaza Strip, without distinction on the grounds of the untenable divisions between the so-called ‘Area A’, ‘Area B’ and ‘Area C’. This is a single political and geographic entity and the sovereign territory of the State of Palestine.“

As appropriate, the SMDP follows up and builds upon previous initiatives regarding Jerusalem to ensure efficient coordination, as well as proposing new projects based on the current findings and recommendations of the sector experts. Upon endorsement by relevant Palestinian organisations, the SMDP aims to represent a Palestinian owned strategy for East Jerusalem, reflecting their development priorities. At the same time, the strategy will assist donors in identifying development priorities in line with Palestinian priorities.

3.1.2 Sector Focus and Challenges

Reminiscent of the 1948 illegal confiscation of homes and the physical displacement of Palestinians from West Jerusalem, the Israeli stance on a “United Jerusalem” and an expanded “Greater Jerusalem” has resulted in a calculated planning regime which has increased the systematic transfer of the Jewish population into East Jerusalem while restricting the development of Palestinian life in East Jerusalem. In order to counter such efforts, an extensive analysis of the challenges and solutions in different sectors has been carried out by sector experts. The eleven sectors that are addressed are shown in Table 1.

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3.2 Principles guiding development of the smDP

3.2.1 Political

Jerusalem is the capital of the Palestinian state and is an integral part of 1967 territory. Any interventions 1. should, at the strategic level, correspond with the need to create an enabling environment towards realising Jerusalem as the capital of the Palestinian state.

The Arab Palestinian identity of Jerusalem should be preserved through the strengthening and 2. consolidation of the physical and moral Palestinian presence in the city.

Given the spiritual and religious importance of Jerusalem to the three monotheistic religions, it 3. is important to preserve the Islamic and Christian Waqf3 properties as an integral part of the city's Palestinian identity.

Jerusalem’s real estate should be preserved as part of safeguarding the Arab character of the city.4.

The PLO is the political umbrella for work in Jerusalem. 5.

There is a need to take proactive action through: taking initiatives; creating facts on the ground; 6. enhancing elements of steadfastness; steps to liberation that encompass all political, economic, social and institutional aspects; and mobilising Palestinian, Arab, and international support.

Foreign and international institutions should be encouraged, as much as possible, to establish 7. headquarters in Jerusalem and hold political meetings in the city on the basis that the city is the capital

of the future Palestinian state.

3.2.2 Legal

As occupied territory, international humanitarian law applies to Jerusalem. Therefore, Israel, in its 1. capacity as the occupying force, is responsible for providing services in oPt. International aid provided to the Palestinian people does not relieve Israel from its legal obligations and should be viewed within a humanitarian context regardless of whether the aid is directed towards supporting services or towards meeting basic needs.

Legal defence services provided to individuals and organisations are a top priority. Palestinians in 2. Jerusalem should be supported legally by contracting lawyers to represent them and through establishing legal support centres that comprise teams of lawyers with various specialisations.

All Israeli violations should be documented and exposed in all forums and at all levels, and cases taken 3.

to international competent entities.

3.2.3 Financial

Sufficient funds should be allocated for Jerusalem through the PNA general budget as well as from 1. external aid in a manner that corresponds with the number of Palestinian Jerusalemites (Jerusalemites) and the status of Jerusalem as a capital according to the Law on the Capital of Palestine.

Mechanisms should be established for raising funds locally and determining the role of the private and 2. public sectors in this regard.

3 A Waqf in the current document refers to is an inalienable religious endowment, typically denoting a building or plot of land for religious or charitable purposes.

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Effective coordination mechanisms with donors should be established regarding funds for Jerusalem. 3. The role of the OoP and other PNA institutions (particularly the Ministry of Planning and Administrative Development (MoPAD) and the Ministry of Finance (MoF) in the funding process should be determined.

Transparency and equity distributing financial resources related to assistance in Jerusalem should be 4. enhanced with the need for a monitoring mechanism.

Appropriate financing mechanisms should be developed that take into consideration the political and 5. legal complexities of East Jerusalem.

3.2.4 Institutional and organisational

Foundations for sustainable work in Jerusalem should be established through the creation of the widest 1. partnership possible between the public, private, and civil society sectors. Emphasis should be placed on maintaining, activating and strengthening Jerusalem-based organisations and encouraging the establishment of coalitions and sector networks between them, as well as enhancing and organising voluntary work and the work of popular committees. The existence of an effective internal administrative system for relevant institutions that allows easy and quick decision making at all levels, whether internally within institutions, or externally among them, should be ensured.

It is necessary to ensure an effective institutional system that defines the roles and responsibilities of 2. all the relevant parties at all levels, clearly and specifically. This includes ministries and various PNA institutions, determining their mandates, responsibilities, ensuring their complementarities and avoiding overlap by separating planning, oversight, and executive mandates and duties.

Participation of members of the community or their representatives in decision making where they are 3. affected should be guaranteed. They should be informed of and consulted on the details of services provided, use of land close to their homes, and monitoring of development in their area. They should be encouraged to participate in implementation.

Work towards institutionalising the Policy Committee for Jerusalem and ensuring the sustainability of its 4. activities as a main lever for supporting the steadfastness of Jerusalemites and laying the foundations for the city’s role as capital of the future Palestinian state. Communication and interaction between this Committee, the people and institutions in Jerusalem should be initiated.

Make use of the expertise of Palestinian institutions inside the 1948 territory.5.

Enhance the relationship with active international organisations in Jerusalem through joint coordination, 6. planning, and implementation of programmes in a manner that serves the Palestinian population and consolidates Palestinian presence in Jerusalem.

3.2.5 Development

Adopt coherent and concerted strategies that support the steadfastness and development of Palestinians 1. in Jerusalem. This includes alleviating the burden carried by Jerusalemites, strengthening, supporting and preserving Jerusalem-based organisations towards a gradual transition to advanced stages of addressing Israeli policies and facilitating the consolidation of Jerusalem as the capital of the Palestinian people.

Given the current situation in Jerusalem, priority should be attributed to development within the Separation 2. Wall, dealing with it as temporary and illegal structure. There is a need to maintain and strengthen the links between the city and its direct environment outside the Separation Wall (i.e. the Jerusalem Governorate, and the wider environment (i.e. oPt), in a functional and complementary manner.

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There is a need to strive, as much as possible, on disengagement from Israeli institutions, creating and 3. strengthening effective Palestinian alternatives.

Commitment to build a strategic partnership between the PNA, civil society, and the private sector while 4. activating civic engagement and participation, as well as consolidating principles of accountability and transparency at all levels.

Balancing humanitarian needs with development interventions is required to provide sustainable 5. solutions that support marginalised, vulnerable, and poor segments of the community as well as to address poverty and unemployment. Greater focus must be placed on economic issues, supporting and enabling the private sector to assume its role as the driving force behind economic revival, particularly in sectors that are critical to economic growth such as tourism, commerce, and services.

Activating the role of youth and addressing the issues they face is pivotal in facilitating fulfilment of 6. their potential. The potential of young people should be harnessed in a manner whereby they contribute effectively and assume initiatives in the development processes in Jerusalem.

Given the accelerated pace of events in Jerusalem, it is crucial to develop plans, and identify and 7. implement priority projects and interventions.

Jerusalem-specific plans, priorities, and interventions must be included in Palestinian national plans, 8.

particularly the Palestinian National Plan (PNP).

3.3 scope of the Plan

3.3.1 Geographic

The SMDP focuses primarily on Jerusalem within the Separation Wall while ensuring linkages and reciprocal relations with the immediate environment (i.e. outside the Separation Wall) and the wider environment (i.e. the rest of the oPt).

3.3.2 Time frame

The SMDP covers the period of the next three years 2011-2013 and includes an Investment Plan that will be continuously updated and developed based on the evaluation of the implementation process. It will take into consideration the changes and events that may arise over the time frame of the SMDP.

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Methodology 4

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4. methodology

4.1 Working principles

The methodology used in the preparation of the SMDP adhered to the following principles:

Ensuring wide participation of stakeholders (i.e. public sector including local government entities, civil 1. society sector, private sector, and donors) at all stages of preparing the SMDP. This aimed to enhance the sense of ownership among these parties and consolidate their commitment so as to achieve consensus regarding important decisions on major issues and prioritisation of activity selection and implementation. It was important to benefit from existing networks, coalitions and working groups that focus on issues related to the SMDP and their engagement with SMDP fora was sought though appropriate mechanisms.

Making use of a planning approach that combined central planning (i.e. top-down) and grassroots 2. processes (i.e. bottom-up) to ensure consistency and harmonisation between national policies and local needs and priorities, while engaging higher political levels and decision makers in the various stages of preparing the SMDP.

Integrating priority issues in the SMDP and identifying other strategic issues within a long term perspective, 3. while defining procedures for addressing them within the time frame of the current SMDP.

Ensuring sustainability of interventions at planning and implementation levels to work towards a 4. sustainable organisational and institutional framework that will be built upon gradually and enable the city to prepare for becoming the capital of the independent Palestinian state.

Targeted compilation of information and data based on scientific methods and according to the 5. requirements of the strategic planning process and specific issues.

Unifying efforts through effective coordination among the various parties that implement relevant 6. programmes and activities, including active donors and international organisations in Jerusalem.

Making use of practical experiences and previous studies at local, regional, and international levels. 7.

4.2 Planning framework

The methodology adopted in developing the SMDP is in line with PNA policies related to strategic and investment planning for Palestinian Local Government Units4, which is based on concepts and approaches drawn from “City Development Strategies (CDS)”.5 The manual on strategic development planning for Palestinian Local Government Units (2008)6 provided guidance for the preparation of the SMDP. The manual identifies a number of steps that start with the establishment of the planning work team. Following this is the compilation and analysis of the current status of the relevant local government unit. The process then moves to the identification of the main strategic issues and their corresponding objectives and indicators. In the next step the main components of the strategy are proposed up to the formulation of the implementation plan. Lastly a mechanism for implementation, follow up, and evaluation of the plan is established. However, the specific context of Jerusalem within the Separation Wall and the lack of official Palestinian presence required the adaptation and adjustment of this methodology. Accordingly a planning framework that combined several planning and implementation approaches was developed and endorsed.

4 Draft Policy Note: Strategic Development and Investment Planning (SDIP) for Palestinian Local Government Unit (LGUs), Ministry of Local Government, March 2008.

5 City Development Strategies CDS is an action-oriented process, developed and sustained through participation, to promote equitable growth in cities and their surrounding regions to improve the quality of life for all citizens. This process was developed by Cities Alliance.

6 Manual on strategic development planning for Palestinian Local Government Units 2008, Ministry of Local Government (MoLG) and GTZ.

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Bifocal planning/ mixed scanning.1.

This approach involved creating a tight link between medium term phased activities and interventions and long term vision and objectives. It required consensus and commitment to the realisation of the vision while identifying intermediate interventions.

Negotiation planning.2.

The absence of an appropriate institutional framework and the multiplicity of active parties and institutions was taken into account in terms of conflicts of interest among the relevant Palestinian parties. Agreement on the specific priorities and objectives of the SMDP, the Implementation Plan and funding priorities took place through workshops and meetings so as to build consensus among stakeholders.

Alternative planning.3.

This approach was related to the identification and formulation of alternative Palestinian plans to counter Israeli plans.

Advocacy planning.4.

This approach was related to the implementation of several planning activities to expose ongoing Israeli measures for Judaisation of the city, and to create local and international understanding and support for the rights of Palestinian Jerusalemites.

4.3 Organisational setting of the smDP

4.3.1 Policy Committee

A Policy Committee was established comprising 23 individuals with the expertise and capacity to guide the planning process and ensure the success of the programmes. They consisted of professionals specialised in the various SMDP sectors and political and active figures from the city of Jerusalem. The Committee primarily provided overall guidance and supervision at the policy level related to SMDP preparation. Additionally, the Committee provided feedback at the various planning phases as well as final endorsement of the SMDP.

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4.3.2 Sector Advisory Groups (SAGs)

A Sector Advisory Group (SAG) was formed for each sector. In consultation with the other Policy Committee members, the head of each SAG was assigned the task of selecting, five to seven active individuals to become members of the relevant SAG. The head of each SAG was also responsible for nominating the sector expert who was to conduct the sector needs assessment. The duties and responsibilities of each of the 11 SAGs included: providing guidance and input regarding the work of its sector expert; and identifying priority development interventions for the relevant sector.

4.3.3 Jerusalem Unit

A team of experts was hosted in the Jerusalem Unit to provide daily management and coordination of the planning process and compilation of the SMDP.

4.4 Planning steps

The planning process comprised the eight phases described below.

Preparatory phase (Phase 0): establishing the team of sector experts

A team of 11 sector experts was established with the primary tasks of first compilation and analysis of information, and secondly translating this information into future programmes and work mechanisms.

Phase 1: Analysis of the overall context

Initially, it was important to identify and analyse the driving forces and parameters that would influence the future path of development in Jerusalem in the short and long term. This analysis provided the general framework for the sector planning activities and included the identification and analysis of geopolitical, economic, legal, social, and environmental contexts, in addition to demographic factors.

Phase 2: Functional mapping and analysis of activities

In cooperation and consultation with the SAGs, sector experts prepared detailed work plans. The detailed work plans addressed the methods and means of collecting information, and the methods of verification and analysis of the information in order to review and analyse the situation in each sector. Experts conducted analysis of the existing situation through the following steps:

A rapid assessment of what was achieved in previous studies. 1.

Identification and analysis of stakeholders in each sector. 2.

Updating the list of active institutions in Jerusalem in each sector. 3.

Review of secondary data.4.

Compilation of available maps and plans when appropriate.5.

Primary data collection to collect and verify information. 6.

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Given the large amount of information, compilation of information depended on existing secondary data. Data collection initially focussed on key aspects, and was carried out through semi-structured interviews and focus group discussions with stakeholders and experts from civil society and the private sector.

Phase 3: Identification and prioritisation of major sector issues

Based on the information and data collected, each expert organised a workshop with relevant stakeholders from the public and private sector and NGOs to conduct a SWOT7 analysis of the sector in order to identify the main issues that needed to be addressed and short and medium term priorities. Each sector expert submitted a report, including an analysis of the sector context and the prioritised issues to the appropriate SAG for review and approval.

Phase 4: Preparation of the draft sector needs assessments

In cooperation and consultation with the appropriate SAG each sector expert developed a draft sector needs assessment that included specific objectives and indicators that had been agreed under the previous phase. The heads of each SAG provided feedback and approved the proposed strategies and responses. The Policy Committee then provided its approval of the draft sector needs assessments.

Phase 5: Preparation of the Investment Plan

In parallel with Phase 4, each sector expert detailed the activities needed to achieve the identified objectives using the following process:

For each sector an executive summary was prepared that included the agreed upon vision, general 1. objectives, sector objectives and related responses.

The executive summary of each sector was provided to Jerusalem based organisations involved in that 2. sector. A workshop was convened and these organisations were asked to review the vision, general objectives, and sector objectives and related responses.

The organisations participating at the workshop were asked to complete a standard format and submit 3. project concept papers that addressed the needs of their target groups.

In consultation with the SAGs, and according to predefined criteria, the SMDP core team and sector 4. experts appraised each proposed sector programme and selected and prioritised projects for inclusion in the SMDP.

The SMDP core team then planned the implementation of the selected projects over the three years of 5. the SMDP to reflect the importance, priority, budget and time frame of each project.

7 A method for identifying strengths, weaknesses, opportunities and threats.

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Phase 6: Preparation of the monitoring and evaluation (M&E) framework

Based on the aforementioned, the SMDP core team prepared the M&E framework to monitor, evaluate, and update the Plan.

Phase 7: Preparation of the final SMDP

The SMDP core team prepared the final SMDP.

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Current situation analysis of occupied East Jerusalem5

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5. current situation analysis of occupied East Jerusalem

5.1 legal background

Following the occupation of the West Bank in 1967, Israel unilaterally annexed 70.5 square kilometres of oPt including East Jerusalem (6.5 square kilometres), which was included within Jerusalem Municipality8. Israel’s domestic jurisdiction was extended to East Jerusalem through the Law and Administration Ordinance (Amendment No. 11) in 1967. The city’s unification and its status as the ‘capital of Israel’ were declared through the Basic Law on 30 July 1980. These acts are contrary to international law. Israel continues to violate international law, along with United Nations (UN) resolutions and agreements with Palestinians.

According to international law, specifically the Fourth Geneva Convention, East Jerusalem represents territory occupied by Israel in 1967 as a result of war. As such, Israel is obliged to uphold the rights of the residents of the territory, refrain from attempting to change the status or demography of the territory and provide appropriate services to the occupied people. In direct violation of the Fourth Geneva Convention, Israel’s unilateral annexation of East Jerusalem and the consistent implementation of policies to alter its ethnic composition, physical character, borders and legal status, aim to solidify Jerusalem as its ‘united capital’. Instead of heeding the rights of Palestinians, Israel continues to violate Article 47 of the Fourth Geneva Convention which stipulates that residents of an occupied territory are to be afforded the rights of the Convention regardless of changes imposed by the Occupying Power, such as annexation of all or part of the territory. Israel is in violation of Article 49 (1) of the Geneva Convention and Article 49 (6), which forbids “individual or mass forcible transfers, as well as deportations”, and the “deport [action] or transfer... [of] parts of its own civilian population into the territory it occupies.” Article 53 of the Convention provides that, “Any destruction by the Occupying Power of real or personal property belonging individually or collectively to private persons ... is prohibited, except where such destruction is rendered absolutely necessary by military operations.” And, Article 147 of the Convention prohibits “extensive destruction and appropriation of property not justified by military necessity and carried out unlawfully and wantonly.”9

Moreover, Israel is in clear violation of the following: UN Security Council Resolutions 242, 252, 338 and 478, among others; the Hague Convention; the International Covenant on Economic, Social, and Cultural Rights (ICESCR); the International Covenant on Civil and Political Rights (ICCPR); the Convention for the Elimination of all forms of Racial Discrimination (CERD); the Convention for the Elimination of all forms of Discrimination Against Women (CEDAW); and, the Convention for the Rights of the Child (CRC).

8 The term ‘Jerusalem Municipality’ refers to the Israeli administration. 9 See ICRC Website on the Geneva Conventions of 1949: http://www.icrc.org/Web/Eng/siteeng0.nsf/html/genevaconventions

Photo By Mahmoud Alayyan

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Additionally, Israel’s policies in East Jerusalem are in breach of the Universal Declaration of Human Rights (ratified by Israel), specifically:

Denial of equal protection under the law (Article 7).•

Arbitrary arrest, detention, or exile (Article 9). •

Denial of the right to return to one's country (Article 13).•

Arbitrary expropriation of personal property (Article 17).•

Interference with religious worship and observance (Article 18).•

Finally, the International Court of Justice (ICJ), as the principal judicial organ of the UN, found that, “the construction of the wall being built by Israel, the occupying Power, in the Occupied Palestinian Territory, including in and around East Jerusalem, and its associated regime, are contrary to international law; Israel is under an obligation to terminate its breaches of international law; it is under an obligation to cease forthwith the works of construction of the wall being built in the Occupied Palestinian Territory, including in and around East Jerusalem, to dismantle forthwith the structure therein situated, and to repeal or render ineffective forthwith all legislative and regulatory acts relating thereto”. In accordance with paragraph 151 of this Opinion, “Israel is under an obligation to make reparation for all damage caused by the construction… including in and around East Jerusalem; all States are under an obligation not to recognise the illegal situation resulting from the construction of the wall and not to render aid or assistance in maintaining the situation created by such construction; all States party to the Fourth Geneva Convention…have…the obligation, while respecting the UN Charter and international law, to ensure compliance by Israel with international humanitarian law as embodied in that Convention.”10

Although not legally binding, the advisory opinion provides an entry point regarding international law in the case of oPt which has not been implemented. It is viewed as an authoritative statement and should be taken as a directive for concerted action by the international community which is under the obligation to safeguard the human rights of people under occupation through ensuring compliance with the fundamentals of international law. In this respect, any international aid provided to the Palestinian people does not, by any means, relieve Israel from its legal obligations and should be viewed within the context of international humanitarian law.

Despite the fact that East Jerusalem was annexed, Palestinian Jerusalemites were granted a collective permit to remain in the city based on the fragile status of ‘permanent residents’ as opposed to citizens. This has left Palestinians vulnerable to arbitrary Israeli policies and measures. Furthermore, Israel imposed its legal system and laws on East Jerusalem thus forcing Jerusalemites to become dependent on the Israeli system, which has severe negative impacts on their daily lives.

5.2 Political background

The Palestinian position on Jerusalem is that as an integral part of the territory occupied in 1967 and East Jerusalem is the capital of the future Palestinian state. Based on UN Resolution 242 and international law, Israel is to withdraw from all occupied territory including East Jerusalem. East Jerusalem is to be demarcated according to the 1967 borders as it existed prior to the occupation, spanning 6.5 square kilometres, including the Old City. Jerusalem should be an open city, with movement and access unimpeded. Recognised as central to the three monotheistic religions, the city should be a place of diversity and peaceful coexistence.

10 See International Court of Justice : Legal Consequences of the Construction of a Wall in the Occupied Palestinian Territory –Advisory Opinion http://www.icj-cij.org/docket/index.php?pr=71&code=mwp&p1=3&p2=4&p3=6&case=131&k

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The denial of East Jerusalem as the capital of the Palestinian state would negate Palestinians’ right to self-determination and would serve to increase their dependence on discriminatory Israeli policies. These policies undermine Palestinians’ right to live in the city with dignity and respect with political independence, territorial integrity and sovereignty. These policies also undermine Palestinians’ right to freedom of movement, worship, and impeding or preventing access to religious sites within Jerusalem that are integral to Palestinian identity and the preservation of Palestinian history.

Since occupation by Israel, Palestinians have maintained an effective boycott of the Israeli political system, including the Municipality11. The population did not obtain Israeli citizenship, but maintained Jordanian citizenship, holding permanent resident status in Jerusalem. Since January 1969, Palestinians residing in East Jerusalem were permitted to vote in the municipal elections of Jerusalem, however, only a minority exercised this right (three to five percent in the recent elections). Likewise, Palestinians from East Jerusalem did not stand for election in the Municipality. Palestinian political resistance has been active since 1967 against the illegitimate Israeli control over East Jerusalem. However, Israeli prohibitions regarding the establishment of Palestinian national institutions in East Jerusalem, the closure of many NGOs and grass roots organisations as well as prohibitions and restrictions on the work of Palestinian national bodies that act on behalf of the Palestinians such as the PLO and the PNA, have weakened, almost to the extent of political paralysis, the representation of Palestinians in East Jerusalem. Thus, relations with national bodies need to be strengthened. Since 1967, Palestinians have pursued various strategies including resistance, confrontation, construction and ultimately, negotiations.

In 1993, the PLO made the decision to pursue Palestinian independence through negotiations. Accordingly the PLO and Israel signed a number of agreements between 1993 and 1999. These are known collectively as the “Oslo Agreements”. The status of East Jerusalem was deferred to the permanent status negotiations. As stated in the Declaration of Principles on Interim Self-Government Arrangements, all of Jerusalem (not solely East Jerusalem) is subject to permanent status negotiations.12

The fact that the question of Jerusalem was deferred to permanent status negotiations made donors reluctant to support and finance Palestinian activities in the city in order to avoid any disruption of the fragile situation of the negotiations. The international community focused instead on strengthening the PNA which, indirectly, negatively impacted support to East Jerusalem.

Recently, several important political developments have taken place that indicate increased interest in the situation in East Jerusalem. In August 2009, the Palestinian government launched its two year plan, ‘Palestine: Ending the Occupation Establishing the State 2010-2011’. In its second year plan, ‘Homestretch to Freedom - The Second Year of the 13th Government Program’ it is stated that:

“The Government will continue to support citizens’ steadfastness and perseverance on their homeland by working to improve their quality of life, responding pro actively to their social and economic needs. This commitment applies to the entire homeland on the West Bank, including East Jerusalem, and the Gaza Strip, without distinction on the grounds of the untenable divisions between the so-called ‘Area A’, ‘Area B’ and ‘Area C’.13 This is a single political and geographic entity and the sovereign territory of the State of Palestine.“

11 Jerusalem Municipality refers to the Israeli administration.12 Negotiations Affairs Department: Negotiations and the Peace Process- http://www.nad-plo.org/inner.php?view=nego_nego_f16p.13 According to the Palestinian-Israeli Interim Agreement on the West Bank and the Gaza Strip signed on 28 September 1995, the PNA has responsibility for internal

security and has wide civil powers over Area A, consisting of approximately 17.2% of the Occupied West Bank, divided into 13 separate, non-contiguous areas, where the majority of the Palestinian population lives. Israeli checkpoints surround each of these areas. The PNA has civil control over Area B, consisting of 23.8%

Photo Courtesy of the Civic Coalition

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Internationally, in December 2009, the Council of the European Union issued a statement titled “Council conclusions on the Middle East Process” in its 2985th Foreign Affairs Council meeting. The statement included several important conclusions regarding East Jerusalem, including a reconfirmation that the Council has never recognised the annexation of East Jerusalem and that, “If there is to be a genuine peace, a way must be found through negotiations to resolve the status of Jerusalem as the future capital of two states.” The statement called for the “reopening of Palestinian institutions in Jerusalem in accordance with the Roadmap” and for the Israeli government to,” to cease all discriminatory treatment of Palestinians in East Jerusalem.” Furthermore, the Council reiterated the EU’s, “readiness to contribute substantially to post-conflict arrangements, aimed at ensuring the sustainability of peace agreements”, and that EU, “will continue the work undertaken on EU contributions on state-building, regional issues, refugees, security and Jerusalem.”14

The most recent political development is the resumption of direct negotiations in September 2010.

It remains unclear how the growing interest in East Jerusalem and the resumption of direct negotiations will affect the future financial support of activities in East Jerusalem. However, it should be noted that the SMDP supports and is in line with PNA’s plans and the increased international interest in East Jerusalem. Furthermore, SMDP interventions are in line with the Palestinian position on East Jerusalem under the permanent status negotiations.

5.3 Demography and geography

East Jerusalem is considered to be an integral part of the Jerusalem Governorate. For the purpose of the SMDP, East Jerusalem is defined as the area east of the Green Line occupied in 1967 by Israel. It includes both the area illegally controlled by the Jerusalem Municipality designated as J1 and its immediate surroundings, or J2, which is under the civil jurisdiction of the PNA (Area B). J1 and J2 are two distinct entities in terms of status, administration, management of services, taxation and regulatory systems.

The population of East and West Jerusalem is 796,600, of which Palestinians accounted for 35 percent, or 281,800, in 2010.15 According to the Palestinian Central Bureau of Statistics (PCBS) in 2009, the Palestinian population in J1 and J2 was estimated to be 368,394. The Jerusalem Governorate includes two refugee camps, one internal (Shufat) and one external (Qalandia) to the municipal boundaries, with an approximate population of 14,600 people. Palestinians under the age of 24 years consist of approximately 54.8 percent of the population, with 46.7 percent under the age of 19.16 The composition of the Palestinian population in East Jerusalem raises several issues that need to be taken into consideration. The high percentage of young people signifies the population growth rate is likely to increase in the future. It also indicates an increasing number of young people entering the labour market, as well as an increasing demand for housing and public services.

Overarching Israeli governmental plans and policies in East Jerusalem have remained constant so as to: maintain a Jewish demographic majority and usurp Palestinian land; while limiting Palestinian population growth. The declaration of such intentions were stipulated in the Jerusalem Municipality’s Master Plan 2020,

of the West Bank, but overall security control rests with Israel. The PNA has no control over Area C, consisting of 59% of the Occupied West Bank. (From the Summary of Signed Agreements and Compliance with Signed Agreements- PLO Negotiations Affairs Department- http://www.nad-plo.org/inner.php?view=nego_nego_nsummeryp).

14 Statement by the EU Foreign Affairs Council in its 2985th meeting , «Conclusions on the Middle East Process» - http://www.consilium.europa.eu/uedocs/cms_data/docs/pressdata/en/foraff/111829.pdf

15 Population projection of Jerusalem and the Jerusalem district, by Population Characteristics, 2000 – 2020) The Jerusalem Institute for Israel Studies-Statistical Yearbook 2009/10 Population: http://jiis.org/.upload/web%20C0509.pdf

16 Palestinian Central Bureau of Statistics, Jerusalem Year Book 11, 2009. http://www.pcbs.gov.ps/Portals/_PCBS/Downloads/book1561.pdf

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which seeks to secure an absolute Jewish majority in the city by creating a framework to proceed with the development of the city of Jerusalem as a capital for the Jewish state and a seat for its government. A stated city population target consists of 70 percent Jews versus 30 percent Palestinians.17

Given their fragile status as residents as opposed to citizens, Israeli Government demographic plans that aim to minimise Palestinian presence place the Palestinian population under constant threat. In 1995, Israel introduced the ‘centre of life’ policy. The policy has resulted in the revocation of residency status by confiscating ID cards from persons who cannot prove that their ‘centre of life’, for the past seven years, has been in Jerusalem.18 Further displacement and fragmentation of families has taken place due to the construction of the Separation Wall and the extension of Israel’s jurisdiction such as the 2003 Nationality and Entry into Israel (Temporary Order) Law, forbidding residents of the oPt to live in Israel with their spouses.19 This was further exacerbated by the freezing of family reunification applications in 2004.

Geographically, the Palestinian landscape in East Jerusalem has been undergoing drastic transformations. Israeli urban planning is altering spatial and demographic elements of Jerusalem. According to the Israeli Planning and Building Law of 1965, approved, detailed urban plans are required for building or almost any type of alteration. To obtain a building permit, Palestinians are compelled to go through cumbersome and costly procedures, which usually result in the rejection of their applications. Various Israeli plans which seek to retain the village model and quell Palestinian growth, have led to perilous consequences. The meagre 13 percent of the 70.5 square kilometres of the Jerusalem municipality area that has been designated for Palestinians for housing, as opposed to the thirty-five percent of the land has been confiscated for Israeli settlements, where an estimated 195,000 Israeli settlers reside20, coupled with restrictions that make it almost impossible to obtain building permits, has forced Palestinians to resort to ‘illegal’ building when faced with no alternatives. Palestinians live with the constant fear of demolition. In 2008, 93 unlicensed buildings were demolished.21 A total of 2,000 buildings have been demolished since 1967, with 692 buildings demolished in the period between the beginning of 2000 and April 2009. Demolitions lead to the displacement of families, loss of primary assets, psychological effects, particularly on children, limited access to basic services, and severe disruption to daily life, including education.

According to Office for the Coordination of Humanitarian Affairs (OCHA) 2009 special report, “The Planning Crisis in East Jerusalem”, whole areas in East Jerusalem are under the threat of comprehensive demolition. If demolition orders are executed 4,600 people will be affected across East Jerusalem. In addition to demolitions, a further 500 Palestinians in the Sheikh Jarrah neighbourhood of East Jerusalem are under threat of eviction from their homes.

17 Abdelrazek Adnan, Tofakji Khalil. Israeli Colonial Policies and Practices: De-Arabisation of East Jerusalem. The Arab Studies Society, 2008.18 B>Tselem – Revocation of Residency in East Jerusalem. http://www.btselem.org/English/Jerusalem/Revocation_of_Residency.asp. 19 Btselem: January 2004, Joint report with HaMoked: Center for the Defence of the Individual, Summary – Forbidden Families: Family Unification and Child Registra-

tion in East Jerusalem. http://www.btselem.org/English/Publications/Summaries/200401_Forbidden_Families.asp 20 OCHA Special Focus “The Planning Crisis in East Jerusalem: Understanding the Phenomenon of ‘Illegal’ Construction”. 2009. http://www.ochaopt.org/documents/ocha_opt_planning_crisis_east_jerusalem_april_2009_english.pdf21 Ibid.

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5.4 social conditions

The Israeli policies and measures have forced Palestinians in East Jerusalem to depend on the Israeli system of services which is based on ethno-national affiliation with approximately 8-12 percent of the municipal budget services allocated to Palestinian Jerusalemites22 who comprise, according to Israeli statistics, 35 percent of the total population. As such, deliberate and discriminatory actions against the Palestinian population continue and include, inter alia:

Land expropriation; 1.

Construction of settlements in and around Jerusalem with recent developments in the Old City and its 2. environs;

Construction of settlement roads and infrastructure;3.

Building restrictions;4.

Destruction and confiscation of homes; 5.

Lack of adequate public infrastructure;6.

Prejudicial land and zoning laws and regulations;7.

Severe closures coupled with the erection of the Separation Wall, deviating from the 1949 armistice line, 8. which facilitates further settlement expansion and severely impacts the daily lives of Palestinians;

Lack of consideration for the environment and natural resource degradation; 9.

ID card confiscation;10.

Changing residency rights and permits.11.

All this results in a chronic housing shortage and overcrowding, and constrains access to employment, and public services like education, in addition to other ramifications.

22 Meir Margalit, Member of Municipal Council of Jerusalem. Palestinian Jerusalemites only received 7.8 percent of the latest 2009 Infrastructure Budget. The Social Budget has yet to be approved. Interview – June 2009.

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Life in the settlements and West Jerusalem depict a stark contrast in the quality of the environment and service provision to that found in East Jerusalem. Common features in these areas, which are predominantly inhabited by the Jewish population, are well designed and maintained parks, public infrastructure, streets and overall cleanliness reflecting regular service provision. Conversely, common features in East Jerusalem include open garbage containers, wild dump sites for solid waste, lower sewerage network coverage and higher use of cess pits. These differences clearly manifest discriminatory treatment of Palestinians. Some indicators of these policies are shown in Table 2.

Table 2: Comparison between East Jerusalem and West Jerusalem

Type of service East Jerusalem (primarily Palestinian

population)

West Jerusalem (primarily Jewish Israeli

population)

Status of sewage network (km) 67 650

Number of buildings not linked to sewage network

2,620 70

Status of roads (km) 87 680

Status of pavements (km) 73 700

Number of social care centres 3 20

Number of public parks 45 1,087

Average number of persons per public park

7,362 477

Number of family health centres (motherhood and childhood)

5 32

Average number of children per centre

68,882 1,821

Sixty six percent of Palestinian families in East Jerusalem and 76 percent of Palestinian children (over 49 percent of East Jerusalem residents are children) live below the relative poverty23 line as opposed to 48 percent of Palestinian families and 15 percent of Jewish families throughout Israel.24 Coupled with inadequate education and employment opportunities, poverty has contributed to the deterioration of Palestinian human capital, productivity and workforce capacity.

Although most of the population has access to the Israeli social welfare system which covers health costs and provides social security benefits, attaining these services is difficult. Palestinians are forced to depend on the Israeli social welfare system since Israel prevented the development of comprehensive Palestinian alternatives. Moreover, obtaining Israeli services is a way to prove that Jerusalem is the centre of life and to avoid the revocation of residency.

Meanwhile, the delivery of Palestinian education and health services is characterised by considerable fragmentation and significant differences in quality between providers. Education services are insufficient. Lack of space and inadequate infrastructure indicate that all pupils cannot be accommodated. This situation

23 The relative poverty line was calculated by the Palestinian Central Bureau of Statistics based on an expanded basket of consumption including basic needs such as food, clothing, and housing, in addition to healthcare, education, transportation, personal care, and the needs of a household consisting of six members (parents and four children). The deep poverty line was calculated by the Palestinian Central Bureau of Statistics based on the basic needs for a household consisting of six members (parents and four children) and includes food, clothing, and housing.

24 Choshen, Maya, ed., Vital Statistics 2004, Statistical Yearbook of Jerusalem, Institute for Israel Studies, 2004, pp. 10, 26.

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is further compounded by the poor quality of teaching, the inability to retain qualified teachers, and a weak educational supporting infrastructure. Challenges in the health sector include: inefficient use of resources; lack of preventative services as reflected by low immunisation rates; and poor professional capacity of medical personnel. Public security services are perceived to be oppressive rather than maintaining law and order. Other Palestinian public services are also problematic. There are inadequate services related to: the treatment of drug and substance abuse; violence, including domestic violence; elderly care; and special needs.

On the other hand, Palestinian civil society in Jerusalem has played a vital role in increasing political awareness and promoting rights. In addition to contributing to the overall development of society there are a number of institutions that focus on social service provision, raising awareness of civil rights, providing legal services, and the social integration of minorities, and the physically and mentally challenged. Nonetheless, the majority of Palestinian civil society organisations in Jerusalem would benefit from capacity building to develop clear operational mechanisms, and to improve human resource and management capabilities. In turn this would enable these organisations to provide better services.

With the imposition of strict closures on Jerusalem and the eruption of the second Intifada (Palestinian civilian uprising), 33 institutions relocated their headquarters to Ramallah while another 24 institutions were closed by the Israeli authorities. The economic decline resulting from the second Intifada led to a shift in focus and priority for the PNA and the donor community from development to humanitarian assistance. These factors led to a considerable decrease in civil society activity in the city.

5.5 Economic context

As the traditional historical, economic, religious and cultural centre of oPt Jerusalem’s isolation from its hinterland is contributing to its atrophy with a range of economic consequences. Like all aspects of life in East Jerusalem the economy is heavily influenced by the overall legal and political situation, especially the repressive policies and measures imposed by Israel on Palestinian Jerusalemites.

Restrictions on freedom of movement have fissured Palestinian communities, obstructed access to land, enterprises and employment, as well as increasing dependence for basic social services on Israel and international aid. Trade and tourism have been harshly impacted as a result of restrictions on movement to and from East Jerusalem. More than three million Christian and Muslim Palestinians in the West Bank and the Gaza Strip are denied entry to Jerusalem and its holy sites.25 The UN has specifically identified restrictions on movement and access as one of the main impediments to economic growth and development.

25 Negotiation Support Unit, 2009. Israeli Policies in Occupied East Jerusalem Brief, Palestine.


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The Separation Wall disconnects entire communities from what used to be their economic hub and in turn disrupts the entire Palestinian economy by constricting the flow of income. The Separation Wall has already cost over one billion US dollars in damages resulting from direct loss of income in real terms for Jerusalemites, and it is estimated that these costs will continue at a magnitude of USD 194 million per year.26

The economy of East Jerusalem is chiefly reliant on services and tourism. The restrictions on movement and access imposed by Israel are resulting in a steady decline in its economy. The situation is further exacerbated by aggressive competition from the Israeli economy which reduces Palestinian market share and increases Palestinian dependence on the Israeli economy. Banks operating in PNA-controlled areas are reluctant to extend their credit programmes to Jerusalemites and this renders access to finance very difficult.

A combination of these factors has resulted in a loss of capital for Jerusalem as many businesses were forced to relocate outside the city, thus further reducing job opportunities and lowering wages. This has compelled 35 percent of Jerusalemites to work in Israel and the settlements. Of the working age population in East Jerusalem 39.8 percent is employed (67.2 percent for males/ 12.4 for females). It is therefore clear that almost the entire Palestinian Jerusalemite labour force is reliant upon the Israeli economy for work. The declining economic situation in East Jerusalem is causing impoverishment among Palestinian with sixty six percent of Palestinian families in Jerusalem living under the relative poverty line.

26 Interview with economic analyst, Gil Shier, Alternative Information Centre, June 2009.

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Vision, goals, and specific development objectives 6

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6 vision, goals, and specific development objectives

6.1 vision

The governing Palestinian vision for East Jerusalem is as follows:

“Jerusalem is an Arab and international city with a Palestinian identity. Palestinians take pride in Jerusalem’s central historical, cultural, religious, and spiritual significance for the three monotheistic religions. Jerusalem is a vibrant city that contributes to human development and local, Arab, and international civil and cultural diversity. Jerusalem is an ideal city to live in, work in, and invest in because of its possession of unique and sustainable economic, social, health, cultural, touristic, and recreational attributes that befit its status as the capital of the future State of Palestine.”

6.2 Palestinian long term goals Jerusalem is the capital of the Palestinian state.1.

Jerusalem is a spiritual capital given its religious and historical importance. 2.

Strengthening the links between Jerusalem and its Palestinian environment. 3.

Enhance the socio-economic and living conditions of Palestinians in Jerusalem.4.

Strengthening Palestinian steadfastness in East Jerusalem.5.

6.3 Overall smDP objectives

In line with the above Palestinian vision and goals, the SMDP strives to achieve the following overall goals:

Improve the living conditions for Palestinian Jerusalemites in the city. 1.

Protect Palestinian national institutions operating in Jerusalem, strengthening their role and expanding 2. their community participation.

Revive and develop the Palestinian economy in East Jerusalem.3.

Increase the absorption capacity of Jerusalem so as to accommodate the largest possible number of 4. Palestinian Jerusalemites.

Protect the rights and identity of Palestinians in East Jerusalem. 5.

6.4 challenges and common issues

The SMDP assessed the needs of eleven sectors, grouped into three main clusters, as shown in Table 1. The sector needs assessments revealed several challenges common to all sectors.

6.4.1 Israeli measures against Palestinians and their institutions in East Jerusalem

Israeli discriminatory policies and measures infringe on all aspects of day to day life for Palestinians. Institutions are being closed, houses are being demolished, land is being confiscated, schools are overcrowded, and infrastructure is neglected. Any attempts at development by Palestinians are confronted and hindered by tedious Israeli legal and bureaucratic procedures and processes. As a result the need for legal support and protection has emerged as a common issue for all sectors.

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6.4.2 Limited resources

Almost all sectors lack human and financial resources. The stagnating political process and deteriorating economic conditions have had negative effects on the availability of and accessibility to sufficient public funding and private finance. The reluctance of donors and the inability of the PNA to operate in East Jerusalem, coupled with hesitance on the part of the private sector, including banks, to invest in East Jerusalem, has limited the financial resources available for development. Many institutions, both private and civil society organisations, have relocated to PNA controlled areas, leading to a drain of qualified human resources. As a result, access to finance and the need to encourage investors to put funds into East Jerusalem has emerged as a common issue for all sectors.

6.4.3 Lack of reliable information

Common to all sectors is a lack of reliable and accurate data. Data about development in Jerusalem is dispersed among various sources. In many cases even if information is available it is politically manipulated and may be contradictory. Palestinian institutions face many constraints in collecting and accessing information in Jerusalem despite efforts by PCBS to provide updated and accurate data. Coordination of data collection and analysis is a priority for all sectors.

6.4.4 Weak Palestinian institutional and governance structures

The continued closure of Orient House, the de facto representative of the PLO in Jerusalem, has created a vacuum in an Palestinian official physical presence on the ground. Heavy restrictions are imposed on any official Palestinian representation in Jerusalem. Any official public initiative or activity is strictly prohibited. Activists are increasingly harassed, arrested, and threatened with deportation with the aim of suppressing the emergence of local Palestinian leadership in Jerusalem and hampering community collective action and mobilisation. In parallel, Israel is systematically targeting Palestinian civil society organisations in Jerusalem and hindering their work. Additionally, the sector needs assessments revealed deficiencies in Palestinian institutions as follows: weak governance structures; lack of qualified staff; over-diversification of types of activities; heavy reliance on external funding; and weak internal coordination. These factors undermine the consistency, sustainability, and quality of services provided. As such, capacity building, particularly in terms of institutional building and good governance practices, has emerged as a common issue for all sectors.

6.4.5 Human rights

The SMDP is based on the premise that development and assistance to fulfil human potential are part of human rights. This is particularly valid for East Jerusalem, which has been under illegal occupation since 1967. Israel has consistently and systematically ignored the human rights of Palestinians in the city through deliberately neglecting their needs and rights with violations that infringe on all aspects of daily life. Safeguarding and protecting the human rights of Jerusalemites is a common theme that underlies all the proposed interventions of the SMDP.

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6.4.6 Social equity and gender balance

Social equity and gender balance is another theme that underlies all proposed interventions. Gender inequality still exists and is manifested in limited access and control of resources, low levels of participation in public and political life, decision making, and violence against women. Women’s participation in the labour force is significantly lower than their male counterparts. Women-headed households are among the poorest. The occupation and the loss of economic security are factors that have led to an increase in domestic violence against women and children. All SMDP interventions strive to consciously address social equity and gender issues in a consistent and coherent manner.

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Summary of sector studies: main sector challenges, objectives, and strategic responses

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7 summary of sector studies: main sector challenges, objectives, and strategic responses.

This chapter provides a brief summary of the main challenges confronting each sector, the strategic objectives and the responses to address them. It should be noted that the strategic responses identified by the SMDP are in line with the priorities of the PNA’s second year programme of the plan, ‘’Palestine: Ending the Occupation, Establishing the State (Homestretch to Freedom – the Second Year of the 13th Government Programme’).

Under the social protection and development cluster, the SMDP is in line with the Programme as follows:

“The coming year will also witness a deepening of the Government’s efforts to improve the range and quality of basic services for citizens of all ages.

We will proceed with modernization of the education system, in line with a strategic national vision to •prepare future generations with the knowledge, expertise and skills to drive progress and prosperity in Palestine.

We will extend health insurance coverage and promote quality improvements in health care services, •including greater specialization such that Palestinians can receive treatment for all ailments in their home country.

We will promote arts and culture in Palestine, encouraging individual creativity and innovation as well as •collective engagement in cultural activity and pursuits.

We will develop better infrastructure, equipment and programs to enable our youth to participate in •organized social and sporting activities.

We will continue to pursue policies that empower women in Palestine and ensure their full contribution •to the endeavour to build the state. We take seriously our obligation to promote gender equality in all aspects of public and private life, and we encourage civil society organizations to continue to hold government accountable on gender equality issues.”

Likewise, and under the economic development cluster, the SMDP is in line with Programme as follows:

“Our work to enable private sector growth, including an extensive program of legal, regulatory and administrative reform, will continue as part of the effort to achieve greater economic self-reliance.

We will focus on initiatives to promote growth and exports in the agriculture and tourism sectors, •whilst engaging in longer-term efforts to build the productive base of the national economy in strategic industrial and service sectors.

We will work to build closer ties with international trade bodies, markets and businesses in order to •increase exports and strengthen Palestinian businesses.

We will continue to explore and take advantage of opportunities for partnership between the public and •private sectors, whilst protecting national resources and citizens from exploitative practices. The Anti-Corruption Agency, consumer protection associations and professional unions will all play a vital role in safeguarding the national interest.”

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Like the government’s Programme, the SMDP emphasises that human capital is the most precious resource and reaffirms the PNA’s statement:

“Our human capital is our most precious resource as we move forward to establish the State of Palestine. The Palestinian people have battled for survival on their homeland for many decades in the face of sustained attempts to crush their sense of national identity and destroy the very fabric of their society. In remaining steadfast in their determination, the Palestinian people have confounded the expectations of those who have bet on their failure to persevere in the face of adversity: our spirit has not been broken and we will never succumb to defeatism.”

7.1 social protection and development cluster: main sector findings, strategic objectives identified and responses

There are five sectors under the Social Protection and Development Cluster:

Education;•

Youth;•

Health;•

Social Welfare;•

Culture and Heritage. •

7.1.1 Education sector

Main issues

There are 72,724 students in East Jerusalem (37,735 female and 34,989 male students) and 197 schools.27 There are four providers of primary education services in Jerusalem: PNA; private sector; the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA); and Jerusalem Municipality. Schools belonging to the private sector represent the largest share (51 schools) and absorb approximately 20,000 students. Fifty schools are funded by the Municipality and absorb over 37,000 students, which is the largest proportion of students. UNRWA offers education services to refugees and supervises a total of 3,400 students in eight schools. The breakdown is shown in Table (3) 28.

27 Palestinian Ministry of Education and Higher Education: 2nd 5-year plan 2008-2012. http://www.moehe.gov.ps/5year-plan/5yearplan-new.pdf. 28 General Directorate for Educational Planning – Palestinian Ministry of Education and Higher Education – Statistics of Scholastic Year 2008-2009.

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Table (3) Number of students in schools according to the supervising party 2008-2009

Service provider

Number of schools

Male Female Co-ed Number of students

Male Female Number of classes

Islamic Waqf schools

38 14 16 8 12,136 4,383 7,753 473

UNRWA schools

8 3 4 1 3,400 1,071 2,329 102

Private schools

51 6 10 35 19,748 10,815 8,933 762

Municipality schools

50 x X X 37,440 x X 1,158

Total 147 72,724 2,495

Jerusalem Municipality controls 205 educational institutions, including kindergartens, elementary, secondary and private schools. Fifty eight kindergartens are run by the Municipality and absorb 1,374 children. The application of an Israeli curriculum in Municipality schools has been accompanied by imposition of Zionist, Israeli ideology on Palestinian students. This has particularly been the case in the social sciences (i.e. history, geography and social studies) where new emphasis has been placed on the Jewish character of the country.

The education system in East Jerusalem is hampered by severe overcrowding. The area available for every student in most cases is 0.5 square metres and this results in severe overcrowding. It is estimated that over 9,000 school age children do not attend school and are outside of an education system. There is a dropout rate of 10 percent. Several factors contribute towards this phenomenon including: lack of land available for Palestinians in East Jerusalem to construct new schools; restrictions on the construction of new schools and/or expansion of existing schools; lack of available funding for education infrastructure projects; and finally Jerusalem Municipality’s neglect of its obligations under the Law of Compulsory Education. According to this law, “all children in the age group 5-15 have to enrol in schools and their education will be free of charge”. As for children in the age group 16-17, their education will be free but not compulsory; funding for this schooling comes from special fees collected by the National Insurance Institute”. These factors have diminished enrolment and the quality of education provision in available to Palestinians in East Jerusalem.

Photo Courtesy of Faisal Al Husseini Foundation


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Due to the inadequate and insufficient infrastructure available in existing schools, education service providers are often forced to rent buildings that are primarily residential in nature and therefore not fit to serve as schools. Out of a total number of 38 schools under the supervision of the PNA Ministry of Education and Higher Education (MoEHE), only 16 are owned by MoEHE while the rest are rented. The same applies to private schools that rent and administer 21 out of the 51 schools. UNRWA rents half of its schools

There is a shortage in vocational education centres. There are eight vocational schools. The PNA runs two schools and the private sector supervises the remaining six schools. The absence of specialised laboratories, appropriate sanitation facilities, playgrounds, and facilities for students with special needs are further obstacles to students’ educational growth.

Tables (4) and (5) illustrate the status of education infrastructure and issues related to public safety.

Table (4) Infrastructure in schools and public safety matters (i.e. electricity, water, bathrooms, and lighting)29

Service provider

ElectricityHeating

system in classes

Walls around school building

Special staircase for

students with special needs

Bathrooms for students with special

needs

Sewage system

Yes No Yes No Yes Partial No Yes No Yes No Yes No

Government / Islamic Waqf

38 0 3 35 25 8 5 5 33 8 30 28 10

UNRWA 8 0 0 8 8 0 0 1 7 1 7 5 3

Private 51 0 37 14 49 1 1 6 45 7 44 49 2

Total 97 40 57 82 9 6 12 85 16 81 82 15

Table (5) Provision of science laboratories in schools according to supervising party30

Supervising party

Number of schools

Available laboratoriesFixed tables in laboratories

Gas and water extensions in laboratories

Number of laboratories

% of schools with laboratories

Yes No Yes to both Yes to one No to both

Government / Islamic Waqf

38 20 52.6% 18 20 18 1 19

UNRWA 8 2 25% 4 4 2 2 4

Private schools

51 26 51% 23 28 20 2 29

Total 97 48 143.1% 45 52 40 5 52

29 General Directorate for Educational Planning – Palestinian Ministry of Education and Higher Education – Statistics of Scholastic Year 2008-2009.30 General Directorate for Educational Planning – Palestinian Ministry of Education and Higher Education – Statistics of Scholastic Year 2008-2009.

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A further major problem in the education system in East Jerusalem relates to the curriculum and the quality of education. Kindergartens in East Jerusalem lack a unified curriculum and suffer from weak supervision and follow up. Early childhood, primary and vocational education institutions in East Jerusalem do not have the equipment necessary to support and improve the quality of education and learning processes. These institutions lack equipment such as computers, projectors, copiers, and educational aids. Equipment in vocational education centres is outdated and centres lack sufficient funds to keep up with the latest developments in their field of specialisation, particularly in terms of rapidly evolving technologies and professions. The curriculum in vocational education centres require updating and adjustment to better meet market needs. East Jerusalem vocational education centres lack recognition of their certification in the Israeli labour market and are confronted with aggressive competition from Israeli vocational centres. They are further impacted by negative perceptions within the Palestinian community regarding vocational education.

The quality of education is jeopardised further by access restrictions imposed upon West Bank teachers who represent 70 percent of teachers in East Jerusalem and generally have superior qualifications. This situation is compounded by difficulties in recruiting and retaining qualified staff which are attributed to recruitment procedures, salaries, and incentives. Educational institutions, particularly in non-Municipality run primary and vocational education establishments, are unable to provide appropriate continuous training programmes for their teachers and trainers.

Israeli access restrictions applied to students violate their right to receive a sound education. Checkpoints and occupation barriers have led to negative repercussions on female students in particular. Fearful families in turn place restrictions upon girls and young women that impede their access to education and which may escalate the gender gap.

The poor quality of education has been further exacerbated by weak institutional coordination in the provision of comprehensive services to students, particularly for children with special needs. Resources are scattered, thus hampering the possibility of pooling and exchanging expertise. Additionally, the education system in East Jerusalem needs to develop administration capabilities at all levels and in all types of education, including the department of education within MoEHE.

Strategic objective

To improve the quality of education and learning in Jerusalem.

Strategic response

Increase the number of classrooms and improve school infrastructure.

This involves maintaining and rehabilitating existing schools, renting and/or purchasing buildings and undertaking necessary modifications to render them appropriate to serve as schools. It also involves the


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construction of new schools, and the development and improvement of the physical infrastructure of educational institutions. This includes sanitation facilities, playgrounds, lighting and ventilation systems, libraries, access facilities for those with special needs, maintenance of laboratories, areas for recreational activities, and ensuring safety precautions for students. The strategy will require legal advocacy to address the need for the Municipality to comply with its obligations as well as to address the limitations placed on building, construction and expansion.

Strengthen education support structures.

This involves: provision of equipment and furniture; overall human resource development, including training of staff and continuous education for educational professionals to improve the level of quality provided to students; development of educational aids and guidelines for teachers maintenance and upgrading of existing equipment in vocational education institutions; introduction of new technologies and teaching methodologies; raising awareness about vocational education within schools and in society; introduction of e-learning, particularly in primary education; development of a curriculum for early childhood education; provision of counselling services; activation of Parent-Teacher Associations; pooling of resources and expertise as well as technical facilitation to ensure coordination among educational institutions.

Develop financial and administrative capabilities and systems.

This focuses on building the financial and administrative capabilities of staff of educational institutions through capacity building, particularly within primary education. It also focuses on the introduction of information technology (IT) to improve the performance of educational institutions and facilitate the sharing of data, resources, and expertise. Moreover, it concentrates on developing the planning and supervisory capacities of MoEHE’s Education Directorate and schools in East Jerusalem through establishing computerised networks linking them. This also includes training administrative staff in managing and using the computerised system. Legal and engineering support to the Directorate in planning for the rehabilitation and construction of existing and new schools shall be provided, as well.

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7.1.2 Youth sector


Main issues

The political context has had severe impacts on youth. The expansion of settlements and the continuous stream of new settlers whose rights supersede those of the incumbent Palestinian population have shrunk the space available for Palestinians to live and work, and been accompanied by confiscation of land and property and a general feeling of insecurity and uncertainty. These factors, coupled with the fragmentation of Palestinian families and the nation in general due to the Separation Wall and a multitude of physical barriers and discriminatory practices, have resulted in a profound identity crisis among young people. This has been manifested in psychological issues in youth and difficulties in working with them.

Poverty is a critical issue afflicting the Jerusalemite community that has severe implications for children and the younger generation in the short and long term. The crisis, which is the result of deliberate restrictions imposed by Israel, is reflected in high rates of poverty and deep poverty in Jerusalem.31 Poor employment conditions and a lack of education (there is a 10 percent dropout rate from school) have led to high unemployment rates, social hardship and poverty. The absence of recreational areas and low participation in existing youth clubs or sports activities has been accompanied and compounded by an increase in the spread of substance abuse and delinquency. There is an urgent need for community awareness and counselling to instigate collective awareness and action.

Voluntary work is an activity that provides support to the economy as well as being a pillar of cohesive societies. However, a 2008 Study by the Palestine Economic Policy Research Institute (MAS), showed that over the period since 2000 the rate of volunteering among Palestinian young people in youth and sports institutions decreased by 32 percent. The trend of young people shunning away from voluntary work in recent years has become a universal phenomenon and needs serious intervention.

31 Community Section: Jerusalem Municipality (2006). Action Plan for the work group on developing the Jerusalemite family. Protocol resulting from workshops with representatives of a network of local organisations and residents. Report prepared by Riyad Tibi – 1/8/2006.

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Problems confronting youth in East Jerusalem are compounded by the weak and fragmented institutional structures of the organisations that serve and work with young people. These organisations have deficient infrastructure and weak administrative capabilities. Furthermore, more efforts are needed to ensure the integration of minorities and marginalised groups such as ethnic minorities, women, and young people with special needs.

Strategic objective 1

Promote and strengthen the Palestinian identity of youth in Jerusalem.

Strategic response

Raise the awareness of young people of their heritage, history, cause and ensure greater youth participation.

This will be facilitated through working with school and university students in particular and with the community at large. Community awareness will play an essential role in permitting youth to assume a leading social and national role. This strategy also involves ensuring greater participation of youth in awareness programmes and activities, along with reinforcing youth and institutional initiatives. Furthermore, this requires greater engagement of youth, including youth from marginalised, ethnic backgrounds, in assessing their own needs and incorporating them into decision making processes as well as in the administration and implementation of youth programmes.


Improve the quality of services provided to youth to develop their capabilities and optimise quantitative and qualitative benefits.

Strategic responses

Strengthen the institutions that serve youth and improve their infrastructure, particularly institutions that serve youth with special needs.

This entails the development of organisational management and the improvement of skills through training to improve services and support projects. Also, existing infrastructure needs to be brought up to standard and new venues need to be identified and developed as youth centres.

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Support initiatives and institutions that focus on the integration of people with special needs into the community.

This will take place through the improvement of infrastructure, as well as the institutional and administrative capacity building of youth organisations and related initiatives.


Alleviate the crisis afflicting youth as a result of the socio-economic and political conditions, particularly youth from marginalised sectors of society.

Strategic responses

Support programmes facilitating participation of youth from marginalised sectors of society.

The participation of marginalised youth in healthy and productive activities will serve to promote inclusion and diversity, and to decrease alienation.

Maintain support to institutions that work with youth who are high-risk in terms of drug-use or delinquency.

This will be facilitated through providing community awareness programmes that provide information on these issues and serve as a productive outlet for youth. Improvements in the capacity of professionals in the field of drug-abuse and rehabilitation are required through courses in universities or through specialised civil society organisations. This also involves strengthening and supporting anti-drug organisations in Jerusalem, particularly those working with youth.

Activate career advice centres that facilitate graduate entry into the labour market

Students need vocational counselling to assist them in selecting the appropriate field of study and to facilitate their incorporation into the labour market. This strategy involves supporting centres that provide career advice and that equip students with skills or that support small-scale youth initiatives and projects. It links with objective four of the Economic Sector in terms of developing an entrepreneurial spirit among Palestinians in Jerusalem with a special focus on youth.

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7.1.3 Health sector


Main issues

There are five health care providers in East Jerusalem.

Israeli Sick Funds. These are the major health care providers for Palestinians in East Jerusalem. The Sick 1. Funds have negotiated contracts with the private health sector and NGOs for specific primary health care (PHC) services and with some East Jerusalem hospitals for secondary care services.

UNRWA. UNWRA is mandated to serve the refugee population. It operates two clinics in J1 and one 2. clinic in J2 with a referral system to East Jerusalem hospitals. UNRWA is the only organisation that provides relatively comprehensive PHC to refugees living in East Jerusalem.

NGO sector. This provides local PHC services.3.

Charitable societies. These provide specialised hospital and rehabilitation services as well as mental 4. health care.

Private sector. This consists of private clinics, laboratories, pharmacies and small maternity hospitals. 5.

There is a diversity of providers with mostly curative rather than preventive services. There is a lack of specialised and diagnostic services or a comprehensive, integrated, primary, secondary and tertiary system. The various providers require coordination and cooperation.

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Emergency and ambulance services are supplied by two providers and are deficient.

Israeli Magen David Adom. This organisation refuses to operate in some areas of East Jerusalem claiming 1. security concerns.

Palestinian Red Crescent Society (PRCS) which started its emergency services in 2006 and has only nine 2. ambulances, twenty emergency medical technicians (EMTs) and thirty volunteers.

Overall, 90.2 percent of Jerusalemites were covered by health insurance in 2005 with 98 percent in J1 and 77.1 percent in J2. Based on the mentioned percentages, 63.9 percent are covered by the Israeli government health insurance (Kupat Holim) and 24.8 percent by the Palestinian government health insurance.

The health sector in East Jerusalem is affected by the expropriation and closure of hospitals, and by attacks against hospitals which put staff and patients on a high state of alert. As with other areas of construction there are major impediments regarding the development and expansion of hospitals.

There is a lack of comprehensive services related to mental health care and primary health care. There is extreme discrepancy regarding rehabilitation services provided by Israel for Palestinians in East Jerusalem versus those available to the Jewish population. Most centres contracted by the Israeli Sick Funds provide curative services with minimal preventive services. Health information management systems require improvement.

Continuous education for health professionals is poor and many qualified health professionals are drawn to Israeli or private facilities. The situation is exacerbated by: strict Israeli Ministry of Health licensing requirements for nurses and physicians; financial pressure from Jerusalem Municipality property tax (Arnona) which may cripple hospitals; and access restrictions imposed on staff and patients from the oPt. Access restrictions have dire repercussions on the provision of health services and the health of individuals that cannot attain the specialised services offered in Jerusalem.


To create a health care system model in East Jerusalem.

Strategic response

Establish a sustainable model: the East Jerusalem Clinic Network (EJCN).

The EJCN will work in coordination with the already existing East Jerusalem Hospital Network and other health service organisations. The EJCN will be a non-profit clinic network established to meet community needs. It will provide competitive, high quality, health services to all Palestinians in Jerusalem through the establishment of a series of clinics and centres. These will be distributed throughout East Jerusalem according to population density and special care needs. The proposed ECJN will be a subcontractor of all Israeli Sick Funds.

The ECJN will provide a mechanism for coordinating primary, secondary and tertiary care systems in East Jerusalem and under the ECJN clinics will provide the following standard services which are a combination of primary, secondary and urgent care services:

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Maternal child health;•

General primary care curative services;•

General basic diagnostic services;•

Urgent care and emergency care; •

Preventive services;•

Mental health and counselling;•

Geriatric services;•

24-hour ambulance service.•

In addition to emergency and biomedical curative services, the system will integrate an effective mental health and counselling programme and a community prevention and promotion programme. This will serve to establish neighbourhood health centres as wellness centres, facilitating greater proximity to the community rather than setting-up traditional clinics that deal solely with disease-related conditions.

Most levels of care will be sub-contracted initially through negotiations with the Sick Funds. Referral to the tertiary care level will be maintained, with the inclusion of East Jerusalem hospitals as an initial referral network, while preserving the right of patient choice.

Hospital standards of qualification, training and licensing will be implemented uniformly and in accordance with the highest possible standards. A thorough and stringent human resource development plan will be implemented throughout the system. A community professional board will be established for this city-based health network and will serve as a governance structure for the executive branch in hospitals and clinic networks.

The model for health in East Jerusalem will be based on preserving the advantages of the current system, utilising the current financing and regulatory mechanisms, and introducing an element of positive competition for contracts and services. It will be sustainable under the current situation in East Jerusalem, as well as under a future two-state, two-capital political scenario. It will utilise and strengthen the capacity of Palestinian hospitals, NGOs and private health institutions in East Jerusalem and will create a more cost-effective system in the strained economic environment of the city. Finally, it will result in improved and comprehensive primary and preventive health care.


To improve the existing health service institutions (primary, secondary, tertiary).

Strategic response

Improvements of the efficiency and effectiveness of existing health service institutions (primary, secondary, tertiary).

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Improvements entail the following:

Human resource development and improved cooperation between secondary and tertiary health service •institutions.

Improved quality of primary health care by strengthening health care providers.•

Enhanced quality of secondary and tertiary care by improving hospitals’ operational efficiency and •supporting medical specialty programmes.

Development of education for health care professionals, especially nurses and physicians in the following •priority areas: family medicine; oncology; treatment of burns, kidney dialysis, critical care; paediatric neurosurgery; respiratory therapy; pathology; palliative nursing care; and midwifery.

Promotion of cooperation among health service providers and development of a health management •information system in primary and secondary health institutions.

Development of emergency services.•

Promotion of mental health services in East Jerusalem. •

Promotion of environmental health to improve the sanitation conditions.•

Create Arab Sick Funds to cover individuals who are denied the right to health services or lack insurance •coverage (10 – 15 percent of Palestinians living in Jerusalem).

Increased cost-effectiveness of hospital services, ensuring their continued operations and promote their •cooperation with Palestinian Hospitals Coalition.

7.1.4 Social welfare sector

Main issues

The percentage of Palestinian families living under the relative poverty line in Jerusalem in 2007 reached 66.8 percent compared with 23.3 percent of the Jewish families in the city. Furthermore, the percentage of Palestinian children under the poverty line in the same year reached 74 percent compared with 47.7 percent of the Jewish children in the city. These relatively high levels of poverty are attributed to a number of interrelated internal and external factors. Some are linked to the recent historical and political developments in the city, particularly since 1967, while others are related to internal structural weaknesses of Palestinian society

Although Palestinian tax payers contribute over 33 percent of Jerusalem Municipality’s budget they receive only, approximately 10 percent back in services provided to them, reflecting extensive discrimination in Municipality budget distribution. Nonetheless, Jerusalemites are bound to these payments as it is the only way to prove their centre of life in the city, in accordance with the laws of Israel. Inadequate service provision is manifested throughout all public services and further evidenced in differences in garbage collection and the general condition of infrastructure between the west and east of Jerusalem.

The fundamental reason underlying the neglect of Palestinian welfare by Israel is that the state of Israel is not a legitimate representative of the Palestinian people: there are intrinsic tensions due to the unequal relationship of Israel as an occupier exercising control over the Palestinians as an occupied population. The result is that social welfare service provision by Israel is deficient in quantity, quality and comprehensiveness. The responsible Israeli institutions lack sensitivity towards Palestinians, their language and culture. This is compounded by deliberately lengthy and bureaucratic procedures. The situation is exacerbated further by limited financial resources and knowledge about the sector, lack of information regarding the need for services and an absence of clear procedures.

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Civil society organisations on the ground have been inefficient in service provision and are characterised by poor international advocacy strategies.

Strategic objective

Improve the access of individuals and marginalised groups to responsive, qualitative and sustainable social services.

Strategic responses

Develop an information base for social welfare needs and available services in East Jerusalem.

This entails conducting in-depth assessments of social welfare programmes and activities of Jerusalem-based organisations compared to the population’s needs. Based on the assessment, customised and new interventions will be developed. In addition, information about the size and sources of support used in programmes and activities of social welfare service providers will be investigated.

Improve the efficiency and effectiveness of existing Palestinian institutions that provide social welfare services in East Jerusalem.

This involves empowerment and capacity building programmes for institutions and voluntary groups to improve their efficiency and effectiveness. It also involves improving the infrastructure of Palestinian institutions that provide social welfare services to people with special needs, psycho-social support for children, as well as institutions that focus on reducing gender based violence in Jerusalem.

Expand the diversity and scope of social services provided by Palestinian institutions.

Currently, Palestinian institutions are unable to provide adequate services as a result of poor efficiency, lack of specialised staff and the inability to provide different services. For example, although Palestinian institutions provide mental health services and treatment and rehabilitation services to drug addicts, they do not provide assistance to the poor or the elderly with regard to unemployment allocations or old age pensions. This strategy involves empowerment and capacity building of institutions to expand and diversify their social services.

This may include overall job creation programmes as well as empowerment and capacity-building of institution staff. Given the inability to match the type of social welfare provided by Israeli institutions to the Jewish citizens, there is a need to provide legal assistance to enable Jerusalemites to claim their rights. This is addressed later under the citizenship/human rights strategic responses.


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7.1.5 Culture and heritage sector

Photo By: Creative Ad.

Main issues

Jerusalem was the main cultural centre of oPt until the 1993 closure of the city with checkpoints and, subsequently, the Separation Wall. Growing Israeli oppression against cultural activities in Jerusalem, such as the recent prohibition of the ‘Jerusalem the Capital of Arab Culture’ festival, sheds light on the difficulties confronting the sector. Cultural activities are increasingly assumed by centres in Ramallah due to the weak cultural infrastructure in Jerusalem. Ramallah, a city with a population that does not exceed one-tenth of the population of Jerusalem, has stronger cultural infrastructure than Jerusalem. This situation is reflected in the limited availability of active cultural centres. There is an absence of a comprehensive cultural centre that is capable of fulfilling the cultural needs and of contributing to the formation of the identity of the city.

Some of the cultural resources that are available, although limited in scope, include a number of museums in the city. However, there is an absence of a museum culture. With the exception of Dar a-Tifl al-Arabi Museum and the Islamic Museum in al-Haram mosque, which are both not regularly open to visitors and lack certain capacities, other museums negate a Palestinian perspective in the presentation and understanding of history.

The city lacks a central national library. The Municipal Library is administrated by the Jerusalem Municipality and it does not offer important books on Palestinian history and the plight of the Palestinian cause regarding the people’s connection to their homeland. This library has primarily been used for entertainment purposes.

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The rest of the libraries in the city are either under foreign ownership, small and weak in terms of capacity or too specialised (i.e. focusing on theology and archaeology). Examples of specialised libraries, either public or semi-public, include the British, German, American and Dominican libraries of archaeology schools. Unless arranged in advance, these are not open to the public. The al-Aqsa Mosque library and the PASSIA library are also specialised and incapable of offering services to the general public. There is one private library, the Fahmi al-Ansari library, that serves school pupils and university students. Libraries generally lack programmes to encourage reading, particularly among the younger generation.

Conversely, Israel has moved swiftly and created an Israeli cultural and heritage narrative, particularly in the Old City and Silwan. Attempts to renovate the Old City and maintain its Arab character by Palestinian organisations have been met with rejections from Jerusalem Municipality and the Israel Antiquities Authority. Meanwhile, one of the major challenges that the culture sector faces is the feasibility of integrating the cultural activities of Jerusalem into the national plans of the PNA Ministry of Culture and, the Ministry of Tourism and Antiquities. This entails ensuring that Jerusalem is not excluded from PNA national plans. The process of integration requires the specific characteristics of the city be taken into account. Coordination and integration activities should include the National Commission for Education, Culture and Sciences, thereby bestowing a sense of belonging to a comprehensive national plan among professionals in the cultural field in Jerusalem. This will also instigate the sense that the Separation Wall will not create an isolated culture in Jerusalem, but that a general, national culture embracing the entire oPt will remain intact and grow.

Additional challenges confronting the sector include: discriminatory laws and measures; lack of a cultural vision and implementation modalities; poor infrastructure and the need for investment; the absence of comprehensive coordination backed up by appropriate budgets; restricted accessibility; lack of diversity and isolation; and, the deterioration experienced by the sector as a result of the demise of Palestinian Jerusalemite identity.


Protecting and preserving the cultural heritage of East Jerusalem.

Strategic response

Develop the work of institutions that are active in the field of protection and renovation of architectural and cultural heritage in the city.

Architectural and cultural heritage institutions currently assume the role of the state with regards to protection and the renovation of archaeological heritage. Their role is imperative in maintaining the Arab heritage of the city which is integral to confronting attempts at identity assimilation and the eradication of Palestinian culture and heritage.


Strengthening cultural infrastructure in East Jerusalem.

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Strategic responses

Develop existing cultural centres.

A number of public cultural centres that are specialised in artistic performance and fine arts are found in Jerusalem. These centres need to develop their work, update their programmes and expand their audience.

Develop the work of museums and libraries.

Most museums need to be expanded and require appropriate infrastructure. Additionally, they need experts and appropriate modes of presentation. It is important that museums play a central role in presenting an Arab, Palestinian narrative in order to contribute to the formation of identity. The establishment of a Jerusalem museum network is necessary for to realise the required improvement and sustainability.

Libraries need to cater to the general public and provide books and information on Palestinian-related subjects. They should offer programmes that encourage reading, particularly targeting youth. The potential of the large number of libraries could be harnessed through the establishment of a network of Palestinian-focussed Jerusalem libraries as well as the establishment of a central national library.

Network among institutions that specialise in the same field, develop work mechanisms and ensure their integration.

The scope, activities and positive impacts of cultural institutions will increase by developing mechanisms of integration and coordination. This will serve to minimise dispersed and individual endeavours.


Improving accessibility to culture and increasing the scope of cultural activities in East Jerusalem.

Strategic responses

Establish cultural centres in the peripheries of East Jerusalem.

The extension of cultural activities to areas on the outskirts of Jerusalem is important for Palestinian identity, connection and celebration of the city. Thus, the number of cultural centres should be increased and established in neighbourhoods such as Bet Hanina, Sour Baher and Bet Safafa. Cultural activities should not be limited to large cultural centres in the centre of the city.

Create a new generation of artists and creative people.

The new generation of creative people in various cultural fields should be offered opportunities to study as well as outlets for creative expression. This will be accomplished through establishing cultural clubs, organising cultural camps and promoting cultural exchange internationally.

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7.2 Economic development cluster

There are three sectors under the Economic Development Cluster:

Economic;•

Tourism;•

Housing. •

7.2.1 Economic sector

Main issues

The Palestinian economy in East Jerusalem has a narrow base, comprised of tourism, retail sales and small workshops. Labour in Israel consists of the main source of income for an estimated 35 percent of the labour force in East Jerusalem. Data indicates a decline in the majority of economic activities as well as in private investment, in addition to significant dependence on Israel in terms of trade, employment and income generation. The city also suffers from discriminatory Israeli policies in relation to the deterioration of public services and basic facilities available to Palestinian residents in Jerusalem and due to the restrictions imposed on Palestinians regarding building construction and expansion.

As in other sectors, factors that have contributed to socio-economic decline include obstacles to economic improvement by the Israeli authorities. Conditions deteriorated after 2000, following the eruption of the Second Intifada and the escalation of oppressive Israeli measures. Jerusalemites are burdened by tax policies that target commercial activities and which result in the accumulation of debt. Closures and the isolation of the city have led increased dependence on Israel for trade, employment and income generation to significant levels.

The situation is further exacerbated by the limited opportunities, resources and financing institutions available to finance commercial and real estate activities and to provide loans to individuals and economic enterprises. There is also a general shortage of business services and infrastructure facilities, with a high cost for such services. This combines to reduce the competitiveness of Palestinian manufactured products. Variable service quality and reliability add to the difficulties experienced by commercial and industrial enterprises in Jerusalem.

Additional challenges confronting the economic sector include: a poor investment climate, with minimal investment and capital leakage to PNA-controlled areas or abroad; poor coordination among the various sectors, specifically tourism, education, economy and finance; and the loss of workers coming from the West Bank. The combination of all these factors has led to the demise of Jerusalem’s advantageous position as the chief economic centre for Palestinians.


To improve business development services in East Jerusalem.

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Strategic responses

Provide technical and financial assistance to organisations and NGOs that support private sector development in East Jerusalem.

These include:

The Chamber of Commerce, the Palestinian-•European Chamber of Commerce and the Palestinian-German Chamber of Commerce.

NGOs and international organisations. •

The Islamic Waqf. •

Local universities. •

Churches and religious institutions. •

Industrial and commercial associations.•

Establish a comprehensive database on the economic sector in East Jerusalem.

A key step in improving competitive capacity lies in providing a database on investment activities. This will provide investors with information regarding investment opportunities and the feasibility of products in potential markets. It will be necessary to gather information from surveys about markets in J1 to facilitate understanding of market needs. There is also a need to provide data on the size of facilities, deposits and other information pertaining to the residents of Jerusalem, in order to assess business services provided to manufacturers. This could be achieved in cooperation with PCBS.


To improve the competitive capacity of manufacturers

Strategic responses

Provide technical assistance and logistic support to private sector institutions.

Due to the forced absence of Palestinian government institutions, support services and logistic support are urgently needed. This should be provided through NGOs, international organisations, Palestinian semi-official institutions and religious institutions which can support economic growth in private sector enterprises. Support would include businesses development services, including consultation and logistics.

Market information would be provided, along with training, and require establishing technical and vocational training centres providing high quality IT, administration, and marketing programmes. This would help to facilitate employment opportunities for youth and support economic development. Related to this, a training needs survey should be conducted among commercial and industrial enterprises.

In addition, there is a need to guarantee loans offered to the residents and institutions of Jerusalem by financial institutions operating in oPt. Banks in oPt should be encouraged to expand their activities and offer credit facilities.

Photo by George Azzar - Courtesy of UNDP

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To expand the market share for Jerusalemite manufacturers and merchants.

Strategic responses

Providing financing with relatively soft conditions accompanied by technical assistance.

This will be implemented through expanding the activities of existing micro-finance institutions. The role of the lending institutions operating in Jerusalem needs to be reinforced and their efforts require coordination. This will be accomplished by assisting them in developing credit awareness, providing practical means to solve bad debts, and providing necessary funding for micro-project support funds. Training to businessmen and entrepreneurs should accompany lending schemes to upgrade the marketing and administrative capacities of enterprises. Establishing business incubators in order to encourage IT entrepreneurs is needed and the Palestine Information and Communications Technology Incubator (PICTI), one of the leading institutions in this field, should be relied upon.

Network between various economic sectors (i.e. manufacturing, trade, services).

Networking will be conducted through organising campaigns to encourage businesses to participate in local exhibitions, fairs and conferences. These will also serve to facilitate meetings between merchants and officials in the PNA and other support institutions, such as chambers of commerce, industrial unions and the Palestinian Trade Centre.

Enhance regional and international economic networking.

Embassies, representative offices and Palestinian communities abroad should be encouraged to support and market Jerusalem as a tourist and commercial attraction and organise media and promotional campaigns.

In order to widen the network of local merchants and manufacturers to include institutions operating in regional and international markets, there is a need to facilitate and finance the participation of Jerusalemite businesses in external activities. This will contribute to marketing local products to external markets.


To develop the entrepreneurial spirit among Palestinian Jerusalemites, especially among youth.

Strategic response

As per the first strategic response under Strategic Objective 2.

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7.2.2 Tourism sector

Photo by: Creative Ad.

Main issues

Home to the three monotheistic religions, filled with religious shrines and archaeological treasures, Jerusalem attracts visitors from across the globe. Tourism, with most activities undertaken by family-run businesses, is East Jerusalem’s economic mainstay. It generates substantial employment and income opportunities. Nearly half of the Palestine tourism sector’s hotels, the majority of the tourism infrastructure, principal stakeholders, tour operators, tour buses, and guides, are based in the city. However, the tourism industry in East Jerusalem is relatively small, especially in comparison to its Israeli competitors in West Jerusalem.

While East Jerusalem remains the base for the majority of Palestinian direct tourism service providers, tourism development in East Jerusalem has been stagnant for decades. This is primarily due to the ongoing Israeli occupation and Israel’s harsh licensing procedures, policies and regulations. Tourism in East Jerusalem has traditionally relied on the domestic and international Christian pilgrimage market which is seasonal with peak periods between March and April, and September and November. However, under the repressive Israeli panoply of regulations tourism in East Jerusalem has been marginalised and limited to the main religious sites and attractions in East Jerusalem.

East Jerusalem has approximately forty hotels with 2,000 rooms, however almost 700 rooms are closed due to poor conditions. There is an urgent need to upgrade and develop tourism infrastructure in East Jerusalem, including increasing the number of hotel rooms and developing support facilities and services such as restaurants, cafes and theatres. In order to support a viable tourism industry and product this infrastructure must be maintained and further developed. East Jerusalemites face intense difficulties, under the Israeli planning and licensing regime, in constructing and modifying buildings. East Jerusalem’s tourism

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infrastructure and services are in poor condition as a result. This contrasts with the facilitative business environment found in West Jerusalem where tourism infrastructure is well developed and updated. East Jerusalem consequently receives a disproportionately small proportion amount of the revenue generated by the considerable numbers of foreign visitors to the city since they stay, eat and travel predominately with West Jerusalem enterprises.

Furthermore, East Jerusalem has relied on and benefited from domestic tourism in the form of visitors from the West Bank and the Gaza Strip who, in addition to religious reasons, travelled to the city for business, educational purposes and school trips, to visit friends and relatives, and for health treatment. However, East Jerusalem has been unable to capitalise on its domestic tourism market since the year 2000 as a result of the Israeli closures and movement restrictions. As a consequence the domestic market has almost disappeared.

A further challenge to the sector in East Jerusalem is incoherent marketing strategies. Areas of tourism concentration in East Jerusalem are designated by the Jerusalem Municipality as grade “A” areas. Enterprises located in them are subject to high taxes but receive minimal services in return and the neglect of these areas is immediately visible as well as posing fundamental and less easy to see challenges for tourism operators.

As described in the Economic Sector, enterprises in East Jerusalem face an environment that is not business friendly with minimal access to finance and credit facilities; human and financial capital leakage; restrictions on access and mobility that affect domestic visitors and workers alike; the high cost of land; and a weak private sector institutional support network.

Despite these undoubted challenges there is strong potential for the tourism sector in East Jerusalem and it could capture more of the market share by diversifying its offer and providing visitors with a more authentic visit.


Improve East Jerusalem’s competitiveness in the sector.

Strategic responses

Improve the quality of tourism products and services.

The level of comfort, service quality, and innovation of the sector needs to be upgraded. The workforce would benefit from training and increased specialisation. Management and staff of hotels and restaurants, guides and tour operators would be particularly targeted. There needs to be increased cooperation and coordination between educational institutions (i.e. supply) and the sector stakeholders (i.e. demand). Training courses need to have better designed and more appropriate curricula that cover relevant areas of specialisation so as to facilitate the smooth and swift absorption of graduates into the sector workforce. Competitive packages need to be developed to prevent the leakage of Palestinian graduates and professionals to Israel due to better salaries and stability.

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Develop and market authentic, innovative and diversified tourism products and services.

The diversification of tourism packages and the introduction of more authentic venues for tourists will significantly increase East Jerusalem’s share of the market. Available resources should be exploited such as historical sites and buildings, Sufi shrines, and Crusade and Mameluk structures. Developing and rehabilitating Old City sites and markets should be prioritised. Cultural events and experiences should be integrated into tourism packages, including an appreciation of Jerusalem as a space of living history where one can interact with Palestinians, and experience Palestinian culture, food, music and art. Cultural events should be supported, maintained and promoted to the domestic and foreign market.

Develop and upgrade the tourism infrastructure in East Jerusalem.

This includes: developing a medium to long term Master Plan for Tourism Development in East Jerusalem; increasing the number of rooms and accommodation facilities; increasing and diversifying tourism facilities, including support infrastructure, such as cultural centres, arts and crafts centres, restaurants and museums; and upgrading and expanding the tourist transport fleet.

Private sector support and institution building.

This will entail a number of issues being addressed. The private sector will be expected to take an active role in the Palestine Tourism Board (PTB), a public/private partnership that will be responsible for leading the marketing and promotional efforts of oPt as a tourism destination. A special unit should be established for tourism development and promotion in East Jerusalem under the PTB. There should be institutional support and capacity building for private sector associations to provide a protective umbrella for their members’ rights and to develop their respective subsectors and the tourism sector. It will be important to provide legal and advocacy support through establishing an office or contracting a specialised firm that will assist with investment, licensing and Municipality issues. Training and human resource development, as described above under strategic response “Improve quality of tourism products and services” should be carried out. Tourism related associations should receive support in registration and organisational development. There should be improved access to finance and credit facilities.

Strategic objective 2:

Advocate and actively pursue a favourable and sustainable environment for socially responsible profitable businesses, and encourage a fully engaged industry and society.

Strategic responses

Minimise leakage along the tourism value chain.

To fully measure the value of tourism it is important to understand where and when tourists make expenditure. This spending has a ripple effect on numerous other sectors and industries, such as suppliers of furniture and textiles for hotels, engineers, and contractors. The Jerusalem Tourism Cluster Initiative would assist this by creating a centralised databank of Palestinian suppliers to tourism and related enterprises and enable improved business networking and recording of tourism-related spending along the tourism value chain. The

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objective of the Initiative is to facilitate trade and business-to-business dealings between suppliers along the chain. Priority would be given to East Jerusalem based suppliers or those in the West Bank.

Investment promotion

A mechanism needs to be established to promote investment in the tourism sector. This could be accomplished through the following measures: stronger coordination with trade and investment promotion agencies such as the Palestinian Investment Promotion Agency (PIPA) and the Palestine Trade Centre (PalTrade); planning and organising investment conferences which facilitate networking for Jerusalemites seeking investment from local, regional and international investors; and establishing an online platform to provide information and list investment opportunities in the city.

7.2.3 Housing sector

Main issues

Jerusalemites are undergoing a severe housing crisis. The housing density in Palestinian neighbourhoods is twice that of the Israeli neighbourhoods. Israeli authorities have implemented restrictive policies that limit the development of Palestinian neighbourhoods. Although the Palestinian population constitutes 35 percent of the total population of Jerusalem (49.1 thousand families), Palestinian housing units account for less than 20 percent (37.5 thousand units) of the total existing housing units. Table (5) shows the breakdown of families in Jerusalem according to population density and national affiliation for the period 1986- 2007.

Table (6) Families in Jerusalem according to population density and national affiliation 1986-200732

Year Population groupNumber

of families (thousands)

Persons per room (results in percent) Average persons per

roomUp to 1 1-3 3+

1986 Israeli-Jews

Palestinians

92.2

23.0

58.0

21.0

40.5

46.4

1.5

32.6

1.1

2.2

1988 Israeli-Jews

Palestinians

97.0

21.7

57.8

27.3

40.5

39.0

1.7

33.7

1.1

2.1

1990 Israeli-Jews

Palestinians

101.2

23.6

58.3

20.2

39.5

42.5

2.2

37.2

1.1

2.3

1993 Israeli-Jews

Palestinians

114.3

28.2

59.7

19.5

37.6

47.9

2.7

32.2

1.1

2.2

1995 Israeli-Jews

Palestinians

119.7

30.9

61.4

20.3

36.2

51.9

2.4

27.8

1.1

2.2

2001 Israeli-Jews

Palestinians

130.5

36.6

70.4

19.3

27.3

64.5

2.3

16.2

1.0

1.9

2003 Israeli-Jews

Palestinians

127.8

41.0

68.6

22.4

29.3

60.1

2.1

17.5

1.0

1.8

32 Israel Annual Statistical Book – Jerusalem, 2008.

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Year Population groupNumber

of families (thousands)

Persons per room (results in percent) Average persons per

roomUp to 1 1-3 3+

2006 Israeli-Jews

Palestinians

138.0

45.6

72.0

18.9

26.4

60.0

1.6

21.1

1.0

1.9

2007 Israeli-Jews

Palestinians

138.6

49.1

71.8

19.3

26.4

58.0

1.8

22.7

1.0

2.0

The intentional absence of structural plans for Palestinian neighbourhoods by Jerusalem Municipality has led to severe restrictions being placed by Israel on Palestinian’s ability to secure permits to build, expand or even make small changes to their homes, and a concomitant increase in the phenomenon of constructing units without such permits. On the other hand, Israeli authorities have developed Jewish neighbourhoods and settlements on Palestinian land confiscated since 1967.

Discriminatory Israeli laws and urban planning projects are among the principal challenges confronting the housing sector. Additionally, Palestinians face: land and house confiscation; house demolition; difficulty in demonstrating land ownership and registration, and in achieving recognised status under the Israeli legal system; difficulty in raising the necessary funds due to their weak financial resources compared to the high costs of building and land, and the reluctance of banks to extend loans and financial services to Palestinian investors and businesses in East Jerusalem; scarce land availability for residential development by Palestinians and the lack of a comprehensive plan that takes their needs into account.

The housing situation inside the Old City of Jerusalem is one of the biggest challenges in the sector. At least 20.5 percent of the houses inside the Old City are not fit for human habitation and are in need of total renovation. This proportion has been calculated on the basis of measuring and assessing key indicators including: humidity; lighting; ventilation; and the provision of basic facilities such as a bathroom, kitchen and sewage system. Moreover, a further 30 percent of houses need repair, whether internally or externally, and a further 11.4 percent need extensions or new rooms. Only 18.1 percent of the housing stock is currently in good condition. Additionally, the architectural heritage in the Old City must be preserved and renovated to maintain the Arab identity of the city.


Improve the condition of existing housing.

Strategic response

Rehabilitate and renovate deteriorated buildings and residential units, especially in the Old City.

This strategy includes the rehabilitation of residential buildings, in accordance with international rules and regulations, to improve the housing and living conditions of Palestinians in Jerusalem. It is important to focus on retaining the Arab character of Jerusalem, particularly in the Old City. Families who are affected by

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the housing crisis should receive support and loans, especially in the Old City. This should take place through associations, such as cooperatives and the Welfare and Development Association, and through renovating buildings in the Old City.


Increase the number of housing units available to Palestinians in East Jerusalem.

Strategic response

Support the private sector and encourage investment in the housing sector.

This involves supporting and encouraging the private sector to invest in Jerusalem and to provide financial guarantees and facilities. The strategy foresees the establishment of a mechanism for ensuring easy and efficient funding in the form of a real estate development company to be managed by professionals. The company’s main tasks would involve purchase of land, preparation of structural and detailed plans, obtaining licenses, implementation of infrastructure projects and building housing projects for sale.

Facilitate access to finance for housing purposes.

This foresees the establishment in East Jerusalem of a private investment company to provide mortgage funding to Palestinian Jerusalemites that would enable them to purchase houses and initiate construction or renovation of existing buildings. The company would also offer commercial loans and financial products to investors and contractors. This strategic response could also consider extending existing affordable, donor financed mortgage programmes in the rest of oPt to support similar initiatives in East Jerusalem.

Support and develop the capabilities of civil society organisations working in the housing sector

Civil society organisations working in the field of housing need to be supported. This would entail providing these organisations with technical assistance and capacity building programmes to expand and improve their activities. Organisations such as the Housing Council and Housing Cooperatives should be targeted.


Photo by Mahmoud Alayyan

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7.3 Human rights protection cluster

There are three sectors under the Human Rights Protection Cluster:

Citizenship;•

Urban Planning;•

Environment. •

7.3.1 Citizenship sector


Main issues

As outlined earlier in the legal section of the situation analysis (section 5.1), the annexation of East Jerusalem by Israel and the enforcement of Israeli laws represent a breach of the principles and rules of international law and the provisions of customary international law. These legal principles and rules prohibit the occupation from implementing changes in the legislation that applies to an occupied territory, except in cases of security necessity. 33 The policies of occupation which have resulted in the annexation of East Jerusalem, the enforcement of Israeli laws and the complete isolation of the city from its Palestinian environs, seek to reduce the size of the Palestinian population and to increase the percentage of Jews inside the city. To achieve this goal Israel has isolated Jerusalem and banned Palestinians from entering or staying in the city unless they have been granted permits. In addition, Palestinians are targeted on a daily basis to compel them to abandon the city. Concurrently, Israel promotes settlement projects and grants privileges to settlers who wish to move to Jerusalem.

33 See Article 43 of the Hague Convention respecting the Laws and Customs of War on Land, 1907.

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Some of the principal challenges confronting the citizenship sector derive from Israeli laws, policies, plans and actions that undermine Palestinian rights and deny Palestinian self-determination. This includes the exclusion of Palestinian civil society organisations from Jerusalem. This has led to a diminishing role for Palestinian human rights organisations in the city. Another challenge involves the absence of a unified and comprehensive Palestinian vision regarding strategies for protecting and defending the rights of Palestinians in the city, the absence of a mechanism for monitoring and documenting Israeli violations in East Jerusalem, and the lack of efficient legal counsel. This is further exacerbated by weak and ineffective Arab, Muslim, and international support to Palestinian rights, the lack of awareness among Palestinians of their rights and weak civil society advocacy skills, particularly in terms of using international law and its mechanisms to counter the occupation laws and policies.


Existence of efficient and professional Palestinian human rights organisations in Jerusalem.

Strategic response

Improve the capacity of human rights activists and organisations in Jerusalem.

Capacity building of activists and organisations will focus on the following areas: international law; Israeli law; mechanisms to deal with international laws, treaties and their application; preparation of studies, reports, legal memos and petitions; communications skills; negotiation and conflict resolution; and local and international advocacy. Organisations should be encouraged to reinforce administrative tools, good governance mechanisms and efficient internal systems and procedures. Voluntary action in rights protection should be encouraged in cooperation with universities. Coordination between organisations should be supported to promote knowledge exchange and reinforce solidarity.


Provision of high quality legal and technical services to the Palestinians in Jerusalem.

Strategic response

Provide legal support.

This intervention seeks to ease the financial burden created for Palestinian Jerusalemites by the cost of legal services through the following: offering legal consultation to victims of human rights violations; representation before the Israeli judicial system; filing court cases; filling out forms of Israeli institutions on behalf of residents; and correspondence with Israeli institutions.

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Documented and credible information that reveal the violations of Palestinian rights in Jerusalem.

Strategic response

Establish a consolidated database and coordinate information sharing on violations of Palestinian rights in Jerusalem.

In order to establish the database it will be necessary to determine which Palestinian institutions are responsible for documenting violations and which institutions would be interested in hosting and managing an information centre and a database. An assessment of these institutions will be conducted and coordination between the interested institutions will be established.


Increased awareness among Palestinians in Jerusalem about their human rights.

Strategic response

Promote legal research and studies pertaining to the violations of Palestinian rights in Jerusalem.

This intervention will be achieved by using the resources from the proposed information centre as well as the following: conducting legal studies; issuing reports and concept papers on specific cases; and issuing periodicals and bulletins on violations.

Raising human rights awareness among Palestinians in East Jerusalem.

Raising awareness includes, organising lectures and workshops that address violations and the protection of Palestinian rights; preparation of booklets regarding Palestinian rights; issuing bulletins for local and international human rights organisations and for Jerusalemites; and the translation of publications and periodicals into Hebrew and English.



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Effective mobilisation of the international community in support of Palestinian human rights in East Jerusalem.

Strategic response

Increase media exposure of human rights violations in East Jerusalem.

This entails: training journalists and media professionals on covering violations of Palestinian rights; conducting interviews in local and international media to expose violations; establishing a forum for journalists and media professionals in order to address the situation; publication of articles in the local and foreign press; and the production of media material on the status of human rights in Jerusalem.

Activate the use of the principle of universal jurisdiction.

This may be achieved through the following: conducting a study on international jurisdiction; assessment of the ability of Palestinian human rights organisations to engage in international jurisdiction; determining which institutions possess appropriate legal expertise; training Palestinian professionals in international jurisdiction; filing cases against Israeli officials, both civilian and military, who are involved in grave violations against Palestinians in Jerusalem and in committing war crimes; and file cases against local and international firms that are involved in violating international law in occupied Jerusalem.

Support and advocacy programme.

In order to launch a successful programme, the following must take place: a local advocacy campaign regarding Municipality property tax (i.e. Arnona), the confiscation of residency rights, the Separation Wall, the seizure of land, and settlements; information exchange and coordination with regional and international organisations; participation at the grass roots level; outreach to Palestinian communities abroad; and organising campaigns abroad.

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7.3.2 Urban planning sector


Main issues

Since 1967, a number of stakeholders have been striving to drastically alter the spatial and demographic elements of Jerusalem to determine the geopolitical future of the city. These stakeholders include: the Israeli government and its various ministries, mainly the Ministry of Interior and the Ministry of Housing; national, district and local planning institutions; Jerusalem Municipality; and many NGOs. Urban planning has been a major tool for achieving the Israeli geopolitical goal of controlling Jerusalem, seen as a united city under Israeli law.

The lack of approved, detailed urban plans for East Jerusalem and statutory permits for housing and economic development are critical issues for Palestinians in Jerusalem. They encompass the key problems that severely infringe on their daily lives. The Israeli Planning and Building Law of 1965 organises and controls all aspects of planning and development and sets forth the principles according to which statutory planning and development are to be undertaken. There should be an approved ‘Detailed Urban Plan’ in order to obtain a permit to build a house, extend an apartment, add a balcony, pave a street, or develop land for economic or public purposes. Only 13 percent of East Jerusalem has been designated for Palestinian use, mainly in terms of housing. The vast majority, approximately 87 percent, of East Jerusalem, is directly (35 percent) or indirectly (22 percent) expropriated or un-planned (30 percent). Palestinians cannot use or build on this land. In sum, Israeli urban development plans and policies aim to:

Increase the Jewish population through residential development of land and land confiscation in East •Jerusalem.

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Obstruct the growth and development of Palestinian neighbourhoods through extreme delays in the •approval of the detailed plans proposed by Palestinians.

Prevent the expansion of Palestinian neighbourhoods through strategic allocation of land use. This is •most commonly manifested by the designation of land in Palestinian neighbourhoods as ‘green areas’.

According to Israeli law, the allocation of land as ‘green areas’ prohibits any development of this land. In •many cases these areas were left for the development of Israeli settlements in East Jerusalem.

Strictly limit the number of new homes built in Palestinian neighbourhoods by adopting strict zoning •procedures.

Limit the zoning boundaries for Palestinian neighbourhoods to already built-up areas. •

The proposed plans for Palestinian neighbourhoods usually lack a professional programme for social •and cultural services. For example, the recent Jerusalem Master Plan No. 2000 (2009), which covers the entire city and includes East Jerusalem, does not propose an adequate social or economic planning programme for the development of East Jerusalem.

The current Jerusalem Master Plan No. 2000 suggests increasing building density within existing •Palestinian neighbourhoods in order to limit their possibilities for expansion and in order to discourage the establishment of new Palestinian neighbourhoods in the city, unlike plans for Israeli-Jews.

The detailed urban plans of Palestinian neighbourhoods that are designed and proposed by Jerusalem •Municipality usually aim to control and restrict Palestinian construction rather than being an instrument for community development.

For example, an analysis of the plan of the Palestinian neighbourhood of Jabal Mokaber reveals that •the vast majority of land use designated in the plan is directed towards green, open areas, with very little land designated for social or public purposes, or economic development. The plan will lead to the eventual confiscation of the vast majority of privately owned Palestinian land in this neighbourhood.

Israeli plans aim to limit construction and housing development while maintaining and enhancing the •“village” character of Palestinian neighbourhoods and result in population densities better suited for a rural setting (i.e. villages and agricultural settlements) than an urban context.

As a result most planned Palestinian neighbourhoods (over 60 percent) have a building density of 50 percent which restricts buildings to only two floors. In 14 percent of planned neighbourhoods population densities are 37.5 percent, and in 4 percent of planned Palestinian neighbourhoods building densities are only 25 percent. Only in the Palestinian neighbourhoods of Beit Hanina and Shu’fat, which lie along the main road between Ramallah and Jerusalem, do building densities reach 150 percent, allowing the construction of three floors.34

These figures are starkly lower than found in Jewish areas where building densities are higher and reach 120 percent 136 percent.

Planned land use in Palestinian areas is strikingly deficient. Over 62 percent of planned areas are allocated for “public use”, with 41 percent designated as open landscape areas. These are extreme figures according to any professional criteria of urban planning, globally or in Israel. As a result there is a severe lack of land for housing, public buildings and institutions, and for economic development, including commercial, industrial, and office areas.

34 East Jerusalem: Planning Situation. Review of Urban Plans in East Jerusalem. Jerusalem: IrShalim . In Hebrew.

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Among other principal challenges confronting the urban planning sector are: a fragmented urban structure; and neglect of the Palestinian urban economy. Furthermore, expropriation and transformation of the Holy Basin (the Old City and its immediate surroundings) is taking place. There is also a discriminatory transportation system which is characterised by an underdeveloped and unsafe transportation system, and very weak public transportation, in Palestinian areas, including; inefficient urban connections between Palestinian neighbourhoods and an inefficient inter-metropolitan transportation system; the total absence of comprehensive planning for the transportation system in East Jerusalem; and the substantial lack of paved and designed streets, as well as the existence of about 1,000 km of roads in East Jerusalem and its metropolitan area that need upgrading and development.


Exposing Israeli discriminatory policies against Palestinians in East Jerusalem.

Strategic response

Advocacy and alternative Palestinian planning.

This involves the development of urban plans as alternatives to Israeli planning schemes. The aim of these plans is to expand areas available to Palestinians for construction purposes. At the same time these alternative plans will be used for advocacy purposes, exposing Israel’s discriminatory urban planning measures and policies. The plans will focus on areas threatened by confiscation, as well as unplanned or designated green areas.


Supporting Palestinians against discriminatory Israeli policies, through housing, social, and economic planning measures.

Strategic response

Preparation of detailed structural and urban regeneration plans in East Jerusalem to address the immediate needs of the population.

This will involve the preparation of detailed structural plans to increase the amount of land zoned for and allocated land to Palestinians for construction and development purposes in East Jerusalem. It also involves the development of a plan for the rehabilitation and renovation of the Old City, as well as a Palestinian strategic framework to meet housing needs in the city.


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Pooling and networking of legal and planning expertise.

This strategy involves gathering, coordinating, and networking legal and planning expertise in order to offer concerted technical support to Palestinians in East Jerusalem. It involves the establishment of an urban planning coordination unit tasked with coordination of the various planning activities in Jerusalem, and provision of technical support for Jerusalemites through developing proposals and preparing planning responses to Israeli decisions. Furthermore, the unit will also provide capacity building for planning institutions and professionals. Other functions of the unit would include: serving as an information clearinghouse for urban development in Jerusalem; tracking, analysing, and documenting Israeli plans; the coordination of advocacy campaigns; and capacity building activities.


Prepare for Jerusalem to be the capital of Palestine.

Strategic response

Develop a Palestinian urban planning framework for Jerusalem as the capital of the Palestinian state.

This is a long term strategy which necessitates the involvement of key Palestinian stakeholders in developing a vision and planning agenda for East Jerusalem as the capital of the future State of Palestine.

7.3.3 Environment sector

Main issues

Jerusalem Municipality is responsible for providing all municipal services within the whole of the Jerusalem metropolitan area. These services include, inter alia: solid waste management (SWM); water and wastewater management; public health; management of parks and amenity areas.

Settlements and West Jerusalem have a high level of environmental quality and service provision which contrasts starkly with that found in East Jerusalem. Areas with a predominantly Jewish population have parks, solid infrastructure, and well designed and maintained streets and are characterised by overall cleanliness and order due to regular service provision. Conversely, Palestinian areas are characterised by open garbage containers, illegal waste dumping, lower sewerage network coverage, and higher use of cess pits. This difference clearly demonstrates the treatment meted out to Palestinians.

Photo courtesy of the Civic Coalition

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Additional challenges for Palestinians include: untreated wastewater discharge; air and noise pollution from traffic; poor street cleaning and garbage collection; lack of separation and management of medical and hazardous waste; intermittency of water supply in some areas; lack of planned urban parks and landscaped areas; and lack of Palestinian held data on environmental quality and services. The chief environmental hazards relate to wastewater and SWM.

There are no wastewater treatment plants serving East Jerusalem. Untreated wastewater from East Jerusalem and Israeli settlements on the east side of the city is discharged into the wadis35 which drain the eastern side of the city. These include Wadi Muqallek (taking the wastewater stream from north eastern areas) and Wadi Naar (taking wastewater from the central and south eastern areas). The seepage of untreated wastewater pollutes the ground and the groundwater resources.

Waste from all areas of Jerusalem is taken to the Abu Dis dump in the West Bank, or else incinerated locally and informally (with negative health and environmental consequences) in containers. The site for the Abu Dis Dump was confiscated from Palestinian jurisdiction in 1988 and is managed by the Israeli Company for the Economic Development of Ma’ale Adumim. The site covers approximately 430 dunums (1,000 square metres) and receives around 1,200 – 1,500 tonnes of waste per day from Jerusalem and nearby Israeli settlements. The Abu Dis site is not a sanitary facility. It is located on a hillside and there is inadequate lining, leacheate control and gas collection. It is certain that leacheate and contaminated storm water infiltrates the ground underlying the site and pollutes the wadi below the site.

Medical waste from hospitals (especially in East Jerusalem) and some hazardous waste (including batteries, toxic heavy metals and disposal nappies) are mixed with domestic waste. This significantly adds to the health risks faced by waste informal pickers who do not use adequate protective clothing and practices.

Palestinians have been disengaged from the city’s governance. This manifests itself in a number of ways that relate to the environment, including: a lack of awareness of Israeli laws and regulations; a lack of expectation that adequate services will be provided to East Jerusalem; and reluctance and communication difficulties in raising issues and complaints. Many of the environmental problems confronting East Jerusalem are the result of Israel not applying its own environmental protection laws and regulations adequately.


Reduce the pollution either affecting Palestinians in East Jerusalem, or coming from East Jerusalem.

Strategic response

This would require the following: reopen investigation into treatment of wastewater from East Jerusalem; provide a sanitary landfill that would serve the Jerusalem Governorate in line with the Palestinian National SWM Strategic Plan; reduce the quantity of solid waste delivered to the landfill site by encouraging recycling interventions; launch advocacy campaigns and take legal actions for better environmental services with special emphasis on the closure and rehabilitation of the Abu Dis waste disposal site by Israeli authorities (i.e. polluter pays).

35 Wadis refer to valleys, dry riverbeds or intermittent streams.

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Improve the behaviour of Palestinians in East Jerusalem regarding environmental care.

Strategic response

This would require the implementation of a range of community-based initiatives, coupled with education and awareness raising interventions. These will be directed towards assisting in physically cleaning up neighbourhoods, both removing waste and its negative effects. It will also provide communities with a new starting point for waste management and neighbourhood care.


Improve Palestinian capability in environmental planning and management in East Jerusalem.

Strategic response

This would require three elements. First to develop a Strategic SWM Plan for East Jerusalem. Secondly to provide an adequate information base for improved environmental planning. Palestinians need solid data in East Jerusalem regarding: ambient air quality and point source emissions; provision of landscaping, parks and trees, and wildlife; groundwater quality; street collection service, container provision, collection frequencies; and wastewater network coverage and cess pit usage. Thirdly to establish partnerships with international environmental agencies and NGOs. Establishing partnerships with agencies and NGOs will take place through local, regional and international venues. Partnerships will serve to exchange information, strengthen global pressure and advocacy on complying with environmental regulations, and to foment solidarity. Potential joint programmes will also serve to foster youth’s inclusion and participation regarding environmental initiatives.



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Investment Plan 8

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8. investment PlanBased on the agreed upon sector objectives and strategies, described in section seven above, proposed sector projects were assessed and prioritised. Projects were prioritised and ranked according to the following factors: technical feasibility (i.e. readiness for implementation); contribution to employment generation; impact on the population; responsiveness to Palestinian Jerusalemite needs; and the urgency of the intervention. The budget for each project has been estimated.

The Investment Plan is presented in Appendix 1. It is estimated that the total SMDP budget for the coming three years will be $428,000,000.

A summary of the budget allocation according to sector is presented in table (7) below. The major part of the budget, amounting to $328,000,000, is allocated to economic development and the development of the economic, tourism and housing sectors. It is expected that the private sector’s contribution would comprise more than $210,000,000 through bank loans, and direct internal and external investments.

Table (7): Budget summary (US$)

Sector and cluster Budget (US$) Percentage

Social Protection and Development cluster

Education 26,295,954 6.14%

Youth 16,394,520 3.83%

Health 12,843,800 3.00%

Social Welfare 5,011,820 1.17%

Culture and Heritage 14,610,000 3.41%

Total Social Protection and Development cluster 75,156,094 17.56%

Economic Development cluster

Economic Sector 77,200,000 18.04%

Tourism Sector 127,220,000 29.72%

Housing Sector 123,900,000 28.95%

Total Economic Development cluster 328,320,000 76.71%

Human Rights Protection

Citizenship and Human Rights 3,089,600 0.72%

Urban Planning 13,083,000 3.06%

Environment Sector 8,364,000 1.95%

Total Human Rights Protection cluster 24,536,600 5.73%

Grand Total 428,012,694 100.00%

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Plan for implementation of the SMDP9

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9. Plan for implementation of the smDP

9.1 Key factors in smDP implementation

Implementation of the SMDP is based on a sector-wide approach and the building of synergies so as to achieve the goals and objectives of the SMDP, and the following four factors are important for facilitating this process.

9.1.1 Building complementarities and cross-sector coordination

Examples of this include cross-sector coordination in education, youth, health, culture and environment interventions.

The education sector targets a large percentage of the children and young people in East Jerusalem. Organisations working with youth will be encouraged to work with schools to implement their programmes and in parallel this will serve to achieve their specific objectives. Schools can implement awareness raising campaigns on topics that include: drug addiction; the environment; mental health; Palestinian identity and sense of belonging; volunteerism; and sports activities run by civil society organisations. Schools will also be encouraged to use their facilities after school hours as community centres to provide an outlet for children and young people that is safe and trusted by parents.

Coordination and building complementarities among private sector actors could entail improving access to finance and directing private investors to developing the tourism sector in East Jerusalem. In turn this would revive commercial activities in the city. Such coordination will be in optimising the benefits of a shared strategy for economic sectors. Similar coordination will be encouraged between human rights and legal sectors. For example, urban planning and environmental interventions will be used to document violations against Palestinian Jerusalemite human rights. Legal defence services and advocacy activities will support the urban planning, environment, and the human rights/citizenship sectors.

9.1.2 Ensuring complementarities and optimising efforts and resources among Palestinian official institutions and with international partners

This involves gradual harmonisation of the SMDP with the Palestinian National Plan and interventions of line ministries and agencies. The Governor of Jerusalem shall coordinate official activities in Jerusalem.

9.1.3 Strengthening the Palestinian identity and sense of belonging

All Palestinian interventions and activities in Jerusalem, such as the preservation of cultural heritage, rehabilitation of Old City buildings, improving economic conditions, and strengthening Palestinian health and educational services, should aim to enhance ties between East Jerusalemites and Palestinians at large.

9.1.4 Linking immediate interventions with the long term vision for Jerusalem as the capital of the future state of Palestine:

All Palestinian interventions and activities in Jerusalem should focus on the institutionalisation of processes and building sustainable institutions in order to preserve the Palestinian Arab identity and character of the city. Furthermore, interventions should in no way prejudice the outcomes of the final status negotiations on Jerusalem but, rather, they should lay the foundations for East Jerusalem as the seat of government for the future state of Palestine.

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9.2 Key mechanisms in smDP implementation

The SMDP provides the overall framework for Palestinian interventions in East Jerusalem. It is envisaged that it will be implemented primarily by institutions working in Jerusalem, including Palestinian civil society and private sector institutions, as well as, international and UN development agencies and NGOs. Due to the complexity of issues and multiplicity of stakeholders, promoting networking, coalition building, coordination, and joint implementation of activities is of prime importance. Likewise, it is important to institute a sustainable and clear implementation framework that aims to create the widest possible coordination, cooperation, and partnership between stakeholders: public, private and civil society sectors, and with the donor community. Institutionally, the general approach is to rely upon and strengthen existing structures and to refrain, as much as possible, from creating new ones, unless otherwise deemed necessary.

9.2.1 Governance and management mechanism

The Monitoring and Coordination Section (MCS)

The Jerusalem Unit within the Office of the President assumes the overall responsibility for the SMDP, including responsibility over the planning activities to ensure the regular updating of the SMDP, as well as the continuous monitoring and evaluation of the implementation of its programmes and interventions. The Unit will engage in ongoing consultations with the relevant governmental and non-governmental stakeholders to ensure full participation, complementarity, and assessment of results. To that end, the Unit will establish the Monitoring and Coordination Section (MCS) as an integral part of it to carry out the following main functions:

Developing the policy framework for the SMDP process through close consultation and coordination 1. with the various relevant committees.

Guiding and facilitating the development and regular updating of the SMDP.2.

Coordinating with relevant PNA institutions to ensure complementarities, sharing of timely information, 3. and avoiding duplication and overlaps.

Coordinating the implementation of the SMDP with stakeholders and in close cooperation with the 4. Sector Committees. 36

Assisting the Sector Committees in developing project selection criteria and in appraising projects in 5. accordance with the strategic framework outlined in the SMDP.

Facilitating the establishment of coalitions and networks among Palestinian institutions.6.

Assisting in and coordinating fundraising initiatives for the implementation of the SMDP.7.

Coordinating and harmonising aid provided to the implementation of the SMDP.8.

Closely monitoring and evaluating the implementation of the SMDP, and providing feedback and reports 9. to relevant bodies.

All relevant parties will be provided with regular monitoring and evaluation reports. All donors would coordinate their activities with the Jerusalem Unit to guarantee coordination and communication also between donors and the Office of the President.

36 Previously Sector Advisory Groups (SAGs).

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Supervision and policy identification

In order to ensure coherence between the SMDP and national planning strategies and processes, coordinating the roles and responsibilities of the various stakeholders, particularly Palestinian public institutions, and streamlining public financing activities in relation to the SMDP, a Higher Supervision Committee will be established by a decision of the Chief of Staff that will consist of representatives from official Palestinian institutions, representatives from civil society and the private sector, as well as sector experts. The Committee will work with the Jerusalem Unit to ensure constant follow up.

The Committee will primarily provide guidance for developing and implementing the SMDP . In general, its tasks include the following:

Streamline policies and interventions among Palestinian official institutions (i.e. PLO, PNA, and Jerusalem 1. Governorate institutions).

Provide policy guidelines for the SMDP.2.

Oversee the formulation of the SMDP.3.

Endorse the SMDP document.4.

Assist in disseminating the SMDP in local and international arenas.5.

Assist in fundraising for the implementation of the SMDP.6.

Participate in following up on the implementation of proposed projects and constantly assess their 7. validity as related to the sector needs and priorities of the city.

Development sectors

The eleven SAGs that assisted in the formulation of the SMDP will be consolidated into three sector committees as follows: Social and Cultural Committee; Economic Committee; and Legal and Human Rights Committee.

Sub-sector working groups will be formed when needed. Membership in the Sector Committees includes some members of the existing SAGs, representatives from civil society and the private sector, and relevant PNA line ministries. In addition to representing the Sector Committees in the Higher Supervision Committee, the chair of each committee will ensure interaction and coordination among committee members. The main tasks of the Sector Committees include the following:

Assist in identifying sector needs and priorities and in formulation of sector strategic frameworks.1.

Coordinate with civil society and private sector institutions working in Jerusalem in identifying priority 2. projects, and ensuring their adherence to Palestinian policies.

Together with MCS, develop project appraisal procedures and criteria for both projects foreseen within 3. the current SMDP and new ones.

Assist the MCS in performing appraisal of project proposals. 4.

Assist the MCS in facilitating the building of sector coalitions and networks in Jerusalem.5.

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9.2.2 Mechanism for financing the SMDP Investment Plan

Financing sources

Except for some private sector related activities the majority of the proposed interventions within the SMDP require external financing, especially those to be implemented by civil society organisations. Several potential financing sources are available, including Palestinian and external sources, and include the following:

Palestinian (self) financing sources

PNA budget allocations to Jerusalem. This would include budgets allocated directly to support Jerusalem 1. civil society organisations or budgets allocated to line ministries and public agencies that would be used to support some of the identified interventions in Jerusalem, especially in education, health, and social protection sectors.

Funds received by the PLO for Jerusalem. These could be increased by activating the various Arab League 2. and Islamic Summit resolutions on supporting Jerusalem.

Contributions from Palestinians in the Diaspora.3.

Palestinian investors, local and expatriate, especially in private sector related activities, such as economic 4. development, tourism, housing, as well as service provision in health and education.

Self financing initiatives from Palestinian NGOs.5.

Religious institutions such as the Islamic Waqf, Christian churches, and church related local 6. organisations.

Community contributions including cash (e.g. payment of token fees against receiving services, covering a 7. certain percentage of the activity cost) and in-kind contributions (e.g. land, equipment, labour, volunteer work).

External financing sources

Arab and Islamic countries.1.

Arab and Islamic funds.2.

Arab and Islamic NGOs.3.

EU and EU Member states. 4.

International Agencies:5.

UN Agencies;a.

World Bank;b.

International NGOs.c.

International church related organisations.6.

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Due to the prevailing economic situation in oPt, Palestinian resources are not sufficient to cope with the multitude of competing priorities and challenges that face the population. Hence, Palestinian capabilities to finance the SMDP are limited. Implementing the bulk of the proposed activities will rely on external funding and support. The long term strategy, however, is to steadily reduce dependence on external aid, enhancing self reliance and a sense of ownership among Palestinians.

Financing modalities

Due to the diversity of funding sources, different modalities will be pursued to finance the implementation of the SMDP. Options include the following:

Channelling external support through Palestinian official channels

Utilising and strengthening existing structures, such as the Jerusalem Fund.1.

Channelling aid through the Ministry of Finance (i.e. through the Single Treasury Account). In this regard, 2. it is important to lobby for implementation of the Law on Jerusalem as the Capital (Law No. 4, 2002), to ensure that Jerusalem receives its fair share of the PNA budget.

Implementation by PNA institutions including the Ministry of Jerusalem Affairs and other line ministries 3. and agencies. In this respect, it is essential that the SMDP be integrated into Palestinian national plans (i.e. the Palestinian Reform and Development Plan (PRDP).

Direct financing by donors

Direct financial assistance to Palestinian NGOs and institutions.1.

Direct implementation of activities by donor agencies and international NGOs.2.

Establishing partnerships and joint ventures between Palestinian and international NGOs.3.

Financing and implementation through international and UN agencies.4.

Direct implementation by church related institutions.5.

Private sector involvement

Encouraging local and external private investments in Jerusalem.1.

Promoting public-private partnerships (e.g. Palestinian Investment Fund).2.

Advocating for the private sector to demonstrate ‘social responsibility’ and also to support social and 3. cultural initiatives and activities in Jerusalem.

Once the SMDP is endorsed by the Higher Supervision Committee, a dissemination and marketing campaign will be launched with the aim of attracting interested partners and donors to support specific programmes proposed by the SMDP. Depending on the financing modality selected, the MCS shall facilitate development of fundraising proposals tailored to the needs of both Jerusalemites and the implementing partner (i.e. Palestinian institution), and in accordance with the funding conditions and regulations of the respective

donor.

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9.2.3 Donor coordination mechanism

With the multiplicity of donors and financing modalities, it is crucial to set an appropriate platform that will facilitate coordination and dialogue between and among donors and Palestinian counterparts. This is important in areas of policy and strategy formulation, as well as in the financing and implementation of the SMDP. It is also important to provide a high degree of harmonisation of donor programmes and procedures as related to Jerusalem. In principle, there is no need to establish new structures but rather capitalise upon the Palestinian accumulated experiences with the existing aid coordination structure at the local level. This structure is composed of a Local Development Forum (LDF) and four Strategic Groups (SGs): Economic Strategy Group (ESG); Governance Strategy Group (GSG); Infrastructure Strategy Group (ISG); and Social Development Strategy Group (SDSG). The SGs are supported by the work of twelve main sub-groups (eleven Sector Working Groups (SWGs) and one Working Group) that report to the SGs. In addition there are ten Task Forces and Thematic Groups, which are functional groups representing the main instruments of coordination between PNA and donor community at the sector level.

Currently, Jerusalem is being addressed implicitly by PNA line ministries and given priority within the education and health sectors. Jerusalem is discussed within the humanitarian task force, which is limited as it does not address development issues. Thus, there is a clear need to emphasise the importance of Jerusalem within the aid coordination mechanism by establishing a coordination framework that takes into consideration the strategic development dimension and increases the level of importance and representation of Jerusalem issues with the donors. Given the specificity of the situation of Jerusalem, a specialised coordination mechanism will be established that would ensure the active participation of all relevant stakeholders including the donors, Palestinian representatives of the public, private, and non-governmental sectors. The mandate of this structure, its chairmanship and membership need to be elaborated and agreed upon among the competent parties in order to guide overall policy and project implementation in East Jerusalem based on the SMDP.

Until such mechanism is established, it is possible to coordinate the implementation of the SMDP through coordination among the donors themselves, whereby a consortium of donors can be established to support the various development projects in East Jerusalem. Coordination between this consortium and the official parties will take place through the Jerusalem Unit at the Office of the President. It is preferable that the donors would nominate a coordinator between them and the Jerusalem Unit. The Jerusalem Fund under the Jerusalem Unit can serve as an important tool for the implementation of development projects and support to Palestinian non-governmental organisations who would primarily implement the SMDP.

9.2.4 Mechanism for civil society and private sector participation

As previously mentioned, Palestinian civil society and private sector organisations will have a major role in the implementation of the SMDP. These encompass a wide spectrum of organisations and networks, including: national and international NGOs; charitable societies; academic and research institutions; youth clubs; neighbourhood committees; social movements (i.e. women, youth, students); religious organisations; trade unions; and professional associations. The involvement and participation of these organisations, and the community at large, in implementing the SMDP and the achievement of consensus among them are vital elements in ensuring a Palestinian-owned approach towards Jerusalem.

It is extremely difficult to devise a ‘one size fits all’ mechanism that will ensure the participation of all stakeholders in implementing the SMDP. Therefore, it is important to create platforms for dialogue, exchange of information and expertise, and coordination to facilitate the process. In this respect, the following five-tiered strategy will be pursued:

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Maintaining, activating, and strengthening Jerusalem-based organisations.1.

Strengthening existing coalitions and sector networks and encouraging the establishment of new ones 2. as needed.

Enhancing and organising voluntary work and the work of popular committees. 3.

Pooling of expertise and know-how.4.

Strengthening relationships with active international organisations in Jerusalem through the joint 5. coordination, planning, and implementation of programmes in a manner that serves and consolidates the Palestinian presence in Jerusalem.

The Unit will coordinate activities under the various sectors through joint work in the form of networks and associations to ensure the ongoing monitoring and evaluation of the SMDP. Regular meetings will be held between the various sector networks and associations and donors on a regular basis in addition to ongoing coordination with the various Palestinian official institutions.

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Monitoring, evaluation, and updating mechanisms of the SMDP 10

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10 monitoring, evaluation, and updating mechanisms for the smDP

10.1 Establishing a m&E system for the smDP

The establishment of a M&E system for following up and evaluating the implementation of the strategy is a crucial component of the SMDP. The M&E system will enable necessary operational or policy decision making to measure progress and bring about improvements in SMDP. It will enable MCS to better adjust the SMDP to developments in the internal Palestinian environment (i.e. political, economic, social) as well as in the wider external environment. It also specifies the extent to which the SMDP impacts or is impacted by such changes.

The system, once established, will facilitate identification of the extent to which medium and long term development objectives are being achieved. It will also assist in documenting the implementation processes and experiences to enable learning from them. It will provide inputs during regular reviews and updating of the Plan. The MCS will develop a number of streamlined tools and procedures to facilitate and support the process of decision making at the operational and the policy level at the milestones of the SMDP. The main components of a M&E system are illustrated in Figure 1.

Figure 1: Main components of a M&E system

Inputs Outputs Outcomes Impact

Internal & External Development Context

The MCS is currently developing a web-based information system that will be accessible by all relevant parties. The system includes qualitative and quantitative information associated with inputs, processes, outputs, outcomes, and impacts related to the SMDP. It will be complemented by periodic specialised studies, research, and surveys on the internal and external development context. Routine information will be complemented and validated by field surveys.

Clearly and accurately identified and agreed upon objectives, coupled with a number of specific, practical and objectively verified indicators are the starting point for an effective M&E system. The SMDP includes a number of overall objectives that are complemented by specific sector objectives that the SMDP strives to realise over the next three years. It is important that the MCS completes this step by identifying a number of indicators that will assist in monitoring the Plan and in assessing its achievements as related to declared strategic objectives.

All stakeholders should participate in establishing and managing the M&E system, including: PCBS; academic and research institutions; implementing line ministries; and development partners. The general framework of the M&E system is based on the monitoring needs during implementation and on the need to define the institutional roles during this process, avoiding as much as possible creating new institutional or organisational structures. The M&E system will depend on developing and strengthening existing monitoring mechanisms, adding necessary elements, while creating linkages and coordination.

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10.2 monitoring inputs

Based on the SMDP’s Investment Plan, MCS, together with the Policy Committee and in coordination with MoPAD, will work on securing funds and technical assistance to support the different projects within the Plan. The MCS will monitor, track, and document funding through a special database and through ongoing and direct coordination with donors and with Palestinian parties. The information will be published through the online database and through regular reports. The MCS will establish the structure and tools of the M&E system, and the coordination and consultation forums between the OoP and donors. This will include mechanisms for receiving information related to all funds allocated by donors and the transfer of funds to implementing parties, ensuring financial monitoring. As such, an effective and transparent mechanism needs to be established to link monitoring of fundraising with that of budget allocation to SMDP projects.

Additionally, a mechanism for documenting and following up on grants and external technical assistance is needed. This is particularly important for donors who prefer to implement projects directly or through their development agencies and other Palestinian institutions.

10.3 monitoring outputs

The task of monitoring and documenting outputs is the primary responsibility of individual implementing parties. This will be realised through the identification and documentation of specific indicators. However, there is a need to regularly compile and analyse outputs compared to resources (inputs) in order to assess implementation efficiencies. This will also enable decision to be taken regarding resource use and to evaluate the effectiveness of implementation. In this context, regular, quarterly and project specific reports by implementing organisations will serve as appropriate tools.

10.4 monitoring outcomes

The Investment Plan provides a set of indicators related to changes in attitudes, relations, activities and events as a result of the implementation of SMDP projects. Mechanisms need to be established to enable compilation and documentation of information that will allow for analysis and for linking the information rationally with the appropriate strategic response. In this context, information can be collected directly or through coordination with relevant implementing parties. One option may be to solicit the services of PCBS in compiling and documenting the required information. Analyses of the information will be conducted by MCS.

10.5 impact assessment

The impact assessment process requires agreed upon socio-economic indicators linked to the SMDP goal. PCBS collects relevant information through conducting regular surveys. The evaluation studies are usually conducted by specialised research centres. Additionally, many local and international organisations issue regular reports that could contribute to the process of impact assessment.

10.6 monitoring changes in the development context

It is difficult to predict the changes and incidents that might arise and could affect implementation of the SMDP. Therefore, it is necessary to monitor political, social, and economic developments, tracking changes and assessing their impact on the SMDP in order to take proper and rapid measures to address them. The risk analysis section of the Plan provides a reasonable and practical framework for guiding and focusing on the process of monitoring change.

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10.7 Beginning establishment of a m&E system for the smDP

Given the comprehensive nature of the SMDP and the diversity of implementing and monitoring parties, the establishment of a comprehensive M&E system requires a high degree of coordination and concerted effort among stakeholders. It also requires the development of proper mechanisms and procedures. Capacity strengthening and skills development of the MCS staff is necessary. Emphasis will be placed on strengthening planning and monitoring capabilities, including regarding compilation and documentation of information, and in-depth evaluations and analytical studies. Moreover, the establishment of regulations and guidelines related to the management of M&E processes will take place, as well as those related to facilitation of information exchange. Finally, infrastructure will be needed in terms of equipment and information communication technology (ICT) systems. All of this requires significant time and effort for preparation and institutionalisation and will therefore be conducted in consecutive phases.

As a first step, MCS will work with the relevant parties on developing an integrated system that will primarily consist of the following elements:

Objectively verifiable indicators.•

A permanent M&E system.•

A special database for monitoring progress in achieving SMDP objectives.•

Quarterly progress reports and an annual review of all implemented projects which will be submitted to •the Policy Committee for follow up.

Starting from January 2011, and in the first month of each year, the information related to monitoring will be entered into an annual review system that will result in the following:

An annual report on the SMDP. •

Annual reviews led by the MCS with the participation of relevant ministries and with other key stakeholders. •The aim will be to determine new policies, review implementation of SMDP, identify operational best practice and lessons learned, and prepare work plans for the following year.

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Risk management matrix11

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11 risk management matrixThis section presents a risk management matrix regarding implementation of the SMDP through which major threats and risks are identified, the likelihood of occurrence is investigated, and the impact assessed. Mitigation strategies and risk response measures are outlined. It is important to monitor these risks regularly. Any significant changes in the risk profile will be reported and assessed immediately. Regular monitoring of risks will be undertaken by studying events, situations or trends which could potentially negatively affect implementation of the SMDP.

Risk Likelihood Magnitude of impact Mitigating actions

Escalation of oppressive measures against Palestinians and their institutions in East Jerusalem.

High

(High)Shifting attention to immediate response, emergency and humanitarian assistance at the expense of long term sustainable development.Emergencies and accelerated levels of Judaisation of the city lead to frustration and inclination towards short term emergency operation mode.

Provide international protection through building partnerships and joint ventures between Palestinian and international organisations.Link immediate needs with long term strategic vision.

Rapidly changing political situation and priorities.

High(Medium)SMDP is not responsive enough to evolving needs.

Regular monitoring of the political and development context.Develop procedures for timely response and actions.

Weak internal coordination among official Palestinian institutions vis-à-vis work in Jerusalem.

Medium(High)Reduced credibility of Palestinian efforts in Jerusalem.

Provide highest political support to SMDP.Promote internal political dialogue and consensus vis-à-vis the work in Jerusalem.

Insufficient Palestinian commitment to continue supporting MCS due to changing or competing priorities.

Low

(Medium)Momentum and credibility are lost, leading to frustration among staff and stakeholders.

Ensure that the mandate and organisational structure are approved and supported by the highest decision making level (i.e. the President).Ensure buy-in by regularly providing information about work progress.

Some donors and NGOs are not willing to follow the SMDP.

Medium

(High) Dispersed efforts leading to confusion in focus regarding development priorities in Jerusalem. Reduced coordination.

Enhance coordination with donors and NGOs. Visible Palestinian political support to SMDP.Incorporation of SMDP into Palestinian national plans (i.e. PNP).

88


Lack of sufficient capability among Palestinian partner (implementing) institutions.

Medium

(High)Failure to meet expectations of the population.Inability to attract sufficient funding.

Provide capacity building component as an integral part of assistance.Promote pooling of expertise and sharing of experiences among implementing institutions.Augment local capacities with expatriate expertise if needed.

Insufficient donor funding and / or interest.

Medium

(High)Inability to implement important projects. Lack of implementation leads to further de-development and requires double the effort and cost to reverse negative impacts.

Expand range of donors targeted by fundraising strategy. Attract Palestinian private sector.

Funding patterns remain at the same level or deteriorate.

Medium

(High)Donors are unable or unwilling to incorporate development assistance within their programming for Jerusalem that is based on the SMDP.

Focus on public relations and marketing activities that are based on reliable information and coherent strategies of intervention. Diversify funding sources.Encourage government allocation of funds to Jerusalem.Advocate for private sector ‘social responsibility’ towards Jerusalem.Seek the formation of a consortium of donors to encourage donors to allocate funds towards development projects in Jerusalem. Implement short term projects that can be easily capitalised upon once longer term development processes are available.

Project proposals fail to attract sufficient interest from donors.

Low(Medium)Parts of the SMDP are not implemented.

MCS to provide guidance (and assistance) in developing marketable project proposals in close consultation with interested donors.

Prioritised projects require expertise that is not available locally.

Low(Low) Delays in design, marketing and implementation of projects.

Attract international technical assistance.Encourage joint venturing between Palestinian and international NGOs.

89

EastJErusalEm




Lack of sufficient capabilities among staff to carry out the tasks required.

Medium

(High)Failure to sustain progress and quality work.Erosion of credibility with partners and stakeholders.

Design on the job training throughout the project duration.Careful selection of staff.Provide coaching and on the job training to staff.

Inability of MCS staff to access Jerusalem.

Medium

(High)Difficulties of interaction with stakeholders, inability to monitor progress towards achievements.

Select civil servants that hold Jerusalem ID cards as much as possible.

Reluctance of stakeholders to provide accurate and reliable information for monitoring and evaluation of implementation.

Medium

(Medium)Inability to track implementation and take appropriate adjustments in a timely manner.

Maintain effective communication and consensus building channels with stakeholders.

90

Appendix 1

Investment Plan

Phot

o by

Mah

mou

d A

layy

an

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iorit

yDu

ratio

nFir

st Ye

arSe

cond

Year

Third

Year

Tota

l Bud

get

Educ

atio

n Se

ctor

The

Jeru

sale

m M

unici

palit

y’s n

egle

ct

of it

s ob

ligat

ions

und

er th

e La

w o

f Co

mpu

lsory

Edu

catio

n ha

s ha

d nu

mer

ous

adve

rse

affe

cts

on P

ales

tinia

n ed

ucat

ion.

Th

e ed

ucat

ion

sect

or in

Eas

t Jer

usal

em

is ch

arac

teris

ed b

y: in

adeq

uate

and

in

suffi

cient

infra

stru

ctur

e of

edu

catio

nal

inst

itutio

ns; o

verc

row

ded

class

room

s du

e to

con

stru

ctio

n re

stric

tions

; lac

k of

ed

ucat

iona

l fac

ilitie

s an

d eq

uipm

ent;

lack

of

a u

nifie

d cu

rricu

lum

for k

inde

rgar

tens

; w

eak

coor

dina

tion

amon

g in

stitu

tions

in

the

prov

ision

of c

ompr

ehen

sive

serv

ices

to s

tude

nts;

lack

of a

war

enes

s of

the

rele

vanc

e of

voc

atio

nal e

duca

tion

and

lack

of r

ecog

nitio

n by

Isra

el d

ue to

lic

ensin

g an

d ce

rtific

atio

n re

quire

men

ts;

inco

here

nce

betw

een

voca

tiona

l ed

ucat

ion,

trai

ning

and

mar

ket n

eeds

; th

e ne

ed to

loca

te a

ltern

ativ

e so

urce

s of

fund

ing

rath

er th

an re

lying

on

the

Israe

li au

thor

ities

to m

aint

ain

inst

itutio

nal

inde

pend

ence

; lac

k of

atte

ntio

n to

ch

ildre

n w

ith s

pecia

l nee

ds; i

nabi

lity

to m

aint

ain

or p

rovi

de q

ualifi

ed s

taff

due

to re

crui

tmen

t pro

cedu

res,

sala

ries,

ince

ntiv

es, a

cces

s re

stric

tions

as

70

perc

ent o

f tea

cher

s ar

e W

est B

ank

resid

ents

; and

, ina

dequ

ate

qual

ifica

tions

; an

d, n

on-re

cogn

ition

of h

ighe

r-deg

ree

certi

ficat

ion

from

Pal

estin

ian

acad

emic

inst

itutio

ns b

y Isr

ael.

To im

prov

e th

e qu

ality

of

educ

atio

n an

d le

arni

ng in

Je

rusa

lem

.

Incr

ease

nu

mbe

r of

class

room

s an

d im

prov

e sc

hool

in

frast

ruct

ure.

The

deve

lopm

ent

and

reha

bilit

atio

n of

the

phys

ical

and

educ

atio

nal

infra

stru

ctur

e of

the

educ

atio

nal i

nstit

utio

ns.

1- K

inde

rgar

tens

: In

crea

se e

arly

educ

atio

n op

portu

nitie

s fo

r •

Jeru

sale

mite

chi

ldre

n.

2- G

ener

al e

duca

tion

sch

ools

: In

crea

se in

the

abso

rptio

n ca

pacit

y of

Pal

estin

ian

•sc

hool

s (g

over

nmen

t, pr

ivate

and

UN

RWA)

in

East

Jeru

sale

m.

Impr

ovem

ent i

n th

e qu

ality

of e

duca

tiona

l •

and

extra

curri

cula

r act

iviti

es in

the

Pale

stin

ian

scho

ols

in E

ast J

erus

alem

. 3-

Voc

atio

nal t

rain

ing:

Incr

ease

in th

e ab

sorp

tion

capa

city

of P

ales

tinia

n •

voca

tiona

l tra

inin

g in

stitu

tes

in E

ast J

erus

alem

.Im

prov

emen

t in

the

qual

ity o

f voc

atio

nal

•ed

ucat

ion

in E

ast J

erus

alem

.

13

year

s4,

428,

000

4,25

8,00

03,

763,

000

12,4

49,0

00

Prov

ision

of e

quip

men

t to

edu

catio

nal

inst

itutio

ns.

Incr

ease

in th

e nu

mbe

r of s

tude

nts

enro

lled

in

•ki

nder

garte

ns.

Impr

ovem

ent i

n th

e qu

ality

of e

duca

tion

offe

red

•to

the

stud

ents

. Im

prov

emen

t in

achi

evem

ents

and

com

pete

nce

•of

the

scho

ol g

radu

ates

.

43

year

s3,

590,

040

2,47

7,64

02,

515,

474

8,58

3,15

4

Stre

ngth

enin

g ed

ucat

iona

l su

ppor

t stru

ctur

es.

Deve

loping

educ

ation

al su

ppor

t stru

cture

s of

scho

ols.

Impr

ovem

ent i

n th

e qu

ality

of e

duca

tion

offe

red

to

Jeru

sale

mite

stu

dent

s.2

3 ye

ars

1,00

0,00

01,

203,

000

1,20

3,00

03,

406,

000

Deve

lopi

ng e

duca

tiona

l su

ppor

t stru

ctur

es in

vo

catio

nal e

duca

tion.

Mor

e m

oder

n an

d re

leva

nt v

ocat

iona

l tra

inin

g •

prog

ram

mes

that

mee

t with

the

need

s of

the

mar

ket.

Mor

e su

ppor

t fro

m s

ocie

ty to

voc

atio

nal

•ed

ucat

ion.

In

crea

se in

num

ber o

f stu

dent

s in

voc

atio

nal

•ed

ucat

ion

prog

ram

mes

.

53

year

s20

0,00

025

2,00

025

2,90

070

4,90

0

Deve

lopm

ent a

nd

capa

city

build

ing

of e

duca

tiona

l pr

ofes

siona

ls.

Incr

ease

in th

e nu

mbe

r and

cap

abili

ties

of th

e su

perv

isory

and

teac

hing

sta

ff at

all

leve

ls.3

3 ye

ars

350,

000

350,

000

397,

900

1,09

7,90

0

Deve

lop

finan

cial a

nd

adm

inist

rativ

e ca

pabi

litie

s and

sy

stem

s.

Com

pute

risin

g ad

min

istra

tive

wor

k in

ge

nera

l edu

catio

n.

Mor

e ef

fect

ive

annu

al p

lans

to b

e in

tegr

ated

•

with

the

educ

atio

n se

ctor

in E

ast J

erus

alem

. In

crea

se in

sup

ervi

sory

cap

aciti

es o

f the

•

educ

atio

n di

rect

orat

e in

Eas

t Jer

usal

em.

63

year

s25

,000

20,0

0010

,000

55,0

00

Tota

l Edu

cati

on9,

593,

040

8,56

0,64

08,

142,

274

26,2

95,9

54

Soci

al P

rote

ctio

n an

d D

evel

opm

ent

Clus

ter

92

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iorit

yDu

ratio

nFir

st Ye

arSe

cond

Year

Third

Year

Tota

l Bud

get

Yout

h Se

ctor

The

polit

ical c

onte

xt h

as le

d to

a

prof

ound

iden

tity

crisi

s am

ong

yout

h.

The

resu

lt ha

s be

en m

anife

sted

in:

psyc

holo

gica

l iss

ues

and

diffi

culti

es in

w

orki

ng w

ith y

outh

; poo

r em

ploy

men

t co

nditi

ons

and

a la

ck o

f edu

catio

n (w

ith

a 10

per

cent

dro

pout

rate

) hav

e le

d to

hi

gh u

nem

ploy

men

t rat

es, s

ocia

l har

dshi

p an

d po

verty

; the

abs

ence

of r

ecre

atio

nal

area

s an

d pa

rticip

atio

n in

exi

stin

g yo

uth

clubs

or s

ports

has

bee

n co

mpo

unde

d by

an

incr

ease

and

spr

ead

of s

ubst

ance

ab

use

and

delin

quen

cy; y

oung

peo

ple

are

shun

ning

aw

ay fr

om v

olun

tary

wor

k;

yout

h ne

ed s

erio

us in

terv

entio

ns; y

outh

or

gani

satio

ns a

re w

eak

and

fragm

ente

d;

and,

ther

e is

a ne

ed to

ens

ure

the

inte

grat

ion

of m

inor

ities

and

mar

gina

lised

gr

oups

suc

h as

eth

nic

min

oriti

es, w

omen

, an

d yo

ung

peop

le w

ith s

pecia

l nee

ds in

yo

uth

orga

nisa

tions

.

Prom

ote

and

stre

ngth

en th

e Pa

lest

inia

n id

entit

y of

you

th

in Je

rusa

lem

.

Raisi

ng th

e aw

aren

ess

of

Jeru

sale

mite

yo

uth

rega

rdin

g th

eir h

erita

ge,

hist

ory,

and

caus

e, a

nd

ensu

ring

grea

ter y

outh

pa

rticip

atio

n.

Incr

easin

g yo

uth

civic

enga

gem

ent.

Incr

ease

num

ber o

f you

ng p

eopl

e , e

spec

ially

•

girls

, par

ticip

atin

g in

pro

ject

s an

d ac

tiviti

es o

f yo

uth

orga

nisa

tions

and

clu

bs.

Youn

g pe

ople

are

tole

rant

and

can

exp

ress

the

•co

mpo

nent

s of

thei

r Pal

estin

ian

Jeru

sale

mite

id

entit

y.

63

year

s 1,

500,

000

1,50

0,00

01,

500,

000

4,50

0,00

0

Impr

ove

qual

ity

of s

ervi

ces

prov

ided

to

yout

h to

dev

elop

th

eir c

apab

ilitie

s an

d op

timise

qu

antit

ativ

e an

d qu

alita

tive

bene

fit.

Stre

ngth

enin

g th

e in

stitu

tions

th

at s

erve

Je

rusa

lem

ite

yout

h an

d im

prov

ing

thei

r in

frast

ruct

ure.

Inst

itutio

nal a

nd

adm

inist

rativ

e de

velo

pmen

t of y

outh

or

gani

satio

ns.

Yout

h in

stitu

tions

are

effi

cient

, effe

ctiv

e, a

nd

resp

onsiv

e.1

3 ye

ars

300,

000

350,

000

350,

000

1,00

0,00

0

Deve

lopi

ng th

e in

frast

ruct

ure

of y

outh

or

gani

satio

ns.

Club

s w

ith g

ood

facil

ities

and

wel

l equ

ippe

d in

or

der t

o of

fer v

ario

us a

ctiv

ities

that

mee

t the

nee

ds

of th

e la

rges

t sec

tor o

f the

you

ng p

eopl

e, in

cludi

ng

youn

g pe

ople

with

spe

cial n

eeds

and

girl

s.

43

year

s 80

0,00

080

0,00

080

0,00

02,

400,

000

Alle

viat

e th

e cr

isis

facin

g yo

uth

as a

re

sult

of th

e so

cial,

polit

ical,

and

econ

omic

cond

ition

s, pa

rticu

larly

m

argi

nalis

ed

grou

ps.

Supp

ortin

g pr

ogra

mm

es

that

facil

itate

the

parti

cipat

ion

of

yout

h fro

m th

e m

argi

nalis

ed

sect

ors

of

Pale

stin

ian

socie

ty in

you

th

activ

ities

and

or

gani

satio

ns.

Inte

grat

ing

youn

g pe

ople

with

spe

cial

need

s in

to y

outh

ac

tiviti

es a

nd

inst

itutio

ns.

Incr

ease

d pa

rticip

atio

n of

you

ng p

eopl

e w

ith

•sp

ecia

l nee

ds in

you

th o

rgan

isatio

ns a

nd

activ

ities

.Pr

esen

ce o

f peo

ple

with

spe

cial n

eeds

in th

e •

yout

h or

gani

satio

ns a

nd th

eir p

artic

ipat

ion

in

the

activ

ities

.5

3 ye

ars

200,

000

200,

000

200,

000

600,

000

Club

s, yo

uth

orga

nisa

tions

and

com

mun

ity

•or

gani

satio

ns h

ave

facil

ities

that

offe

r var

ious

sp

orts

act

iviti

es a

ppro

pria

te to

the

need

s of

yo

ung

men

and

wom

en w

ith s

pecia

l nee

ds.

Cont

inue

su

ppor

ting

the

inst

itutio

ns th

at

wor

k w

ith y

outh

w

ho a

re h

igh

risk

in te

rms

of d

rug-

use

or

delin

quen

cy.

Prot

ectio

n of

Je

rusa

lem

ite y

oung

pe

ople

aga

inst

dru

g ab

use.

Pale

stin

ian

youn

g pe

ople

are

mor

e aw

are

of th

e •

harm

s of

dru

g ab

use

and

addi

ctio

n.In

crea

sing

num

ber o

f peo

ple

bene

fitin

g fro

m

•se

rvice

s of

inst

itutio

ns d

ealin

g w

ith d

rug

addi

ctio

n, e

spec

ially

am

ong

yout

h.

33

year

s 82

5,00

082

5,00

085

0,00

02,

500,

000

«You

ng p

eopl

e in

Cr

isis»

Pro

gram

me.

Incr

ease

d aw

aren

ess

amon

g th

e va

rious

com

mun

ity

segm

ents

in E

ast J

erus

alem

con

cern

ing

issue

s of

m

enta

l hea

lth.

71

year

57

,840

00

57,8

40

Activ

atin

g vo

catio

nal

cent

res

that

eq

uip

stud

ents

w

ith v

ocat

iona

l sk

ills.

Care

er g

uida

nce

and

coun

selli

ng

and

crea

ting

job

oppo

rtuni

ties

for t

he

youn

g pe

ople

Incr

ease

in e

mpl

oym

ent o

f you

ng p

eopl

e.•

Redu

ctio

n in

the

scho

ol d

ropo

ut ra

tio o

f by

2

•pe

rcen

t.2

3 ye

ars

1,25

0,00

02,

000,

000

2,00

0,00

05,

250,

000

Yout

h Jo

b Ce

ntre

.In

crea

sed

empl

oym

ent a

nd v

olun

tary

wor

k •

oppo

rtuni

ties

for n

ew g

radu

ates

from

sch

ools

and

univ

ersit

ies

in E

ast J

erus

alem

. 2

1 ye

ar86

,680

00

86,6

80

Tota

l You

th5,

019,

520

5,67

5,00

05,

700,

000

16,3

94,5

20

Soci

al P

rote

ctio

n an

d D

evel

opm

ent

Clus

ter

93

EastJErusalEm



Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iorit

yDu

ratio

nFir

st Ye

arSe

cond

Year

Third

Year

Tota

l Bud

get

Hea

lth

Sect

or

The

heal

th s

ecto

r is

char

acte

rised

by:

expr

opria

tion,

clo

sure

s an

d at

tack

s ag

ains

t hos

pita

ls; im

pedi

men

ts to

the

deve

lopm

ent a

nd e

xpan

sion

of h

ospi

tals;

Isr

aeli

MoH

lice

nsin

g re

quire

men

ts

on n

urse

s an

d ph

ysici

ans;

lack

of

com

preh

ensiv

e se

rvice

s (i.

e. m

enta

l he

alth

car

e); fi

nanc

ial p

ress

ure

(Arn

ona

tax)

, whi

ch m

ay c

rippl

e ho

spita

ls; th

e ne

ed fo

r com

preh

ensiv

e pr

imar

y he

alth

ca

re s

ervi

ces;

the

need

to im

prov

e he

alth

in

form

atio

n m

anag

emen

t sys

tem

s; po

or

loca

l am

bula

nce

and

emer

genc

y se

rvice

s; po

or c

ontin

uous

edu

catio

n fo

r hea

lth

prof

essio

nals;

acc

ess

rest

rictio

ns im

pose

d on

sta

ff an

d pa

tient

s fro

m th

e oP

t; m

ost

cent

res

cont

ract

ed b

y th

e Isr

aeli

Sick

Fu

nds

prov

ide

cura

tive,

with

min

imal

pr

even

tive,

ser

vice

s w

ithou

t con

trol a

nd

mai

nten

ance

; and

, wea

k in

cent

ives

for

qual

ified

hea

lth p

rofe

ssio

nals.

To c

reat

e a

heal

th c

are

syst

em m

odel

in

East

Jeru

sale

m.

Esta

blish

a

sust

aina

ble

mod

el: t

he E

ast

Jeru

sale

m C

linic

Net

wor

k.

Inte

grat

ed m

odel

for

com

preh

ensiv

e pr

imar

y he

alth

car

e se

rvice

s.

A m

odel

of w

ell i

nteg

rate

d he

alth

care

sys

tem

in

•Ea

st Je

rusa

lem

.Ef

ficie

nt u

se o

f res

ourc

es.

•In

crea

sed

clien

t and

pro

vide

r sat

isfac

tion.

•

23

year

s 1,

510,

000

4,50

0,00

06,

000,

000

12,0

10,0

00

To e

nhan

ce

the

exist

ing

heal

th s

ervi

ce

inst

itutio

ns

(prim

ary,

seco

ndar

y, te

rtiar

y).

Impr

ove

the

effic

ienc

y an

d ef

fect

iven

ess

of e

xist

ing

heal

th s

ervi

ce

inst

itutio

ns.

(prim

ary,

seco

ndar

y, te

rtiar

y).

Esta

blish

men

t of E

ast

Jeru

sale

m G

ener

al

Heal

th B

oard

.

Effic

ient

refe

rral s

yste

m b

etw

een

Pale

stin

ian

•cli

nics

and

hos

pita

ls in

Jeru

sale

m.

32

year

s 23

,375

23,3

750

46,7

50

Prim

ary

heal

th tr

aini

ng

prog

ram

me.

Bette

r hea

lthca

re s

ervi

ces

prov

ided

to c

lient

s •

(clie

nts

satis

fact

ion)

. B

ette

r man

agem

ent o

f hea

lthca

re re

sour

ces

•(h

uman

, tec

hnica

l, an

d fin

ancia

l).In

crea

se in

prim

ary

heal

thca

re in

stitu

tion’

s •

effe

ctiv

enes

s.

12

year

s 39

3,52

539

3,52

50

787,

050

Tota

l Hea

lth

1,92

6,90

04,

916,

900

6,00

0,00

012

,843

,800

Soci

al P

rote

ctio

n an

d D

evel

opm

ent

Clus

ter

94

Soci

al P

rote

ctio

n an

d D

evel

opm

ent

Clus

ter

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPri

ority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Soci

al W

elfa

re S

ecto

r

As ta

x pa

yers

, Pal

estin

ians

pay

ove

r 33

perc

ent o

f the

bud

get o

f the

Jeru

sale

m

Mun

icipa

lity,

how

ever

, the

y ar

e al

loca

ted

appr

oxim

atel

y 10

per

cent

in s

ervi

ces,

depi

ctin

g an

ext

ensiv

e de

gree

of

disc

rimin

atio

n an

d bi

as in

the

dist

ribut

ion

of b

udge

ts. T

he s

ocia

l wel

fare

sec

tor

is ch

arac

teris

ed b

y: la

ck o

f adh

eren

ce

rega

rdin

g so

cial w

elfa

re s

ervi

ces,

in te

rms

of q

uant

ity, q

ualit

y, an

d co

mpr

ehen

siven

ess

by Is

rael

i ins

titut

ions

; lac

k of

info

rmat

ion

rega

rdin

g th

e ne

eds

of s

ervi

ces

and

lack

of

cle

ar p

roce

dure

s; in

effic

ient

ser

vice

s pr

ovid

ed b

y co

mm

unity

org

anisa

tions

and

po

or in

tern

atio

nal a

dvoc

acy

stra

tegi

es;

limite

d fin

ancia

l res

ourc

es; a

nd, l

ack

of

know

ledg

e ab

out t

he s

ecto

r.

Impr

ove

acce

ss

of in

divi

dual

s an

d m

argi

nalis

ed

grou

ps to

qu

alita

tive,

su

stai

nabl

e, a

nd

resp

onsiv

e so

cial

serv

ices.

Deve

lop

a da

taba

se fo

r so

cial w

elfa

re

need

s an

d av

aila

ble

serv

ices

in E

ast J

erus

alem

.

Asse

ssm

ent o

f Pa

lest

inia

n so

cial

wel

fare

ser

vice

del

iver

y in

Jeru

sale

m.

Impr

oved

kno

wle

dge

abou

t soc

ial w

elfa

re n

eeds

an

d se

rvice

s.1

6 mon

ths

50,0

000

050

,000

Impr

ove

effic

ienc

y an

d ef

fect

iven

ess

of e

xist

ing

Pale

stin

ian

inst

itutio

ns th

at

prov

ide

socia

l w

elfa

re s

ervi

ces

in Je

rusa

lem

.

Empo

wer

men

t and

ca

pacit

y bu

ildin

g pr

ogra

mm

e fo

r in

stitu

tions

and

vo

lunt

ary

grou

ps

prov

idin

g so

cial

serv

ices.

Impr

oved

effi

cienc

y an

d ef

fect

iven

ess

of

inst

itutio

ns a

nd v

olun

tary

gro

ups

prov

idin

g so

cial s

ervi

ces.

13

year

s 20

0,00

050

0,00

050

0,00

01,

200,

000

Expa

nd ty

pes

and

scop

e of

soc

ial

serv

ices

prov

ided

by

Pal

estin

ian

inst

itutio

ns.

Job

crea

tion

prog

ram

me.

Re

duce

d un

empl

oym

ent r

ates

in E

ast J

erus

alem

.2

3 ye

ars

1,00

0,00

01,

000,

000

1,00

0,00

03,

000,

000

Redu

ctio

n of

gen

der

base

d vi

olen

ce, s

exua

l ex

ploi

tatio

n an

d Se

xual

ly Tr

ansm

itted

Di

seas

es (S

TDs)

in E

ast

Jeru

sale

m.

Incr

ease

d aw

aren

ess

amon

g w

omen

and

Eas

t •

Jeru

sale

m’s

socie

ty re

gard

ing

gend

er b

ased

vi

olen

ce, s

exua

l exp

loita

tion

and

STDs

.Tr

aum

atise

d gi

rls/ w

omen

rece

ive

•ps

ycho

socia

l cou

nsel

ling.

31

year

64

,020

00

64,0

20

Mai

nten

ance

and

re

habi

litat

ion

of o

ld a

ge

hom

es.

Impr

oved

qua

lity

of li

fe o

f the

eld

erly

peop

le in

ol

d ag

e ho

mes

.4

3 ye

ars

100,

000

100,

000

100,

000

300,

000

Inte

grat

ed e

duca

tion

and

reha

bilit

atio

n of

visu

ally

impa

ired

indi

vidu

als.

Impr

oved

psy

cho-

socia

l and

edu

catio

nal

situa

tion

of v

isual

ly im

paire

d in

divi

dual

s.4

3 ye

ars

100,

000

100,

000

100,

000

300,

000

Psyc

ho-s

ocia

l sup

port

for c

hild

ren.

Impr

oved

psy

cho-

socia

l wel

l bei

ng o

f tar

gete

d ch

ildre

n.4

3 ye

ars

32,6

0032

,600

32,6

0097

,800

Tota

l Soc

ial W

elfa

re1,

546,

620

1,73

2,60

01,

732,

600

5,01

1,82

0

95

EastJErusalEm



Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPri

ority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Cult

ure

and

Her

itag

e Se

ctor

The

cultu

re a

nd h

erita

ge s

ecto

r has

bee

n se

vere

ly im

pact

ed b

y Isr

aeli

disc

rimin

ator

y la

ws

and

mea

sure

s. Th

e se

ctor

is

char

acte

rised

by:

lack

of a

cul

tura

l visi

on a

nd

impl

emen

tatio

n m

odal

ities

; poo

r cul

tura

l in

frast

ruct

ure

and

the

need

for i

nves

tmen

t; m

inim

al, a

ctiv

e cu

ltura

l cen

tres;

disp

erse

d an

d la

ck o

f com

preh

ensiv

e co

ordi

natio

n an

d bu

dget

s; iso

latio

n, la

ck o

f div

ersit

y an

d re

stric

ted

acce

ssib

ility

; and

, the

det

erio

ratio

n of

the

sect

or li

nked

to th

e de

mise

of

Pale

stin

ian

iden

tity.

To d

evel

op th

e •

wor

k of

the

inst

itutio

ns

that

are

act

ive

in th

e fie

ld o

f pr

otec

tion

and

reno

vatio

n of

ar

chite

ctur

al

and

cultu

ral

herit

age

in th

e cit

y.To

impr

ove

•th

e se

rvice

s of

m

useu

ms

and

libra

ries.

To n

etw

ork

•be

twee

n in

stitu

tions

of

sam

e sp

ecia

lisat

ion,

de

velo

p w

ork

mec

hani

sms

and

ensu

re

thei

r in

tegr

atio

n.

Deve

lopi

ng th

e in

stitu

tiona

l stru

ctur

e of

cul

tura

l wor

k in

Je

rusa

lem

.

Syst

emat

ic an

d pr

ofes

siona

l man

agem

ent o

f cu

ltura

l her

itage

.4

3 ye

ars

800,

000

900,

000

900,

000

2,60

0,00

0

Trad

ition

al C

rafts

De

velo

pmen

t.

Docu

men

tatio

n of

trad

ition

al h

andi

craf

ts in

•

Jeru

sale

m.

Trai

ned

prof

essio

nals

in th

e fie

ld o

f •

hand

icraf

ts.

32

year

s 20

0000

200,

000

040

0,00

0

Deve

lopm

ent o

f ex

istin

g cu

ltura

l ce

ntre

s.

The

deve

lopm

ent o

f th

e in

frast

ruct

ure

and

tech

nica

l fac

ilitie

s of

th

e cu

ltura

l ins

titut

ions

an

d ce

ntre

s in

Eas

t Je

rusa

lem

.

Cultu

ral i

nstit

utio

ns a

nd c

entre

s of

fer q

ualit

ativ

e ac

tiviti

es th

at a

ttrac

t lar

ger a

udie

nces

.1

2 ye

ars

2,69

0,40

02,

819,

600

05,

510,

000

Esta

blish

ing

•cu

ltura

l ce

ntre

s in

the

perip

herie

s of

Eas

t Je

rusa

lem

.To

cre

ate

•a

new

ge

nera

tion

of a

rtist

s an

d cr

eativ

e pe

ople

.

Cultu

ral o

utre

ach

and

prom

otio

n of

cu

ltura

l act

iviti

es in

the

outs

kirts

of J

erus

alem

.

Incr

ease

d cu

ltura

l inv

olve

men

t of p

erip

hera

l and

m

argi

nalis

ed c

omm

uniti

es o

f Eas

t Jer

usal

em.

23

year

s 1,

850,

000

2,15

0,00

02,

100,

000

6,10

0,00

0

Tota

l Cul

ture

and

Her

itag

e5,

540,

400

6,06

9,60

03,

000,

000

14,6

10,0

00

Tota

l Soc

ial P

rote

ctio

n23

,626

,480

26,9

54,7

4024

,574

,874

75,1

56,0

94

Soci

al P

rote

ctio

n an

d D

evel

opm

ent

Clus

ter

96

Econ

omic

Dev

elop

men

t Cl

uste

r

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Econ

omy

Sect

or

The

situa

tion

in th

e ec

onom

ic se

ctor

is

char

acte

rised

by:

high

taxe

s an

d a

wea

k in

vest

men

t clim

ate;

the

abse

nce

of c

redi

t fac

ilitie

s fo

r ind

ivid

uals

and

busin

esse

s (p

artic

ular

ly sm

all b

usin

esse

s);

min

imal

inve

stm

ent a

nd c

apita

l lea

kage

to

PN

A-co

ntro

lled

area

s or

abr

oad;

poo

r co

ordi

natio

n am

ong

the

vario

us s

ecto

rs,

spec

ifica

lly to

urism

, edu

catio

n, e

cono

my

and

finan

ce; a

nd, t

he lo

ss o

f lab

oure

rs fr

om th

e W

est B

ank.

Impr

ove

busin

ess

deve

lopm

ent

serv

ices

in E

ast

Jeru

sale

m.

Prov

idin

g •

tech

nica

l an

d fin

ancia

l as

sista

nce

to

orga

nisa

tions

an

d N

GO

s su

ppor

ting

priva

te s

ecto

r de

velo

pmen

t in

Eas

t Je

rusa

lem

.Es

tabl

ishin

g a

•co

mpr

ehen

sive

data

bas

e on

th

e ec

onom

ic se

ctor

in E

ast

Jeru

sale

m.

Capa

city

build

ing

for

priva

te s

ecto

r sup

port

orga

nisa

tions

.

Expa

nded

and

impr

oved

sup

port/

cons

ulta

tion

•se

rvice

s pr

ovid

ed to

the

Jeru

sale

mite

priv

ate

sect

or.

Avai

labi

lity

of u

pdat

ed a

nd a

ccur

ate

•ec

onom

ic in

form

atio

n an

d st

udie

s co

ncer

ning

Je

rusa

lem

.

33

year

s 1,

000,

000

1,10

0,00

01,

100,

000

3,20

0,00

0

To im

prov

e th

e co

mpe

titiv

e ca

pacit

y of

m

anuf

actu

rers

.

Prov

idin

g te

chni

cal

assis

tanc

e an

d lo

gist

ical s

uppo

rt to

priv

ate

sect

or

inst

itutio

ns.

Fina

ncia

l Ser

vice

s Co

mpa

ny.

Incr

ease

d ac

cess

of J

erus

alem

ites

to le

ndin

g •

and

cred

it op

portu

nitie

s.Je

rusa

lem

ites

have

mor

e pr

ofita

ble

and

•ef

ficie

nt e

cono

mic

ente

rpris

es.

13

year

s 15

,000

,000

17,5

00,0

0017

,500

,000

50,0

00,0

00

To e

xpan

d •

the

mar

ket

shar

e fo

r Je

rusa

lem

ite

man

ufac

ture

rs

and

mer

chan

ts.To

dev

elop

the

•en

trepr

eneu

rial

spiri

t am

ong

the

resid

ents,

es

pecia

lly

amon

g yo

uth

and

entre

pren

eurs.

Netw

orki

ng

•be

twee

n th

e va

rious

ec

onom

ic se

ctor

s (m

anuf

actu

ring,

tra

de, s

ervic

es,

etc.)

.En

hanc

ing

•re

gion

al a

nd

inte

rnat

iona

l ec

onom

ic ne

twor

king

.

Prom

otin

g an

d m

arke

ting

Jeru

sale

m.

Incr

ease

in p

rodu

cers

> a

nd tr

ader

s> in

com

e •

in Je

rusa

lem

. Ri

se in

num

bers

of v

isito

rs a

nd c

onsu

mer

s in

•

East

Jeru

sale

m.

23

year

s 80

0,00

060

0,00

060

0,00

02,

000,

000

Prov

idin

g fin

ancin

g w

ith

rela

tivel

y so

ft co

nditi

ons,

acco

mpa

nied

w

ith te

chni

cal

assis

tanc

e.

Cred

it an

d su

ppor

t pr

ogra

mm

e fo

r sm

all p

roje

cts

and

entre

pren

eurs

.

Jeru

sale

mite

bus

ines

speo

ple

are

mor

e •

capa

ble

of e

xpan

ding

, dev

elop

ing,

and

br

ingi

ng in

mod

ern

tech

nolo

gy in

to th

e pr

oduc

tion

patte

rns

of th

eir i

nstit

utio

ns.

Entre

pren

eurs

are

bet

ter e

quip

ped

to s

tart

•ne

w b

usin

esse

s.

13

year

s 6,

000,

000

8,00

0,00

08,

000,

000

22,0

00,0

00

Tota

l Eco

nom

y Se

ctor

22,8

00,0

0027

,200

,000

27,2

00,0

0077

,200

,000

97

EastJErusalEm



Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Tour

ism

Sec

tor

The

tour

ism s

ecto

r is

char

acte

rised

by:

diffi

culti

es in

acc

essin

g fin

ance

and

cre

dit

facil

ities

in E

ast J

erus

alem

; wea

k pr

ivate

se

ctor

inst

itutio

nal s

uppo

rt an

d ne

twor

k;

poor

phy

sical

con

ditio

ns o

f hot

els

and

infra

stru

ctur

e; h

igh

land

cos

ts; p

rope

rty ta

x;

oner

ous

licen

sing

proc

edur

es; m

unici

pal

negl

igen

ce; h

uman

cap

ital l

eaka

ge to

oth

er

sect

ors

or to

est

ablis

hmen

ts in

Isra

el a

nd th

e W

est B

ank;

acc

ess

and

mob

ility

rest

rictio

ns

and

the

isola

tion

of E

ast J

erus

alem

; lac

k of

a u

nifie

d m

arke

ting

stra

tegy

; the

nee

d to

sup

port

and

deve

lop

tour

ist-re

late

d or

gani

satio

ns; a

nd, t

he n

eed

to d

evel

op a

nd

dive

rsify

the

tour

ism p

rodu

ct.

Impr

ove

East

Je

rusa

lem

’s to

urist

ic co

mpe

titiv

enes

s.

Priva

te s

ecto

r •

supp

ort a

nd

inst

itutio

n bu

ildin

g.Ra

ise th

e •

qual

ity o

f to

urism

pr

oduc

ts a

nd

serv

ices.

Deve

lop

•an

d m

arke

t au

then

tic,

inno

vativ

e an

d di

vers

ified

to

urism

pr

oduc

ts a

nd

serv

ices.

Capa

city

build

ing

of in

stitu

tions

and

pe

rson

nel w

orki

ng in

th

e fie

ld o

f tou

rism

.

Qua

lity

of s

ervi

ces

offe

red

to to

urist

s in

Eas

t Je

rusa

lem

is im

prov

ed.

53

year

s 70

,000

300,

000

300,

000

670,

000

Deve

lopi

ng a

ltern

ativ

e To

urism

in Je

rusa

lem

.

Pale

stin

ian

tour

ism o

ffer i

n Ea

st Je

rusa

lem

is

mor

e di

vers

ified

and

attr

acts

incr

ease

d nu

mbe

r of

tour

ists.

13

year

s10

0,00

010

0,00

010

0,00

030

0,00

0

Mar

ketin

g an

d pr

omot

ion

of E

ast

Jeru

sale

m a

s a

tour

ist

dest

inat

ion.

Incr

ease

in th

e nu

mbe

r of t

ouris

ts a

nd th

eir s

tay

perio

d in

Eas

t Jer

usal

em.

33

year

s 30

0,00

040

0,00

040

0,00

01,

100,

000

Deve

lopi

ng

and

upgr

adin

g th

e to

urism

in

frast

ruct

ure

in

East

Jeru

sale

m

as w

ell a

s in

vest

men

t pr

omot

ion.

Incr

easin

g th

e ac

com

mod

atio

n ca

pacit

y an

d fa

ciliti

es in

Ea

st Je

rusa

lem

(mai

nly

cred

it pr

ogra

mm

es).

Incr

ease

in th

e nu

mbe

r of t

ouris

ts a

nd th

eir s

tay

perio

d in

Eas

t Jer

usal

em.

43

year

s 35

,000

,000

35,0

00,0

0030

,000

,000

100,

000,

000

Deve

lopi

ng a

nd

expa

ndin

g th

e to

urist

tra

nspo

rt se

ctor

(cre

dit

prog

ram

me)

.

Incr

ease

d co

mpe

titiv

e ca

pacit

y of

the

tour

ist

trans

port

sect

or in

Eas

t Jer

usal

em.

62

year

s 12

,500

,000

12,5

00,0

000

25,0

00,0

00

Advo

cate

and

ac

tivel

y pu

rsue

a

sust

aina

ble

and

favo

urab

le

envi

ronm

ent

for s

ocia

lly

resp

onsib

le

profi

tabl

e bu

sines

ses,

and

enco

urag

e a

fully

en

gage

d in

dust

ry

and

socie

ty.

Min

imisi

ng

leak

ages

alo

ng

the

tour

ism v

alue

ch

ain.

Jeru

sale

mite

Coa

litio

n In

itiat

ive

for T

ouris

m.

Depe

nden

ce o

n no

n-Pa

lest

inia

n in

puts

in th

e to

urism

act

iviti

es c

hain

is re

duce

d.2

3 ye

ars

50,0

0050

,000

50,0

0015

0,00

0

Tota

l Tou

rism

Sec

tor

48,0

20,0

0048

,350

,000

30,8

50,0

0012

7,22

0,00

0

Econ

omic

Dev

elop

men

t Cl

uste

r

98

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Hou

sing

Sec

tor

The

hous

ing

sect

or is

cha

ract

erise

d by

: di

scrim

inat

ory

Israe

li la

ws

and

urba

n pl

anni

ng p

olici

es; l

and

and

hous

e co

nfisc

atio

ns a

s w

ell a

s ho

use

dem

oliti

ons;

maj

or h

ousin

g ne

eds;

insu

fficie

nt la

nd

allo

cate

d fo

r Pal

estin

ians

; lan

d ow

ners

hip

and

regi

stra

tion

issue

s; co

nstru

ctio

n an

d lic

ensin

g re

stric

tions

; wea

k fin

ancia

l re

sour

ces

com

pare

d to

the

high

cos

ts o

f bu

ildin

g an

d la

nd; l

eaka

ge o

f cap

ital t

o Pa

lest

inia

n te

rrito

ries,

relu

ctan

ce o

f ban

ks

to e

xten

d lo

ans

and

finan

cial s

ervi

ces

to P

ales

tinia

n in

vest

ors

and

busin

esse

s in

Eas

t Jer

usal

em; 2

0.5

per

cent

of t

he

hous

es in

side

the

Old

City

are

not

fit t

o be

inha

bite

d an

d ne

ed to

tal r

enov

atio

n;

arou

nd 3

0 p

erce

nt o

f hou

ses

in th

e O

ld

City

nee

d re

pair,

and

11.

4 p

erce

nt n

eed

exte

nsio

ns; a

nd, t

he n

eed

for p

rese

rvat

ion

and

reno

vatio

n of

the

arch

itect

ural

her

itage

in

the

Old

City

.

Impr

ove

exist

ing

hous

ing

cond

ition

s.

Reha

bilit

ate

and

reno

vate

de

terio

rate

d bu

ildin

gs a

nd

resid

entia

l uni

ts

espe

cially

in th

e O

ld C

ity.

Pres

erva

tion

of

the

arch

itect

ural

he

ritag

e in

the

City

an

d re

habi

litat

ion

of

resid

entia

l bui

ldin

gs.

Pres

erva

tion

of th

e ar

chite

ctur

al h

erita

ge in

th

e cit

y an

d re

habi

litat

ion

of th

e re

siden

tial

build

ings

. 4

3 ye

ars

15,0

00,0

0018

,000

,000

20,0

00,0

0053

,000

,000

Incr

ease

Pa

lest

inia

n ho

usin

g in

Eas

t Je

rusa

lem

.

Supp

ort t

he

priva

te s

ecto

r an

d en

cour

age

inve

stm

ents

in

the

hous

ing

sect

or.

The

esta

blish

men

t of a

re

al e

stat

e de

velo

pmen

t co

mpa

ny (p

rivat

e se

ctor

in

vest

men

t).

Avai

labi

lity

of d

iver

se h

ousin

g un

its s

uitin

g th

e ne

eds

of Je

rusa

lem

ites

13

year

s 10

,000

,000

20,0

00,0

0020

,000

,000

50,0

00,0

00

Facil

itate

acc

ess

to fi

nanc

e fo

r hou

sing

purp

oses

.

Hous

ing,

mor

tgag

e an

d cr

edit

com

pany

(See

d fu

ndin

g fro

m

dono

rs a

nd p

rivat

e se

ctor

inve

stor

s).

Avai

labl

e ad

equa

te fu

ndin

g w

ith re

ason

able

te

rms

for J

erus

alem

ites

in o

rder

to p

urch

ase

real

es

tate

, for

con

stru

ctio

n or

reno

vatio

n.

33

year

s5,

000,

000

7,50

0,00

07,

500,

000

20,0

00,0

00

Supp

ort a

nd

deve

lop

the

capa

bilit

ies

of

civil

socie

ty

orga

nisa

tions

w

orki

ng in

the

hous

ing

sect

or.

Supp

ort a

nd d

evel

op

NG

Os

activ

e in

the

hous

ing

field

.

Mor

e ef

ficie

nt a

nd c

ompe

tent

coo

pera

tives

and

N

GO

s w

orki

ng in

the

field

of h

ousin

g.2

3 ye

ars

300,

000

300,

000

300,

000

900,

000

Tota

l Hou

sing

Sec

tor

30,3

00,0

0045

,800

,000

47,8

00,0

0012

3,90

0,00

0

Tota

l Eco

nom

ic D

evel

opm

ent

101,

120,

000

121,

350,

000

105,

850,

000

328,

320,

000

Econ

omic

Dev

elop

men

t Cl

uste

r

99

EastJErusalEm



Hum

an R

ight

s Pr

otec

tion

Clu

ster

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Citi

zens

hip

and

Hum

an R

ight

s

The

Israe

li la

ws,

polic

ies,

plan

s an

d ac

tions

un

derm

ine

Pale

stin

ian

right

s an

d de

ny th

eir

self-

dete

rmin

atio

n. Th

e cit

izens

hip

and

hum

an ri

ghts

sec

tor i

s ch

arac

teris

ed b

y: th

e m

inor

role

of P

ales

tinia

n hu

man

righ

ts

orga

nisa

tions

in th

e cit

y; th

e ab

senc

e of

a

unifi

ed a

nd c

ompr

ehen

sive

Pale

stin

ian

visio

n re

gard

ing

the

stra

tegi

es fo

r pro

tect

ing

and

defe

ndin

g th

e rig

hts

of P

ales

tinia

ns in

the

city;

the

abse

nce

of a

n ef

fect

ive

mec

hani

sm

for m

onito

ring

and

docu

men

ting

Israe

li vi

olat

ions

in E

ast J

erus

alem

; the

lack

of

effic

ient

lega

l cou

nsel

; wea

k an

d in

effe

ctiv

e Ar

ab, M

uslim

, and

inte

rnat

iona

l sup

port

to

Pale

stin

ian

right

s; la

ck o

f aw

aren

ess

amon

g Pa

lest

inia

ns o

f the

ir rig

hts;

and,

poo

r civ

il so

ciety

adv

ocac

y sk

ills,

parti

cula

rly in

term

s of

usin

g in

tern

atio

nal l

aw to

add

ress

the

occu

patio

n la

ws

and

polic

ies.

Exist

ence

of

effic

ient

and

pr

ofes

siona

l Pa

lest

inia

n hu

man

righ

ts

orga

nisa

tions

in

Jeru

sale

m.

Impr

ove

the

capa

citie

s of

hu

man

righ

ts

activ

ists

and

orga

nisa

tions

in

Jeru

sale

m.

Capa

city

build

ing

of

orga

nisa

tions

and

in

divi

dual

s w

orki

ng

in th

e fie

ld o

f hum

an

right

s.

Inst

itutio

ns a

nd in

divi

dual

s w

ith a

mpl

e kn

owle

dge

and

capa

city

in th

e fie

ld o

f hum

an

right

s of

Jeru

sale

mite

s.2

3 ye

ars

96,0

0096

,000

96,0

0028

8,00

0

Prov

ision

of h

igh

qual

ity le

gal

and

tech

nica

l se

rvice

s to

the

Pale

stin

ians

in

Jeru

sale

m.

Prov

ide

lega

l su

ppor

t. Le

gal s

ervi

ces

prog

ram

me.

Je

rusa

lem

ites

assis

ted

to a

chie

ve th

eir r

ight

s.1

3 ye

ars

540,

000

540,

000

540,

000

1,62

0,00

0

Docu

men

ted

and

cred

ible

in

form

atio

n th

at re

veal

the

viol

atio

n of

Pa

lest

inia

n rig

hts

in Je

rusa

lem

.

Esta

blish

a

cons

olid

ated

da

taba

se a

nd

coor

dina

te

info

rmat

ion

shar

ing

on

viol

atio

n of

Pa

lest

inia

n rig

hts

in Je

rusa

lem

.

Esta

blish

ing

an

info

rmat

ion

data

base

on

vio

latio

ns o

f Pa

lest

inia

n rig

hts

in

Jeru

sale

m.

Cred

ible

and

relia

ble

info

rmat

ion

on h

uman

rig

hts

viol

atio

ns in

Eas

t Jer

usal

em.

33

year

s 66

,200

61,2

0061

,200

188,

600

Incr

ease

d aw

aren

ess

amon

g Pa

lest

inia

ns in

Je

rusa

lem

abo

ut

thei

r hum

an

right

s.

Prom

ote

lega

l re

sear

ch a

nd

stud

ies

perta

inin

g to

the

viol

atio

n of

Pa

lest

inia

n rig

hts

in Je

rusa

lem

.

Lega

l res

earc

h.

Avai

labl

e in

form

atio

n ac

cess

ible

by

Jeru

sale

mite

s ab

out t

heir

right

s.3

3 ye

ars

64,0

0064

,000

64,0

0019

2,00

0

Raisi

ng h

uman

rig

hts

awar

enes

s am

ong

Pale

stin

ians

in

East

Jeru

sale

m.

Prog

ram

me

to ra

ise

awar

enes

s on

hum

an

right

s of

Pal

estin

ians

in

Jeru

sale

m.

Raisi

ng a

war

enes

s of

the

loca

l and

inte

rnat

iona

l co

mm

uniti

es o

n th

e hu

man

righ

ts is

sues

in

Jeru

sale

m.

43

year

s 46

,000

50,0

0055

,000

151,

000

Mor

e ef

fect

ive

mob

ilisa

tion

of

the

inte

rnat

iona

l co

mm

unity

in

sup

port

of

Pale

stin

ian

hum

an ri

ghts

in

East

Jeru

sale

m.

Incr

ease

med

ia

expo

sure

of

hum

an ri

ghts

vi

olat

ions

in E

ast

Jeru

sale

m.

Med

ia a

nd h

uman

rig

hts

viol

atio

ns.

Incr

ease

d ex

posu

re in

loca

l and

inte

rnat

iona

l m

edia

of I

srae

li vi

olat

ions

in E

ast J

erus

alem

.6

3 ye

ars

135,

000

135,

000

135,

000

405,

000

Activ

ate

the

use

of th

e pr

incip

le

of u

nive

rsal

ju

risdi

ctio

n.

Activ

atin

g th

e us

es

of in

tern

atio

nal

juris

dict

ion.

Inte

rnat

iona

l jur

isdict

ion

is us

ed in

term

s of

hu

man

righ

ts v

iola

tors

in E

ast J

erus

alem

.7

3 ye

ars

20,0

0020

,000

10,0

0050

,000

Supp

ort a

nd

advo

cacy

pr

ogra

mm

e.

Supp

ort a

nd a

dvoc

acy

prog

ram

me.

Posit

ive

chan

ges

in th

e po

licie

s of

cou

ntrie

s an

d in

tern

atio

nal o

rgan

isatio

ns in

sup

port

of h

uman

rig

hts

issue

s in

Eas

t Jer

usal

em.

53

year

s 65

,000

65,0

0065

,000

195,

000

Tota

l Cit

izen

ship

and

Hum

an R

ight

s1,

032,

200

1,03

1,20

01,

026,

200

3,08

9,60

0

100

Hum

an R

ight

s Pr

otec

tion

Clu

ster

Prob

lem St

atem

ent

Secto

r Obj

ectiv

esSt

rate

gic R

espo

nse

Prog

ramm

esOu

tcome

sPr

iority

Dura

tion

First

Year

Seco

nd Ye

arTh

ird Ye

arTo

tal B

udge

t

Urb

an P

lann

ing

The

sect

or o

f urb

an p

lann

ing

is ch

arac

teris

ed

by: d

iscrim

inat

ory

Israe

li pl

anni

ng a

nd

polic

ies;

lack

of a

ppro

ved

urba

n pl

ans

obst

ruct

ing

the

grow

th a

nd d

evel

opm

ent

of P

ales

tinia

n ne

ighb

ourh

oods

; defi

cient

la

ndus

e; in

crea

sed

hous

ing

dens

ity; a

fra

gmen

ted

urba

n st

ruct

ure;

neg

lect

of t

he

Pale

stin

ian

urba

n ec

onom

y; ex

prop

riatio

n an

d tra

nsfo

rmat

ion

of th

e Ho

ly Ba

sin; a

nd, a

di

scrim

inat

ory

trans

porta

tion

syst

em.

Expo

sing

Israe

li di

scrim

inat

ory

polic

ies

agai

nst

Pale

stin

ians

in

Jeru

sale

m.

Advo

cacy

and

al

tern

ativ

e Pa

lest

inia

n pl

anni

ng.

Urba

n de

velo

pmen

t an

d re

gene

ratio

n in

se

lect

ed a

reas

.

Nar

row

ing

the

deve

lopm

ent g

aps

betw

een

the

vario

us n

eigh

bour

hood

s of

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t Jer

usal

em.

63

year

s20

5,00

020

5,00

020

5,00

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5,00

0

Alte

rnat

ive

plan

ning

for

the

“Hol

y Ba

sin”

area

.

To ra

ise lo

cal a

nd in

tern

atio

nal a

war

enes

s re

gard

ing

the

risks

of t

he Is

rael

i disc

rimin

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olici

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usal

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63

year

s 12

3,00

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3,00

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Advo

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paig

n.

An u

rban

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n Ea

st Je

rusa

lem

is

esta

blish

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at p

rovi

des

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rate

and

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stai

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and

publ

icatio

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th

e Isr

aeli

viol

atio

ns.

33

year

s 2,

000,

000

2,00

0,00

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000,

000

6,00

0,00

0

Supp

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e Pa

lest

inia

ns

agai

nst t

he

Israe

li po

licie

s, th

roug

h ho

usin

g, s

ocia

l, an

d ec

onom

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anni

ng

mea

sure

s

Prep

arat

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of s

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, de

taile

d, a

nd

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nera

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urba

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ans

in

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m

to a

ddre

ss th

e im

med

iate

ne

eds

of th

e po

pula

tion.

The

prep

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ion

of

deta

iled

stru

ctur

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plan

s.

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crea

se in

zon

ed a

nd a

lloca

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land

to th

e Pa

lest

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ns fo

r con

stru

ctio

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t Jer

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23

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s85

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02,

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000

Reha

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d re

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plan

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he

Old

City

.

Reno

vatio

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an fo

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Old

City

is p

repa

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and

read

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r exe

cutio

n.4

1 ye

ar

500,

000

00

500,

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ing

plan

. A

Pale

stin

ian

stra

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mew

ork

to m

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he

hous

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need

s in

Eas

t Jer

usal

em is

dev

elop

ed.

51

year

12

3,00

00

012

3,00

0

Pool

ing

and

netw

orki

ng

of le

gal a

nd

plan

ning

ex

perti

se.

Urba

n de

velo

pmen

t po

licy

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dina

tion

unit.

Mor

e co

mpe

tent

, coo

rdin

ated

, and

effi

cient

ur

ban

plan

ning

act

iviti

es in

Eas

t Jer

usal

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13

year

s 50

0,00

050

0,00

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Prep

are

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Jeru

sale

m a

s th

e ca

pita

l of

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stin

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Deve

lop

a Pa

lest

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ban

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ning

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sale

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s th

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pita

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ning

age

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r Eas

t Je

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rban

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410,

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ce th

e po

llutio

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fect

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stin

ians

in

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sale

m

and

com

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from

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st Je

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en th

e iss

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f a w

aste

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er

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t pla

nt.

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tmen

t op

tions

for E

ast

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m.

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labi

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of u

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dat

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was

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tmen

t opt

ions

for E

ast

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m, w

ith in

put f

rom

all

parti

es.

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0,00

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230,

000

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lop

a SW

M s

trate

gic

plan

for

Jeru

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m G

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te th

at w

ould

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sure

pro

vidi

ng a

san

itary

land

fill

serv

ing

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m. G

over

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te in

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ith th

e Pa

lest

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n N

atio

nal S

WM

St

rate

gic

Plan

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Sani

tary

land

fill f

or

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Jeru

sale

m a

nd it

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rroun

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s

Site

sel

ectio

n fo

r new

land

fill s

ite,

agre

ed w

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take

hold

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23

year

s82

0,00

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0,00

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000

Impr

ove

the

beha

viou

r of

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stin

ians

in

East

Jeru

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m

rega

rdin

g ca

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ver t

he

envi

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ch a

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phas

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Ab

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thor

ities

(Pol

lute

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for t

he c

losu

re

and

reha

bilit

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n of

Ab

u Di

s so

lid w

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di

spos

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ite.

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icatio

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d pu

blici

sing

of a

n up

to d

ate

stud

y on

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sure

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d re

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litat

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of A

bu D

is So

lid W

aste

Di

spos

al S

ite.

53

year

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0,00

041

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ey

serv

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Advo

cacy

act

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for i

mpr

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ser

vice

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3 ye

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123,

000

123,

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123,

000

369,

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Redu

ce th

e qu

antit

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sol

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aste

ar

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land

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cour

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of m

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82,0

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Impr

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tal

plan

ning

and

m

anag

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t in

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lop

a SW

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trate

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plan

for

Jeru

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m G

over

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tegi

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lan

for

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m.

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ence

of a

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M

Stra

tegi

c Pl

an, w

ith in

volv

emen

t and

bu

y in

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key

sta

keho

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ars

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615,

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t a ra

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of c

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sed

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ed w

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aren

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ng

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rven

tions

, whi

ch w

ill a

ssist

with

ph

ysica

lly c

lean

ing

up n

eigh

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hood

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th re

mov

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gativ

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fect

s, an

d al

so g

ivin

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mm

uniti

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a ne

w s

tarti

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for w

aste

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are

Com

mun

ity-b

ased

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viro

nmen

tal

inte

rven

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uant

ifiab

ly cle

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ets.

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year

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3,00

012

3,00

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9,00

0

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ide

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dequ

ate

info

rmat

ion

base

fo

r im

prov

ed e

nviro

nmen

tal p

lann

ing.

Data

base

on

envi

ronm

enta

l qua

lity

in

East

Jeru

sale

m.

Exist

ence

of u

p to

dat

e da

taba

se o

f en

viro

nmen

tal q

ualit

y pa

ram

eter

s, an

d qu

alifi

ed a

nd c

ompe

tent

inst

itutio

n to

op

erat

e it.

33

year

s20

5,00

020

5,00

020

5,00

061

5,00

0

Data

base

on

envi

ronm

enta

l ser

vice

s in

Eas

t Jer

usal

em.

Exist

ence

of d

atab

ase

with

up

to d

ate

data

on

envi

ronm

enta

l ser

vice

s.

33

year

s20

5,00

020

5,00

020

5,00

061

5,00

0

Esta

blish

par

tner

ship

s w

ith

inte

rnat

iona

l env

ironm

enta

l age

ncie

s an

d N

GO

s.

Pale

stin

ian

orga

nisa

tion

with

the

capa

city

to m

aint

ain

and

upda

te th

e en

viro

nmen

tal d

atab

ase

and

ensu

re it

s ac

cess

ibili

ty to

oth

ers.

Jeru

sale

m u

rban

wild

life

inve

ntor

y su

rvey

.

Data

base

on

prot

ectio

n of

nat

ure

in Is

rael

tran

slate

d in

to A

rabi

c an

d En

glish

, and

ava

ilabl

e in

form

at s

uita

ble

for P

ales

tinia

n pl

anni

ng u

sage

. .

93

year

s20

5,00

020

5,00

020

5,00

061

5,00

0

Tota

l Env

iron

men

t Se

ctor

2,78

8,00

02,

788,

000

2,78

8,00

08,

364,

000

Tota

l Hum

an R

ight

s Pr

otec

tion

8,61

3,20

07,

989,

200

7,93

4,20

024

,536

,600

Hum

an R

ight

s Pr

otec

tion

Clu

ster

102

Appendix 2

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Phot

o by

Cre

ativ

e Ad

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International Agreements and Conventions

The Universal Declaration of Human Rights of 1948

The International Covenant on Civil and Political Rights of 1966

The International Covenant on Economic, Social and Cultural Rights of 1966

The Convention on the Rights of the Child of 1989

The International Convention on the Elimination of All Forms of Racial Discrimination of 1965

The Convention on the Elimination of All Forms of Discrimination Against Women of 1979

Convention against Torture and Other Cruel, Inhuman or Degrading Treatment or Punishment of 1984

Convention (IV) relative to the Protection of Civilian Persons in Time of War

First Protocol relating to the protection of victims of international armed conflicts of 1977

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Israeli-Palestinian Interim Agreement on the West Bank and the Gaza Strip, (Oslo II Agreement), 1995.

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Multi Sector (2010)

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